The remarkable journey of Professor Andrew Spencer Colombian shipbuilding
Transforming Cartagena
Port St. Maarten
To promote and foster the highest quality service to the maritime industry through training development; working with all agencies, groups and other associations for the benefit and development of its members and the peoples of the Caribbean region.
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An exciting future lies ahead
Marc Sampson President Caribbean Shipping Association
As I deliver my final address as President of the Caribbean Shipping Association (CSA), my heart is filled with a mix of gratitude, pride, and anticipation. Gratitude for the opportunity to have served this esteemed organization, pride in the accomplishments we've achieved together, and anticipation for the exciting future that lies ahead.
The CSA has been a cornerstone of our region's maritime industry for decades. Through the resolute dedication of its members, we have navigated challenges, embraced opportunities, and witnessed remarkable growth. Together, we have advanced a culture of cooperation, innovation, and excellence that has positioned the CSA as a leading authority in the field.
I am particularly proud of the initiatives we have undertaken to promote sustainable development, enhance regional connectivity, and empower the next generation of maritime professionals. Our efforts to address the pressing issues of climate change, digitalization, and gender diversity have laid a solid foundation for a more resilient and inclusive industry.
We have also made significant progress in several other key areas, forming partnerships with the Inter-American
Development Bank, Women in Maritime Caribbean, CariPorts, and more, which have contributed to the holistic development of the sector. We have strengthened our partnerships with regional and international organizations, expanded our training and education programs, and launched initiatives to support the growth and development of our members.
The launch of the Caribbean Research Institute (CRI) has been instrumental in providing valuable insights into the
Caribbean's trade, maritime transport, and ports sector. The CRI released several comprehensive reports and studies, offering beneficial information to members and the wider public about the state of the Caribbean's economic landscape and its impact on the industry. This research effort sought to address the absence of region-specific data for members to make critical decisions and forward plan. The CSA remains committed to creating more such opportunities to enhance the knowledge base of the Caribbean maritime community and drive innovation in the industry.
I am confident that the CSA, under the leadership of my successor and the General Council, will continue to rise to these challenges and drive the industry forward.”
Progress
As I reflect on my time as President, I am heartened by the progress we have made, but I am also acutely aware of the challenges that remain. The complexities of global trade, the evolving regulatory landscape, and the increasing demands of our customers present significant hurdles. However, I am confident that the CSA, under the leadership of my successor and the General Council, will continue to rise to these challenges and drive the industry forward.
I am eager to see the outcomes of the upcoming conference in Sint Maarten. The discussions and collaborations that will take place will undoubtedly shape the future of the Caribbean shipping sector.
I encourage all participants to engage in open dialogue, share their insights, and explore innovative solutions.
I want to express my sincere gratitude to the members, General Council, Secretariat, and partners of the CSA. Your support and dedication have been invaluable. I wish the CSA continued success and prosperity in the years to come. May the incoming president and General Council build upon the successes of their predecessors and lead the organization to even greater heights.
Thank you.
Taking the helm at DP World Dominicana
Manuel Martínez
Earlier this year, Buenos Aires-born Manuel Martínez took charge at DP World Dominicana. The new position is a major promotion within DP World for a man with a strong engineering background and past experience of running container terminals in both Argentina and Peru. He explains to Caribbean Maritime the route taken to Caucedo and his ambitions for the growing Dominican Republic logistics hub.
Q. Where were you born?
A. I was born and raised in Buenos Aires, Argentina, but I had the opportunity to live in other countries, such as Peru and Brazil, and now the Dominican Republic.
Q. What about college or university? At which university did you did attend and in which subject did you study? And what about any postgraduate studies and qualifications?
A. I undertook my undergraduate studies at the University of Buenos Aires (UBA). I recall my college days as one of the best times of my life, because I chose to major in Civil Engineering, a STEM profession; a career I was passionate about. Ever since I was a little boy, I enjoyed looking at constructions; I saw myself one day developing important projects.
As to Graduate Studies and how I ended up in the world of Logistics & Transportation, I graduated with a master’s degree in Strategic Logistics at the University of Belgrano and an MBA at Torcuato Di Tella, both in Buenos Aires.
Q. You joined DP World Buenos Aires in 2010. Here you managed operations, safety, and the expansion of services in both container and cruise terminals at Terminales Río de la Plata. Later, you joined Terminales Portuarios Euroandinos (TPE) – in which DP World is a 50% shareholder –Was this an easy or difficult transition for you?
A. It was an interesting transition, to be honest. When I joined Terminales Portuarios Euroandinos (TPE), I was coming from DP World Buenos Aires with a more complete vision of the business, which allowed me to implement improvements and projects that increased the performance and profitability of this operation. Though infrastructure-wise it was a smaller operation, what drove me the most was witnessing TPE’s evolution towards becoming a world-class organization, that, I can attest, has operated ever since under the highest standards of excellence, quality and safety.
Q. Having gained experience at DP World Buenos Aires you subsequently made an inter-company move and were appointed general manager of the TPE-Paita – Peru’s second largest container terminal, where you oversaw operational and commercial strategy at the port in northwest Peru. How did you enjoy working in Peru and what did you gain from the experience?
A. Definitely one of the most fulfilling experiences in Paita was the opportunity to explore the site in-depth. At DP World Buenos Aires, as Head of Operations, my duties were more aligned with projects of a more technical nature, like all operations and safety projects, but the strategic planning of all duties at the Cargo Shipping and Cruise Terminals – all this working alongside an amazing team – was where we all grew together professionally.
Meanwhile, at TPE, the senior management role brought upon a series of challenging duties: the strategic oversight of all business relationships. Since I was a newcomer to the position, I had the opportunity to learn and explore new horizons; even the mistakes made served as key takeaways. My experience in Paita would prepare me for other roles in the future.
Q. In April this year DP World appointed you as the new CEO for DP World Dominicana in the Dominican
This logistics hub benefits greatly from the vast experience and world-class standards DP World is known for, and the high-level connectivity facilities offered by the Punta Cana International Airport (PUJ).”
Republic. This is clearly a significant promotion within DP World. Were you surprised to be chosen for the position in Caucedo?
A. Having completed an important cycle in the operation, I realized that I needed to adapt my operations to align with the established company policies, ensuring I was adequately prepared. Of course, knowing that I would be leading the DP World Dominicana operation was great news for me. DP World Dominicana is a great challenge because I oversee an entire logistics ecosystem that is unprecedented in the region, where port operations,
logistics, and manufacturing are all part of the same free zone infrastructure. Thus, this new role, without a shadow of a doubt, has been quite a significant challenge and a step forward in my career.
Q. In your previous positions in Argentina and Peru, you worked to transform the two terminals into world-class organizations focusing on safety and operational excellence. Given the port’s already high reputation, what will you hope to achieve during your time in DP World Dominicana?
A. Regarding the organizational goals that
brought me here, I can mention the main one, to contribute the positioning of the Dominican Republic as the most important logistics hub in The Americas. And this alone is an important task, but at the same time, validating the level of coordination that exists between the private sector and the Dominican government to turn this dream into a reality, and feeling confident that we are on the right track and at the best time to achieve it.
In-house, I can mention that among our priorities as an organization is to optimize our logistics and services infrastructure, in a way that we can increase our customer
satisfaction levels, as we optimize their processes and their financial returns.
Q. What plans, if any, do you have for the Punta Cana Air Cargo Hub, a joint venture between DP World and the Punta Cana Free Trade Zone (PCFTZ)?
A. DP World’s vision for the Dominican Republic is, in one word, immense. Our commitment to increase the country’s competitiveness levels also includes the vision of turning the country into an air cargo hub, aware that greater connectivity, whether by air or sea, makes the country more attractive for manufacturing and logistics companies to set up their operations.
And that is precisely how the Punta Cana Air Cargo Hub, a multimodal platform for handling shipping cargo by land, air, or sea, came to be; it is the result of this commitment to position the Dominican Republic as a key player in worldwide logistics and trade. This logistics hub benefits greatly from the vast experience and world-class standards DP World is known for, and the high-level connectivity facilities offered by the Punta Cana International Airport (PUJ).
Q. What has been your most memorable professional accomplishment to date?
A. I think one of my key accomplishments has been to renegotiate better service terms in the TPE operations. The renegotiation process translated into significant improvements in infrastructure as well as accessibility by sea to the terminal, thus increasing the versatility of maritime shipping services offered. Likewise, the contract renegotiation brought along significant improvements to the business, and all port operations. In short, it was a win-win negotiation for everyone involved.
Q. Beyond work, what are your main interests and hobbies?
A. Truth be told, I enjoy having a great time and creating a good environment for the people working with and around me, whatever the activity. I love playing tennis and practice windsurfing.
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Port St. Maarten
Heading in the right direction
The year 2024 marks a historical milestone for Port St. Maarten. In June it was the company’s 60th anniversary (1964-2024) marking progress and development.
The vision set out for the development of Port St. Maarten’s facilities and tourism overall was political stalwart Dr. A. Claude Wathey. Back in the 1950s, Wathey had a plan to bring progress and development to the people of Sint Maarten.
Wathey officially became a Member of Parliament of the Netherlands Antilles in 1954. Ten years later, in 1964, the first deep water pier was inaugurated and named the AC Wathey Pier. Between then and 1980, the tourism sector, – both land-based and
cruise – slowly started to grow.
By 1980, the destination was catering to 105,000 cruise passengers annually. This figure later grew as the Caribbean started to become a more popular cruise destination for US travelers. Over a 10-year period, cruise tourism grew to more than 600,000 annually.
Development
Between 1998 and 2008, Port St. Maarten went through a phenomenal growth in infrastructure development. In 1998 work began on what would be renamed the Dr. A.C. Wathey Cruise & Cargo Facilities.
The project was completed in January 2001. Armed with an ultra-modern cargo
facility and a four-berth cruise pier, things did not stop there. Due to trends and developments within the cruise sector, Port St. Maarten had to be at the forefront to take advantage of new opportunities and in December 2007, the first pile was driven into the seabed for a second cruise pier that would be able to accommodate two mega-size cruise ships bringing the total cruise ship berths to six. The second pier was completed in November 2008.
In 2002, cruise tourism reached the one million mark and over a decade later the two million mark was achieved in 2014. This also represented the 50th anniversary of Port St. Maarten’s cruise facilities. On average Port St. Maarten has been
rienced a score of 9.3 out of 10 which is testament to the hard work and dedication from partners in the hospitality industry on Sint Maarten which has resulted in a welcome increase in positive reviews from cruise passengers.
Port St. Maarten has been chosen as the “Best Cruise Port” by the Caribbean Journal (CJ) Travelers’ Choice Awards.
Destination St. Maarten #2 in CruiseCritic.com Cruiser’s Choice Awards as a Top-Rated Eastern Caribbean, The Bahamas & Bermuda Destination out of five destinations.
Group (PSG) bolstered its operational capability with the acquisition of a state-of-the-art Gottwald Mobile Crane from Konecranes in Europe.”
receiving 1.5 million cruise passengers annually.
During the decades of modern port development, Port St. Maarten has expanded its operations which fall under four pillars: cruise, cargo, yachting, and real estate.
The Highlights
Throughout the decades Port St. Maarten has been recognized and has received numerous accolades. The port received the ‘PAMAC Award Caribbean for Everyone’ during a Florida-Caribbean Cruise Association (FCCA) Platinum Associate Membership Advisory Council Cruise Summit (PAMAC).
Port St. Maarten Group was the proud winner of the Seatrade Cruise Award in the category #WeAreBack – Onshore at an annual Seatrade Cruise Global that took place in Miami Beach, Florida. The Seatrade Cruise Awards is the global cruise industry’s most distinguished award program.
Gottwald Mobile Harbor Crane
Port St. Maarten Group (PSG) bolstered its operational capability with the acquisition of a state-of-the-art Gottwald Mobile Crane from Konecranes in Europe, the world’s leading crane manufacturer, which arrived in mid-2023.
The arrival of the crane was another phase of PSG’s vision of investing in the future development of port operations in
close collaboration with stakeholders in the cargo sector to maintain its competitive advantage within the Northeastern Caribbean.
ESP 7 Konecranes Gottwald Mobile Harbor Cranes are designed for cargo handling to serve vessels up to postPanamax class. The crane has a working radius of up to 51 m, lifting capacities of up to 125 t and lifting speeds of up to 120 m/ min, and installed power of 809kW. In the two-rope variant, these cranes offer high flexibility when handling containers as well as general and project cargo.
Cargo operations at PSG are a cornerstone of port operations and an income earner. Port St. Maarten performs a very important logistics service and serves as a hub for the islands of Saba, Sint Eustatius, St Barts, Anguilla, Montserrat, St Kitts & Nevis, and Antigua & Barbuda.
Crew changes in Panama
In global shipping, where vessels run on tight schedules and every hour counts, time and efficiency are crucial for crew changes. Well-managed and coordinated crew change operations help reduce costs, prevent delays and keep ships on their planned routes. Strategic advantages have made Panama one of the preferred locations in Central America for such operations.
From its strategic position at the crossroads of the Americas, bridging the Atlantic and Pacific Oceans, Panama serves as an essential link in maritime trade, facilitating the efficient movement of vessels across key corridors. It is well-supported by
its infrastructure, particularly Tocumen International Airport less than two hours from the busiest ports, making it a convenient choice for crew changes and other operations. The airport has four daily direct flights to Europe and over 200 flights to major cities in the Americas.
Ocean to ocean
On the Pacific side of Panama, two key ports are vital to the country’s maritime operations: Balboa and Puerto Armuelles. Balboa, at the Pacific entrance of the Panama Canal, is the most popular choice for crew changes. With well-organized procedures in place, a typical crew change
By Eva Marin Husbandry Department, GAC
– from the moment a crew member arrives in Panama, to the disembarkation of a serving mariner and the embarkation of their replacement – can be completed in
Panama Shipping SA
less than 12 hours.
At the Atlantic entrance to the waterway, the Port of Cristobal is another crucial hub for maritime operations. The crew change process is similar to that followed at Balboa, with one additional step: the twohour journey from Tocumen International Airport to the city of Colón, Panama’s major city on the Atlantic side, which serves as the transit point for crew members traveling to or from the port. Despite this additional travel time, the process remains efficient due to the well-coordinated efforts of port authorities, transportation providers and shipping companies.
Precision and planning
Planning for crew changes in Panama begins well before crew members arrive in the country. The first critical step is obtaining their mandatory seafarer visa
from Panamanian immigration. This visa is essential for legal entry into the country and is managed with great care and precision to ensure a smooth process.
Once the shipping line notifies their local agent of a crew change, the process begins to gather the necessary documentation – including passport, seaman’s book and other relevant papers – from the shipping company for submission to the Panama Immigration System as part of the visa application. The process is carefully monitored to ensure all steps are completed on time, preventing delays and ensuring the crew change proceeds as scheduled.
Several other services must be coordinated for crew changes, including transportation from the airport to the port, working with port authorities to facilitate the crew member's embarkation or disembarkation and ensuring suitable accommodation
Planning for crew changes
in
Panama begins well before crew members arrive in the country.”
during his or her stay in Panama. It’s down to the local agent to ensure that all logistical details are thoroughly handled.
While the disembarking process is generally simpler than embarkation, it still requires careful coordination. Crew members disembarking face fewer immigration procedures, which can expedite their exit from the country. This involves arranging both sea and land transportation to the airport and addressing any last-minute changes or emergencies that may arise.
Local expertise
Panama’s ports are fully equipped to support safe, fast and efficient crew changes. The expertise of a local agent is key to the process, handling critical tasks such as managing immigration paperwork, coordinating transport logistics and arranging accommodation. Their role is to ensure that the entire crew change process is carried out without a hitch, facilitating a smooth transition and helping shipping companies maintain their operational efficiency.
ALL BEFORE 45
The remarkable journey Professorof Andrew Spencer
In just 44 years, the Caribbean Maritime University (CMU) has transformed from a small institution with only 30 students to a powerhouse in maritime education, now serving over 4,000 students. Along the way, the CMU has garnered numerous accolades, including the prestigious American Caribbean Maritime Foundation (ACMF) Anchor Award for Excellence in Maritime Education. This rapid growth and success have positioned the CMU as a leader not just in the Caribbean but on the global stage.
However, as impressive as the CMU’s journey has been, Professor Andrew Spencer, the man at the helm, is equally remarkable. In a short iime, Professor Andrew Spencer has already achieved what many can only dream of accomplishing in a lifetime. This year, he was conferred with the Order of Distinction in the rank of Commander on August 6, 2024, by the Governor General upon the recommendation of the Prime Minister of Jamaica. This recognition solidified his place among Jamaica's most influential figures. But for Professor Spencer, this is just the beginning.
Before his recent accolade, Spencer became one of the youngest CEOs of a
government agency in Jamaica. Not one to rest on his laurels, he made history as the first person to be promoted to the rank of full Professor in Tourism at the University of the West Indies and one of the youngest professors at this institution, setting the stage for what would become a career defined by ground breaking achievements.
When he assumed the role of President at the CMU, Spencer did not just take on a job; he embarked on a mission. The Stability, Growth, and Innovation (SGI) strategic plan, conceptualized by him and his leadership team, has been nothing short of transformative. Now in its second year, the plan has steered the CMU toward new heights.
"Year two, and we’re just about where I want us to be," Spencer remarks with a smile that suggests he is far from done. His leadership style – marked by a blend of vision, determination, and a touch of humour – has inspired both students and faculty alike. Under his guidance, the University has expanded its reach, enhanced its academic offerings, and strengthened its ties with industry partners.
However, for Spencer, it is about more than just the milestones already reached. He has his eye on the future, and if his track
record is anything to go by, there are many more accomplishments to come. "We’re just getting started," he says, with the confidence of someone who knows that the best is yet to come.
As he continues to lead the CMU into its next chapter, Professor Spencer remains a beacon of what’s possible when ambition meets opportunity. And while others might be content to slow down, Spencer is gearing up for even more incredible feats, proving that sometimes, age really is just a number.
The CMU’s Logistics 101 Course Set to Take the Industry by Storm
The Caribbean Maritime University (CMU) is on a mission to redefine the future of education, and its latest offering is proof that the institution is not slowing down.
In collaboration with the Jamaica Special Economic Zone Authority (JSEZA), the CMU is launching the highly anticipated "Logistics 101" course. This is not just another academic program; it is a strategic move to bridge the gap between education and industry, and all of it is happening before the CMU’s latest milestone: its 45th anniversary.
Logistics 101 is more than just an introduction to the world of logistics; it is a hands-on, industry-focused course designed to meet the growing demand for skilled professionals in Jamaica’s booming logistics sector. With the expansion of the Special Economic Zones (SEZs), the need for talent that understands the nuances of logistics has never been greater. And who better to provide that education than the CMU, a university that’s been at the forefront of maritime and logistics training in the Caribbean?
Under the leadership of Professor Andrew Spencer, who has already accomplished so much, the CMU is taking its short courses to the next level. The partnership with JSEZA is a testament to the CMU’s commitment to strengthening industry ties and making education more accessible and relevant to businesses. This is not just about filling classrooms; it is about creating a workforce that is ready to meet the rigorous demands of a rapidly evolving
global market.
"We’re taking education to the businesses," says Professor Spencer, with the same confidence that has marked his tenure at CMU. "Logistics 101 is just the beginning. We’re committed to providing practical, real-world training that businesses need today, not tomorrow."
The course, which will be available to companies across Jamaica, is designed to fit into the busy schedules of working professionals. This approach reflects the CMU’s understanding of the modern learner – someone who is eager to upskill but cannot afford to step away from their career. By offering flexible, targeted courses like Logistics 101, the CMU is making it easier than ever for professionals
to gain the knowledge they need to advance in their careers.
As the CMU continues to strengthen its ties with industry leaders like JSEZA, the University is not just keeping pace with the market's demands – it is leading the way. Initiatives like Logistics 101 ensure that education remains at the cutting edge, all before the age of 45.
The Port Royal Lecture Series Elevates the CMU’s Role in National Development
The third staging of the Port Royal Lecture Series (PRLS) on June 11, 2024, marked another milestone for the Caribbean Maritime University (CMU) as
Lee-Chin emphasised the importance of education in these fields as not just a pathway to individual success but as a cornerstone for national development. ”
CMU President Professor Andrew Spencer (left) & NCB Financial Group Chairman Michael Lee Chin (right) at CMU Port Royal Lecture Series.
it continues to solidify its place at the intersection of education, industry, and national development. This year’s lecture, titled "The Role of Logistics and Engineering Education in the Financial Sector," was headlined by none other than Michael Lee-Chin, CEO of the NCB Financial Group and one of Jamaica’s most esteemed business leaders.
The choice of Lee-Chin as the speaker was no coincidence. His insights into the financial sector, coupled with his deep understanding of the critical role that logistics and engineering education play in driving economic growth, resonated deeply with the audience. Lee-Chin emphasized the importance of education in these fields as not just a pathway to individual success but as a cornerstone for national development. He highlighted how logistics and engineering are integral to the financial sector, particularly in optimizing operations, enhancing efficiencies, and driving innovation.
The Port Royal Lecture Series has become a significant platform for thought leadership in Jamaica, and this year’s event underscored the CMU’s commitment to fostering a dialogue that bridges academia and industry as it brings together experts from various sectors to discuss the critical issues that will shape Jamaica’s future.
As the CMU continues to expand its influence, the Port Royal Lecture Series will remain a key initiative, reinforcing the University’s role in national and regional development. The CMU will undoubtedly continue to drive forward-thinking education that not only meets the needs of today’s industries but anticipates the challenges of tomorrow.
CMU participates in Maritime Awareness Week 2024
The Caribbean Maritime University (CMU) made waves once again with its participation in Maritime Awareness Week, which took place September 24-27, 2024. The week-long celebration on the CMU’s main campus was more than just a series of events; it was a showcase of the University’s commitment to education, innovation, and community engagement – all of which have propelled the CMU to the forefront of maritime education in the Caribbean.
The week kicked off on Monday with Media Day, where the spotlight was on the CMU’s achievements, initiatives, and plans. This was an opportunity for the University to share its story with a broader audience and highlight the strides it has made under its dynamic leadership team.
Tuesday’s Campus Talk and Tour focused on women in maritime, a topic close to CMU’s heart as it continues to champion
diversity in the industry. This event will featured inspiring talks from female leaders in the maritime sector and tours that provide a behind-the-scenes look at CMU’s state-of-the-art facilities. It was a day dedicated to empowering the next generation of women to break barriers and take the helm in a traditionally maledominated field.
On Wednesday, the Innovation Challenge saw 3rd and 4th-year engineering students present solutions to real-world problems in the manufacturing sector. This event not only highlighted the ingenuity of the CMU’s students but also underscored the University’s role in driving practical, industry-focused education. It was a day where ideas meet impact, showcasing the talent that the CMU nurtures within its walls.
Thursday’s Community Initiative took the form of a blood drive, reinforcing the CMU’s commitment to giving back. This event exemplified the University’s dedication to social responsibility, reminding us that education extends beyond the classroom and into the community.
The week culminated on Friday with Maritime Mania, an expo in collaboration with industry partners. This event introduced 3rd-6th form students across Jamaica to the maritime and related sectors, opening their eyes to the exciting careers available within this field. It is an invitation to the next generation to explore the opportunities that await them, guided by the CMU’s legacy of excellence.
As the CMU celebrated Maritime Awareness Week, it was shaping the future of the maritime industry. The CMU is poised to continue leading the way in maritime education, ensuring that its impact is felt far beyond the shores of Jamaica.
Panama Canal returns to normal
An update on the Panama Canal after Panama recorded its third driest year on record in 2023.
This time last year stories begin to appear in the world’s press about a Panamanian drought and its dramatic and negative impact of the day-today operations of the Panama Canal. These stories became ever more numerous as 2023 came to an end and as Panama recorded its third driest year on record.
In the previous issue of Caribbean Maritime and with input from GAC Panama’s Alexei Oduber, the magazine took a slightly different look at the Panama Canal’s ongoing low water levels and consequent transit restrictions. In short
recognizing that there is a marked difference between weather (short term) and climate (very long term).
While many major news organizations were – and without any empirical evidence – immediately blaming climate change and forecasting long-term doom and gloom for the waterway, Caribbean Maritime suggested that the Canal’s travails were likely the result of a strong El Niño which would no doubt soon end as was the case with all previous El Niños.
And so, many months on Panama’s rainfall is back to normal (actually above average) as are the Panama Canal’s water
levels, the Gatún Lake is replenished, and daily transits have slowly returned to the previous maximum of 36. Daily transits finally increased from 32 at the beginning of July to 34, and then to 36 in September (comprising 10 neopanamaxes and 26 classic panamaxes). All good news for global trade and for the Caribbean region.
Resilience
Panic over? Well, not entirely. Clearly, the Panama Canal Authority (ACP) needs to improve the waterway’s resilience for it to survive periods of unusually low
PANAMA CANAL UPDATE
rainfall (seemingly coinciding with El Niño years) such as increased reservoir capacity and other such measures. These will no doubt be costly, but massively so in the overall scheme of things. It seems that the Canal can avoid some of the of the more expensive options proffered late last year when daily transits were significantly down and when gloomy media forecasts were at their height.
Water usage
Nevertheless, overall local water consumption is expected to double by 2050 and for this reason alone, the ANP does need to act to reduce its per-transit water usage and to increase rainfall storage.
As a result, the Panama Canal Authority has announced that it will start work on construction on a new reservoir to mitigate future irregular rainfall patterns. The new reservoir, costing US$1.6 billion and located on the Río Indio, aims to enhance the
Canal's resilience to the regular impact of El Niños. This development follows a judicial overturning of a 2006 law, allowing the reservoir's construction.
At the same time, there are a range of other solutions or part solutions being considered so that the Canal is no longer at the mercy of nature. Quadrupling capacity of the trans-Isthmus Panama Canal Railway is one. The railroad has certainly had a part to play over the last 12 months in allowing containership to offload cargoes in order to reduce draft. The other is in terms of water availability and storage.
Beyond Panama others may also be riding to the rescue. Mexico, too, has a US$ 2.8 billion 300 km inter-oceanic
corridor railroad under construction between Salina Cruz and Coatzacoalcos – arguably Mexico’s narrowest point. By 2028, the Isthmus of Tehuantepec Interoceanic Corridor (CIIT), to give the project its full title, should see around 300,000 containers transit every year, rising to 1.4 million container or about 33 million tons by 2033. By comparison, the Panama Canal moved about 63.2 million tons in 2022.
In the meantime, the ACP continues to monitor weather patterns and water levels to optimise Canal operations for the benefit of global trade and with the hope that the low water levels of 2023 were merely a blip.
At the same time, there are a range of other solutions or part solutions being considered so that the Canal is no longer at the mercy of nature.”
Transforming Cartagena into a Global Shipbuilding Hub
By Cristhian Mar, Commercial Director of Astivik Shipyard
The Colombian maritime sector consists of cargo transportation activities, bunker, oil and gas offshore operations, it also includes those that undertake civil works – port construction, access channels, among other activities. These are therefore all intrinsically related to the port and energy mining sector. The main actors in this important business include cargo owners, vessel owners, vessel charterers, consolidators, shipping companies, shipowners, shipyards, equipment and component suppliers and maritime agencies.
A few weeks ago, I participated in a panel of experts in the framework of the policy workshop for the development of the Colombian shipbuilding industry, at the closing of the Alianza Proa project, led by the Korea International Cooperation Agency (KOICA) and Colombia Productiva (an entity of the Colombian Ministry of Commerce). During the event, Korean experts presented six strategies to develop the full potential of the shipbuilding industry, which is very incipient today.
As part of my speech, I exposed the different barriers that the Colombian
maritime sector has: barriers that have their root cause in the profound unawareness from the general public and of course of our rulers and government institutions. These institutions do not understand the dynamics of the sector and therefore prevent the development of appropriate promotional policies such as those that have been implemented in Korea, Brazil and other nations.
The maritime sector generates a great socioeconomic impact: it generates intensive and qualified employment and foreign exchange income to the country. During the speech I explained that the maritime sector
COLOMBIAN SHIPBUILDING
is an ecosystem made up of shipowners, shipyards and auxiliary industries. Actions are needed in all three to achieve the true development of the sector.
The shipyard sector in Colombia, is mainly established in beautiful Cartagena, a historical city declared a World Heritage Site by UNESCO. Cartagena is one of the most important port and logistics platforms on the continent. It is located less than 300 nautical miles from the Panama Canal and a three-hour flight from Miami. Additionally, it has an important industrial area, which undoubtedly differentiates it from other ship repair and shipbuilding destinations in the Caribbean. This undoubtedly allows easy access to elements such as steel, welding consumables and other materials and equipment that are needed when carrying out vessel dry docking or a new construction. Also, it’s important to mention that Cartagena has a very good weather for this business, with no hurricanes and mostly sunny days.
The Colombian shipyard sector has long been characterized by its focus on repair and maintenance services rather than new ship construction. This is largely due to the sector's incipient stage, compounded by the government's lack of awareness and the country's limited technological capacities. Despite these challenges, the industry employs around 14,000 people, benefiting from low labor costs and a relatively high level of professionalism.
Astivik Shipyard in Cartagena is currently one of the most important shipyards in the Caribbean serving customers from over 35 countries and creating more than 3,000 direct and indirect jobs. However, the absence of advanced technology and infrastructure has prevented Cartagena from realizing its full potential as a shipbuilding hub.
Alliance
An alliance with South Korea, a leader in the global shipbuilding industry, could be the key to unlocking this potential, enabling Cartagena to evolve from a maintenancefocused sector to a major player in new ship construction on the world stage.
The strategic collaboration between Colombia and South Korea, exemplified
By implementing these strategies, Cartagena could overcome its current limitations, transitioning from a regional ship repair and maintenance hub to a global center for shipbuilding.”
by the Alianza Proa project, could mark a significant step toward this transformation. Initiated in 2022, this partnership between KOICA and Colombia Productiva, delivered six key strategies and 18 actionable tasks to the Colombian government, aimed at enhancing the competitiveness of the maritime sector. These recommendations focus on areas such as improving infrastructure, adopting advanced shipbuilding technologies, and developing specialized human capital. By implementing these strategies, Cartagena could overcome its current limitations, transitioning from a regional ship repair and maintenance hub to a global center for shipbuilding. The knowledge transfer from South Korea, coupled with investment in modern facilities, would not only increase productivity but also elevate the quality of vessels produced in Colombia, making them competitive on the international market.
As we look ahead, the question remains: could Cartagena become a new major player in the shipbuilding sector in the future?
The potential is certainly there, for sure the Colombian government won´t be able to make the right investments however private investors could do only if the government brings the appropriate policies.
Expertise
The combination of South Korea’s technological expertise, Colombia’s strategic location, cost-effective labor, implementation of promotion policies from the government, private investors and growing professionalism creates a compelling case for Cartagena’s emergence as a shipbuilding powerhouse. With the right investments and continuous commitment to the strategies outlined in the Alianza Proa, Cartagena could very well rise to importance, attracting global attention and positioning itself as a key player in the maritime industry.
The world is watching and Cartagena's journey to becoming a leading shipbuilding hub could redefine the future of the industry in Colombia and perhaps even more.
Claudine Van Massenhove / Shutterstock.com
The critical importance of a Cybersecurity Incident Response Plan
By Max Bobys Vice President and Practice Leader, HudsonCyber
Just as Caribbean leaders prepare for hurricanes, they must plan for cyber incidents.
The maritime supply chain is vital to Caribbean trade and economic stability, making it a prime cyber threat target. Cyber-attacks can cause severe disruptions, financial losses, and national security risks. Maritime leaders must pro actively implement cyber incident response planning and preparedness to protect their operations.
Unlike tangible risks like robberies or hurricanes, cyber risks are less obvious due to their digital nature. They are dynamic, evolving, and persistent. Rapid advancements in Artificial Intelligence, increased Internet connectivity, and over-sharing on social media create new vulnerabilities for cybercriminals to exploit. Everyday activities and even
It almost always happens on a weekend as I’m enjoying my morning coffee. It’s The Call. The caller’s tone often harbors degrees of shame, frustration, disbelief, and anger. They’re friends, business associates, and clients. They’ve been hacked. The reason for The Call is often because they have no plan – they’re unprepared.
natural disasters can create unexpected exposures to these threats. Attacks are becoming more creative, sophisticated, and frequent, and they are not bound by political borders. Their scale and speed make them impossible to predict and difficult to manage.
Despite frequent news of high-profile breaches, many executives dismiss the threat, believing, “It won’t happen to us – we’re too small.” Although dangerous, this mindset persists, and it leaves maritime organizations (and the customers they serve) vulnerable. To address this challenge maritime leaders must organize their teams to develop a Cyber Incident Response Plan (CIRP).
Incident response preparedness is essential
A cyber incident is inevitable, making a CIRP essential. It provides a structured approach to minimize damage and ensure swift recovery. For maritime organizations supporting Caribbean economies, the consequences can be severe and national in scope, making a robust CIRP a critical component of operational resilience, not a luxury.
Getting started
Tailoring a CIRP to your organization requires an understanding of cyber risks. Start with a risk assessment to identify potential threats and vulnerabilities across all operational areas. For shipping this includes onboard systems (e.g., navigation, propulsion); for port facilities (cargo handling, infrastructure), communication networks, and third-party services (e.g., SATCOM, cloud).
Once completed, the next step is to draft the CIRP, which should include:
1. Incident Identification and Classification Criteria: Define what constitutes a cybersecurity incident and categorize incidents by severity to ensure a common understanding of when to activate the CIRP.
2. Roles, Responsibilities, and Authorities: Clearly define who is responsible for what in the event of an incident. Clearly assign responsibilities and decision-making authorities to reduce confusion and ensure a coordinated response.
3. Communication Procedures: Define communication channels for internal coordination and external communication with customers, partners, and regulatory bodies, including public communication management.
4. Containment, Eradication, and Recovery: Detail steps for containing the incident, eliminating the threat, and restoring normal operations, including system backups, data restoration, and regulatory reporting.
5. Post-Incident Review and Improvement: Set protocols for a postincident review, evaluate CIRP execution, and document improvements in an
After-Action Report. This ensures the CIRP remains effective and adapts to the evolving threat landscape.
Collaboration is Key
Effective cyber incident response requires collaboration with local stakeholders. Working with the port authority ensures alignment with broader port operations, minimizing disruptions. Engaging Port State Control facilitates compliance, especially as the IMO considers mandatory cybersecurity requirements. If your country has a CERT, they are valuable for threat intelligence, technical expertise, and incident response support. Collaborating with these entities should be a core component of your CIRP.
Port Community Systems (PCS) and Maritime Single Window (MSW) Environments
PCS and MSW environments are improving operational efficiencies in maritime trade. However, their inter connectivity introduces new cybersecurity risks. As these systems become increasingly critical, it's essential your CIRP addresses their specific risks. Confirm all relevant parties involved understand their responsibilities and are prepared to act during an incident.
Test Your Plan
A CIRP’s effectiveness relies on the people executing it, making regular testing and training essential. Simulating cyber incidents, such as phishing and ransomware attacks, ensures all stakeholders understand their roles. Integrating CIRP elements into annual security exercises, such as the IMO’s ISPS Code, helps identify gaps, refine communication channels, and provide additional training. Addressing these issues beforehand is crucial for ensuring an effective response during a real incident.
Insurance
The right cyber insurance can be vital in incident response, covering costs like technical expertise, legal fees, and system restoration. Pre-arranging Digital Forensics and Incident Response support ensures rapid access to experts who can identify, contain, and collect evidence during a cyber-attack, aiding legal and regulatory processes.
Conclusion
Today, a CIRP is essential. From shipping companies to port authorities, all organizations play a role protecting against cyber threats. Implementing a strong CIRP ensures you're prepared for an incident and ensures cyber resiliency. It will also allow me to enjoy my weekend coffee.
Our membership of the CSA and... Our activities and plans
The Caribbean Shipping Association (CSA) plays a crucial role in promoting collaboration and development within the maritime sector in the Caribbean region. Our company has proudly participated in various CSA activities, including conferences, training sessions, advertising opportunities, and publications such as Caribbean Maritime magazine. Additionally, we have had the honor of competing for the prestigious Port Award, a competition that recognizes the dedication and achievements of ports in the region.
Our participation in CSA activities has not only strengthened our network but
also significantly enhanced our reputation within the broader Caribbean port community, including the United States. Receiving the Port Award is a significant acknowledgment of our efforts to provide an efficient and reliable port. This award underscores our commitment to excellence and our ability to deliver high-quality services. Furthermore, we have had the opportunity to further develop our staff through scholarships and advanced training made available through the CSA.
In our pursuit of continuous improvement and development, we are currently in the process of establishing an educational institute in collaboration with Port
of Antwerp-Bruges International. This institute will offer high-quality education and training specifically tailored to the needs of the maritime industry in the Caribbean region. We are also considering close cooperation with the CSA to ensure that the training programs meet the highest standards and contribute to the overall growth of the sector. These collaborations are essential for sharing expertise and promoting innovation within the maritime industry.
Since we mentioned the Port of Antwerp-Bruges, it is important to note that we have established several working groups in collaboration with them. These
working groups are engaged in various projects. For instance, we briefly highlight that the working group on 'Greening of the Port Platforms' is involved in implementing initiatives such as: increasing the number of plants in the port area (a project being carried out in multiple phases); using rainwater for sanitary
facilities; creating a drop-off center for recyclable waste within the port community; installing solar panels; acquiring electric vehicles; installing smart meters; and conducting a study on the implementation of shore power.
This year, we signed a Memorandum of Understanding (MoU) with the Port of Curaçao, aimed at identifying joint development opportunities. This collaboration includes the expansion of mutual services, as well as training and expertise exchanges. Through this partnership, we can further expand and improve our services while also entering new markets. This partnership symbolizes a shared commitment to progress and innovation within the region.
Looking ahead
The rapid growth of the oil and gas industry in Suriname marks a new phase in the country's economic development. As a leading company in the logistics sector, we
In our pursuit of continuous improvement and development, we are currently in the process of establishing an educational institute in collaboration with Port of Antwerp-Bruges International.”
are actively preparing for strategic expansions of our infrastructure to address the increased cargo volumes and logistical challenges posed by this sector. This includes a significant increase in our storage capacity and the modernization of our port facilities to ensure efficient handling and transportation of goods.
In addition to physical expansions, we are focusing on optimizing logistical processes through advanced technologies. Implementing automated inventory management systems, real-time freight
SURINAME PORT MANAGEMENT COMPANY
tracking, and integrating data analysis are just a few of the steps we are taking to streamline our operations. These initiatives will not only increase throughput but also improve the reliability and transparency of our services, which is essential for supporting the growing oil and gas industry. Significant undertakings in our pursuit of advanced technologies are the enhancement of our Port Management System (PMS) and the implementation of a Port Community System (PCS). We are resolute in our commitment to adopting what we believe will be the optimal solution for both the present and the future. The introduction of a PCS represents a substantial advancement, and it will involve the establishment of a distinct entity, which we currently refer to as the PCS Operator.
Collaboration
A key aspect of our strategy is to promote local entrepreneurship by encouraging close collaboration between foreign and local companies. We aim to maximize local content by actively involving Surinamese suppliers and service providers in our operations. This not only contributes to Suriname's economic growth but also ensures sustainable development through knowledge transfer and capacity building.
One of the most ambitious projects we are currently developing is the Port of Nickerie. Although this project is still in its early stages, it promises to be a mega-project that will significantly expand Suriname's logistical capabilities. The development of this port will enable us to offer a broader range of maritime services and play an even greater role in supporting the oil and gas industry. This project will be strategically important in further strengthening Suriname's position as a logistics hub in the region.
CSA Annual General Meeting (AGM) 2025
Following the successful organization of the Port Management Association of the Caribbean (PMAC) Annual General Meeting (AGM) earlier this year, we
are pleased to announce that we have accepted the challenge of hosting the CSA Annual General Meeting (AGM) in 2025. This event will be larger in scale, and we look forward to working with various stakeholders to make it a great success. We warmly invite you to participate and contribute to this important event. Your sponsorship and participation will be invaluable in once again providing a platform for fruitful discussions, presentations, and networking events.
Top: Suriname Port Management announces Nickerie port project go ahead.
Center left: Milaika Capella-Ras with CSA President Marc Sampson at the CSA's Port of Year Award 2022, which was won by SPM.
Center right: Marc Sampson congratulates SPM's Andreas Talea.
Bottom left: SPM Signs MoU with Curaçao Ports Authority.
Implementing automated inventory management systems, real-time freight tracking, and integrating data analysis are just a few of the steps we are taking to streamline our operations”
The 22nd Caribbean Shipping Executives’ Conference
CSEC 2024 highlights
Over 300 maritime industry delegates met in Miami, Florida in late May to discuss the industry’s future at the 22nd Caribbean Shipping Executives’ Conference (CSEC).
The two-day event was the Caribbean Shipping Association’s (CSA) popular mid-year conference and was staged at Hilton Miami Airport Blue Lagoon.
The conference provided an opportunity for industry members to engage in productive discussions that addressed the challenges faced in the Caribbean and identified opportunities for growth and development. It was also the perfect networking event for those from across the region.
GSRJ: Attracting a diverse range of clients
German Ship Repair Jamaica (GSRJ) Shipyard, established only in late 2023, has quickly become a reliable name in the maritime industry. The shipyard now offers a comprehensive range of shiprepair and maintenance services, backed by an international team of skilled and experienced professionals.
After years of experience in mobile repairs in Kingston Harbor and operating a workshop in the Kingston Freezone, GSRJ greatly expanded its capabilities with the arrival of a Panamax-size floating dock from Bremerhaven, Germany. This significant investment by GSRJ’s German, Turkish and Jamaican partners has enabled the shipyard to drydock vessels of up to 230 meters in length and 33 meters beam and up to 20,000 tons thus increasing its overall capacity in the regional shiprepair sector. The dock’s two cranes have a lifting capacity of 20 tons each.
Since the floating dock has been commissioned, GSRJ has attracted a diverse range of clients, including offshore heavy-lift vessels, container ships, tankers, ro/ro vessels and bulkcarriers. GSRJ's first client was an offshore construction and support vessel, operating in the Gulf of Mexico. In addition to maintenance works like blasting and hull painting, several thrusters were repaired and overhauled. This successful project demonstrated GSRJ's ability to handle complex and challenging repairs.
GSRJ says it is committed to providing exceptional quality and efficiency in all its operations. The shipyard has successfully
completed numerous docking and afloat repair projects, demonstrating its expertise and reliability. By investing in advanced technology and adhering to strict quality standards, GSRJ ensures that every vessel leaving its yard is in optimal condition.
Fostering Local Talent
One of the key factors contributing to GSRJ's success is its focus on training and development. The shipyard has partnered with local institutions like the HEART/ NSTA Trust and the Caribbean Maritime
University to provide training programs for young Jamaicans, nurturing a skilled workforce that can meet the demands of the growing maritime industry in the region. This investment in human capital not only benefits GSRJ but also contributes to the overall development of the local economy.
This commitment to nurturing local talent has yielded significant results. Over the past years, the shipyard has trained numerous individuals in critical skills such as maritime welding. These dedicated individuals have not only honed their craft
under the guidance of experienced professionals but have also secured permanent employment at GSRJ. To further validate their expertise and enhance their career prospects, GSRJ is supporting these welders in achieving maritime classification standards. This certification process will equip them with the necessary credentials to pursue advanced roles within the industry and open doors to exciting opportunities both domestically and internationally.
GSRJ is proud to be a part of the wide-ranging Jamaican maritime community. The shipyard is committed to supporting local businesses and creating job opportunities. By working closely with local suppliers and contractors, the yard is helping to stimulate economic growth and strengthen the local maritime ecosystem.
To ensure efficient and high-quality repairs, GSRJ's facilities are equipped with the modern technology – including CNC Cutting Machine, Safety Valve Test Bench, Balance Bench of Elec Motor Rotors, etc. GSRJ is committed to providing the highest quality of service to its clients. The shipyard adheres to strict quality control procedures
By working closely with local suppliers and contractors, the yard is helping to stimulate economic growth and strengthen the local maritime ecosystem.”
and aims for ISO 9001:2015 quality management standards and certification of the welders in the near future. GSRJ's team of experienced professionals is dedicated to ensuring that every project is completed to the client’s satisfaction.
GSRJ understands the importance of meeting the specific needs of its clients. The shipyard works closely with ship owners and operators to develop customized repair and maintenance plans that minimize downtime and maximize vessel availability. GSRJ's client service team is always available to assist with any questions or concerns.
Community Involvement and Environmental Commitment
GSRJ is committed to giving back to the local community. The shipyard supports various local initiatives and programs, including education, environmental protection, and social welfare. GSRJ recognizes that it is important to contribute to the well-being of the community. Moreover, GSRJ is fully committed to environmental sustainability and has implemented a series of measures to minimize its environmental impact.
So after less than a year as fully functioning shipyard, GSRJ believes it is already a reliable and efficient partner for shipowners seeking high-quality repair and maintenance services. And thanks to its new facilities, skilled workforce, and commitment to quality, GSRJ is well-positioned to meet the needs of the region’s maritime industry.
News from around the Caribbean
Florida
King Ocean Services, in partnership with Betty K Agency, has launched a new service from Port Everglades to Nassau. The service will offer twice-weekly Lo-Lo sailings for both FCL and LCL shipments.
As part of the new agreement, King Ocean Services will act as Betty K’s US agency and commercial representation. King Ocean will also be responsible for managing Betty K’s South Florida operations,
Caribbean Maritime
roundup
Panama
Global bunker supplier Monjasa has added the 19,991 dwt Monjasa Thunder to its Panama Canal operations.
“We are always looking for ways to challenge the status quo and create more flexibility for shipowners in and around the Panama Canal – and combining bunkering, storage and cargo operations is something no one else has done before,” says Rasmus Jacobsen managing director, Monjasa Americas.
including terminal, warehousing, and trucking.
Betty K, a family-owned Bahamian business, has been providing shipping services from South Florida to Nassau for generations. As part of the agreement, Betty K will continue operating its long-standing Nassau organization, Betty K Agencies Ltd, and will continue serving The Bahamas market commercially and logistically.
Guadeloupe
The 60-meter-length high-speed catamaran Ruby Express, with a capacity for 428 passengers, has entered service for Pointe-à-Pitrebased L'Express des Îles. The Ruby Express is the company’s fourth vessel.
The arrival in July of the new vessel comes just a few months after the integration of L'Express des Îles within FRS GROUP and marks a new era for the company FRS Express des Iles. The vessel will serve routes including Guadeloupe, Martinique, Les Saintes, Marie-Galante as well as Dominica and St Lucia.
With close to 20,000 tonnes of storage capacity and high technical specifications in terms of deep-well cargo pumps and multiple tank segregations, Monjasa Thunder is seen as an ideal floating storage option – the first of its kind in Panama.
At the same time, Monjasa Thunder brings new opportunities for the supplier by also engaging in cargo import and export across Panama and surrounding markets.
Bonaire
Gulf Shipping & Logistics and Bonaire-headquartered Don Andres NV have joined forces to offer an exclusive, direct two-day service from Trinidad to Curaçao, Aruba and Bonaire. This new fast service brings the ABC Islands and Trinidad closer together
Don Andres has built a strong legacy of serving the ABC islands, providing essential goods and services to supermarkets, stores, restaurants, dive shops, construction companies, and auto dealers.
Ruby Express
Monjasa Thunder
Barbados
The Shipping Association of Barbados (SAB) has a new Committee of Management, including a new chairman and a new board.
Former CSA president and former Barbados Port Inc chairman David Harding is the new SAB president with current CSA president Marc Sampson as vice SAB vice president. The rest of the Committee comprises SAB immediate past president Erica Luke (see CM issue 42) with Calvin Atkins and Wendy Layne as Trustees and Anthony Ali, Kevyn Yearwood and Christina Farias-Suárez as Members.
Dom Rep / Jamaica
Delegates of the Port Authority of Jamaica and the Dominican Republic have signed a Memorandum of Understanding (MOU) which highlighted the intention of both parties to share information regarding their cargo and cruise industries, plans for port development, training programmes and processes related to health, safety, efficiency and quality in maritime operations in their respective countries.
As a part of the MOU, working groups will also be established with the possibility of joint development training seminars and exchange activities. The MOU will remain in force for a period of two (2) years.
Trinidad and Tobago
The board of directors, management and staff at Point Lisas Industrial Port Development Co (PLIPDECO) extended heartfelt condolences to the family and friends of the economist Neil Rolingson who served as PLIPDECO's CEO from 1991 to 2004 and passed away on 18 July.
Guatemala
The Ocean Cleanup’s Interceptor 006, located in the Río Las Vacas, around 16 km north of Guatemala City has been busy this year with well over 1,000 truckloads of trash being collected. The Río Las Vacas is a tributary of the Río Motagua – one of Guatemala’s main waterways and a significant contributor to plastic emissions into the Gulf of Honduras and the Caribbean Sea.
Here are the before and after:
Guadeloupe
Niche French carrier Marfret recently organized onboard its new ro-ro vessel Ferrymar, berthed at the Quai des Grands Cargos in Fortde-France, Martinique an event to bring together businesses from both Martinique and Guadeloupe offering them a showcase to present their know-how to buyers and distributors across the Caribbean market.
This unique meeting was aimed at stimulating new ideas and opportunities for collaboration between the two islands. Marfret aspires to promote regional economic integration for the benefit of the Caribbean territories. The FERRY FORUM is a continuation of its Ferrymar service, launched in 2000, which establishes a real maritime bridge between the sister French islands.
Colombia
According to the World Bank and S&P Global's 2023 Container Port Performance Index (CPPI), Grupo Puerto de Cartagena was recognized as the third most efficient port in the world.
This is the result of the commitment, effort and dedication of its work team and collaborators, managing to climb two positions in this world ranking, among 405 ports globally, surpassing ports such as Tanger Med, Morocco and Tanjun Pelepas, Malaysia. Ferrymar
Colombia
Maersk is expanding its logistics presence in Colombia with a new 44,000 m² container logistics center in Tocancipá, near Bogotá. This state-of-the-art facility includes a warehouse, an extensive container storage area, and a refrigerated container storage area with connectivity for 50 containers.
Florida
Joseph Morris has been confirmed by Broward County Government as Port Director.
Morris was previously Port Director for the Massachusetts Port Authority and replaces Jonathan Daniels (see CM issue 48) who left in February this year for a new role as Executive Director of Maryland Port Administration and the Port of Baltimore.
“As one of the leading economic engines in Broward County, it is essential that we continue to have a strong leader at the helm of Port Everglades. Joe was selected after an exhaustive national search that included input from a variety of port stakeholders. Joe is a visionary who brings vast international experience and understands the vital economic role that a seaport plays in a community,” said Broward County Administrator Monica Cepero.
Florida
Florida International Terminal (FIT), one of SAAM Terminals port terminal, has successfully renewed its lease agreement at Port Everglades for another 10 years, after authorization by the Broward County Commission and Port Everglades.
FIT's CEO, Justin P. Weir, appreciated the approval "our entire team has been working on this goal for over two years and we have been preparing the terminal with investments to continue positioning FIT as one of the leading cargo terminals in South Florida, with the best service to customers in the region”.
As part of the agreement, which runs until 2035, FIT plans to invest US$25 million in the container terminal in the next 24 months.
“FIT has been a great partner in helping to improve the port’s
Antigua
Antigua Cruise Port (ACP) is set to embark on the second phase of a transformative US$45 million investment project led by Global Ports Holding Plc (GPH), the world’s largest cruise port operator. Established in 2004, GPH operates 32 cruise ports in 19 countries, serving 20 million passengers annually across the Caribbean, Mediterranean, and Asia-Pacific regions. In 2019, Global Ports Holding signed a 30-year concession agreement with the Government of Antigua & Barbuda to redevelop, modernise, and manage the cruise port complex at St John’s and Falmouth Harbour.
St John’s, which welcomed 372 ship calls in 2023 and is on target to top 410 calls this year, will add a new cruise terminal and an exclusive passenger day club to the site.
operational efficiency, and we applaud their ongoing investments to move cargo faster, advance green initiatives and contribute to our local economy,” said Glenn Wiltshire, Acting Port Director of Port Everglades.
In the last year, FIT has added new services to its operation and as it continues to serve the North-South trade lanes into the US from Central America, South America and the Caribbean.
FIT is one of the ten ports operated by SAAM Terminals in the Americas. The terminal is connected to major highways and railroads, facilitating quick, fluid access to ground and intermodal transportation and expanding the area of influence. Last year the terminal handled 296,000 TEUs and 2.5 million tons of cargo across its four berths.
The second phase of the project will generate more business for the local community, enhance the passenger experience, and create a new sense of excitement about Antigua & Barbuda as a premium cruise destination, helping to boost the local economy and community.
The new terminal, which will span 6,500 square feet (603 square meters) at the fifth berth. This terminal will be used for homeporting, with designated pick-up and drop-off areas for guests moving to and from the airport.
In March 2024, the port made history by welcoming five cruise ships into St John’s and a sixth ship into Falmouth Harbour.
Joseph Morris
Seaboard
Seaboard Marine has invested in 1,000 Star Cool Integrated Reefers from Maersk Container Industry (MCI), including advanced Star Cool CA technology. This step enhances our fleet's efficiency and aligns with its sustainability goals. With real-time monitoring from MCI's Sekstant, Seaboard is able to fully optimize supply chain logistics.
Puerto Rico
The Ponce Port Authority received the second largest cruise ship in the world Utopia of the Seas. The call was a collaborative effort between the Port, Ponce Municipality, the
Puerto Rico Tourism Company (PRTC) and local businesses including Continental Shipping and Caribe Tours to make the visit productive and fruitful.
Colombia
UK small ship specialist Noble Caledonia becoming only the second operator to make a cruise call La Guajira, a Colombian department close to the border with Venezuela. Carrying just 100 passengers, Noble Caledonia’s Island Sky berthed at Cabo de la Vela, allowing passengers to explore La Guajira’s natural beauty and cultural richness.
Florida
SeaPort Manatee will bring extra capacity to container and general cargo handling at its operations in Tampa Bay, with two Konecranes Gottwald ESP.7 Mobile Harbor Cranes. After it ordered the first crane in Q1 2024, the port quickly decided to take a second optional crane at the beginning of Q2 to keep up with fast-growing demand. Both cranes will be delivered by the end of the year.
Jamaica
The German Ship Repair Jamaica (GSRY) and the HEART/NSTA Trust – Jamaica’s leading human capital development agency – have signed a Memorandum of Understanding. This partnership aims to enhance youth development in Jamaica by providing apprenticeship opportunities, integrating trainees into real work environments to develop critical employability skills. It also focuses on developing and delivering training programs, continuing education, and professional development courses tailored to industry needs.
Additionally, the MOU will facilitate staff and instructor development through “train-the-trainer” programs, mutual resource sharing, and public education initiatives. Both parties will explore job placement opportunities for trainees, further strengthening workforce development. Signatories were Colonel Martin Rickman, CEO
of GSRJ, and Dr Taneisha Ingleton, Managing Director of the HEART/ NSTA Trust.
Utopia of the Seas
Island Sky
Transforming shipping agents operations
Logistics management software
Shipping agents are part of the team ensuring that vessels operate efficiently, safely, and on time. The rise of digital logistics management tools is transforming how shipping agents handle vessel operations, documentation, and communications, helping them pilot the complexities of modern logistics with greater ease and precision.
The Shift Towards Digital Logistics Management
Traditionally, shipping agents have played an important role in coordinating vessel
operations, ensuring that the vessel complies with all local port regulations, manage the crew's needs, and handle documentation related to the vessel's cargo. In the Caribbean, this process has often involved manual, paper-intensive methods, which, while reliable, are increasingly being outpaced by the demands of modern logistics.
Logistics management software solutions are designed to streamline these processes, offering shipping agents real-time visibility into vessel operations, automated handling of complex documentation, and seamless
communication with all stakeholders. These tools are no longer a luxury but a necessity for shipping agents aiming to stay competitive with global counterparts.
Key Benefits of Logistics Management Software
Logistics management software, tailored for shipping agents, offers several advantages that enhance their vessel management capabilities:
1. Enhanced Operational Efficiency: Logistics software can facilitate the
scheduling of vessel arrivals and departures, coordination with port authorities, and the management of cargo loading and unloading. This reduces delays, minimizes errors, and ensures a smoother operation from port entry to departure.
2. Improved Client and Stakeholder Communication: The ability to generate comprehensive Statement of Fact reports ensures transparency and accountability, keeping all parties informed. These software tools can also send automated updates to stakeholders.
3. Compliance and Documentation: With the increasing complexity of global trade regulations, staying compliant is a significant challenge. Logistics management software help shipping agents manage the
vast amount of documentation required for each vessel, ensuring that all regulatory requirements are met, and that documentation is easily accessible.
4. Data-Driven Decision Making: Access to real-time data and analytics allows shipping agents to make informed decisions about vessel operations, cargo handling, and resource allocation, improving overall efficiency and service delivery.
Choosing the Right Logistics Management Software for Shipping Agents
When selecting a logistics management system, shipping agents should consider tools that support their specific needs in vessel management:
1. Comprehensive Vessel Management: The software should enable detailed management of vessel operations, including berth scheduling, cargo documentation, and real-time tracking of vessel status.
2. Integration with Port and Supply Chain Systems: Seamless integration with port community systems, Customs platforms like ASYCUDA, and other supply chain systems is crucial for efficient operations.
3. Billing and Invoicing Management: The software should streamline the management of billing and invoicing processes, ensuring accurate financial transactions and reducing administrative burdens.
4. User-Friendly Interface: The software should be intuitive, allowing shipping agents to quickly access the information they need and manage operations efficiently.
5. Scalability and Flexibility: As shipping operations grow or change, the software should be able to scale and adapt to meet new demands.
Solutions like the ADVANTUM Logistics software offer these essential features, providing shipping agents with the tools they need to manage vessel operations effectively and maintain their competitive edge in the global market.
Preparing for the Future of Shipping Agency
As the global maritime industry continues to evolve, Caribbean shipping agents must embrace digital transformation to stay ahead. By investing in the right software solutions and adopting a proactive approach to technology, shipping agents can ensure they remain vital players in global trade, ready to meet the challenges and opportunities that lie ahead.
For more information on logistics software for vessel and freight management, visit www.advantumpcs.com.
