Committed to continuing operations through Haiti's unrest
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.
Views and opinions expressed by writers in this publication are their
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William Brown President Caribbean Shipping Association
The path ahead for the Caribbean Shipping Association (CSA) is one of revolution, partnership, and bold action – and I am honored to lead us into this next chapter. The maritime industry is evolving rapidly and with it our mission to make the CSA’s involvement in this evolution one that fosters greater benefits for the countries of our region from our strategic connectivity in shipping and logistics.
As I step into this role, I recognize that the hard work is just beginning. The trust
placed in me by our members fuels my commitment to beginning this journey with purpose, determination, and a focus on what we can achieve together. As the saying goes, 'The best way to predict the future is to create it,' and together, we will create a future where the CSA continues to thrive and lead the way.
We have made significant strides in strengthening our regional partnerships, advocating for sustainable practices, and positioning the Caribbean as a key player in the wider sector. Through initiatives such
as the Caribbean Research Institute (CRI) and a focus on human capital development, we have equipped ourselves with the tools to make informed, strategic decisions. Our commitment to innovation and cooperation has seen us forge meaningful relationships with the Association of Caribbean States, the Inter-American Development Bank, and Women in Maritime Caribbean, among others. These efforts underscore our shared dedication to promoting a resilient, sustainable, and inclusive industry.
Sustainability remains at the heart of our strategy. We will expand our efforts to promote environmentally friendly practices, from reducing carbon emissions to adopting energy-efficient technologies, all aimed at mitigating our environmental impact and ensuring the long-term viability of our businesses. Our twice-yearly conferences have proven a boon in nurturing dialogue on these issues and, through our strategic partnerships, we will continue to advocate for policies that support sustainable growth and development across the industry.
Gateway
Our region, though small, continues to be a major player in the maritime industry and global trade. The significance of the Panama Canal as a gateway to the world cannot be understated. The Caribbean cruise industry is by far the world’s largest by region, moving over a third of the world’s cruise passengers. Additionally, the projected five per cent to 10% growth in our fresh produce exports to North America and Europe are significant financial contributors to the global economy.
The growth of the CSA’s membership over the last decade, not just in numbers, but also in major ports, shipping and logistics partners, is an indicator of the value the CSA’s connectivity and collaborations bring.
As an institution, we must continue to grow our advocacy and bring to bear the value we can add to improving trade between our nations, and to maximize the input from the financial returns derived from our region.
We must place the CSA as a resource center for our region’s ministries of industry and trade, tourism and agriculture. Our businesses and peoples of the region can only benefit fully from the resources that we offer the world’s economies, if institutions like ours can foster the vision and help leverage the strength that comes from collaboration.
Expanding
Our commitment to training and development remains a cornerstone of our strategy, and we are dedicated to expanding those efforts to meet the demands of the sector. Building on the success of previous programs, we plan to offer even more specialized training to broaden the scope
We must place the CSA as a resource center for our region’s ministries of industry and trade, tourism and agriculture. ”
of our educational initiatives. We aim to help equip our workforce with the expertise required to implement new technologies, adopt greener practices, and lead with innovation. This expansion will not only address the current needs of the industry but also ensure that our members are prepared for the challenges and opportunities that lie ahead.
I would like to extend my gratitude to the newly elected General Council. Your support and expertise will be instrumental as we work together to implement our plans and navigate the challenges ahead. With your cooperation, we will ensure that the CSA continues to serve as a strong advocate for the region's maritime interests.
I am heartened by the proposals and actions of the CSA, its membership, and the industry at large. Our goals are ambitious but our drive to achieve them has never been stronger. I look forward to the work we will do together as we continue to shape a competitive, resilient, and sustainable future.
Thank you once again for the trust you have placed in me. I am excited to work with all of you as we carry the CSA’s mission forward.
“Having a purpose greater than yourself…
…will take you on a ride to achieve things you never dreamed you were capable of”
William Brown was elected President of the CSA in October last year. In an exclusive interview with CM the experienced maritime professional and accountancy graduate reveals how the prestigious appointment is the culmination of his lifelong belief in ‘service above self’.
William Brown grew up in Cascade, a rural town surrounded by the lush, mountainous landscape of the Hanover region on Jamaica’s north-west coast. It’s an important agricultural region for the country and both Brown’s parents were farmers. He professes to still be “a farmer by nature” – he owns a plant nursery in Southwest Ranches, Florida – but his professional career took him from soil to sea with a series of high-profile and successful roles in the maritime industry. He joined leading Jamaican diversified maritime group Lannaman & Morris (Shipping) in 2004 becoming its group managing director five years later. Subsequently, he expanded his footprint in the industry under his family’s estate planning company Cascades Ventures & Equities Limited and in 2020 was elected President of the Shipping Association
of Jamaica (SAJ). This strong track record in the shipping and logistics industry brought him senior roles in the Caribbean Shipping Association (CSA). He served with distinction as Group D (Logistics & NVOCC) chairman before a three-year stint as CSA’s Vice President. Last year the top job came knocking. In October at the CSA’s 54th Annual General Meeting, held in St Maarten, Brown was elected President.
For all the years that have passed since his upbringing in Cascade, Brown says he remains guided by the timeless values passed on from his parents. In an interview with CM in 2022, he said: “My parents impressed on us that a sense of purpose, responsibility and selflessness should be the hallmarks of the way we conducted ourselves. We understood that our duty was to family and community.
Life lesson
“They taught us that selflessness was an important part of leadership, taking others along with you as you grew. The idea that we could achieve goals based on self-belief, discipline, and commitment to the task was a constant reminder.”
Now representing the Caribbean shipping industry, he still strives for that selflessness in leadership. Reflecting on the significant personal and professional milestone in an interview with Caribbean Maritime in January this year, he says: “This is the culmination of a passion and desire for ‘service above self”. What drives me is that sense of purpose that is greater than yourself – and it may change as life changes. I believe you shouldn’t limit yourself to what you think or believe your potential is. A sense of purpose greater than yourself will take you on a ride to do and achieve things you never dream you were capable of. The presidency of the CSA is a new window for that sense of purpose.”
Asked to sum up the qualities he brings to the role, Brown promises to lead from the front while being ready to listen and learn from the bank of talent among the CSA’s executive council. “I believe my tried and proven leadership approach of the
institutions I have led has built a trust in my decision-making abilities around the table,” he says. “I value team contribution, educated and information-based decision making and the value of diversity of the contributors around the table. I believe I have led boldly from the front in tough situations and have gained the respect of not only those who agree with me but more importantly even those who disagree. The interest of the institution is paramount and more important than any personal interest I may have when making decisions.”
Brown’s dynamic career path has been key to his agile brand of leadership.
His academic focus was on number crunching rather than nautical studies. He is a chartered accountant and Certified International Trade Professional. Brown is also a Fellow of the Institute of Chartered Accountants of Jamaica and the Association of Chartered Certified Accountants. His analytical skills were welcomed when he pivoted towards the maritime industry where he excelled in dealing with fraud, inventory logistics, shipping agency forensics, and international trade investigations. His adaptability helped him navigate change when Covid arrived at the start of his three-year tenure as President of the SAJ. The pandemic was still bringing a sea
change to the maritime industry when he was elected Vice-President of the CSA.
Brown admits it was a “tough, tough time”, but says he and the then CSA President Marc Sampson proved an “excellent tag team” that was still able to seize opportunities amid the challenges.
Setting the tone
“Marc and I go back a long way”, he says. “Outside of CSA we worked for the same Principal, and we have become very good friends over the years. We shared the same vision for the CSA, we worked very hard to drive training and development for our members and we see the development
of the CSA as becoming a major voice and contributor to the advocacy for regional development.
“Marc was the Covid pandemic President of the CSA, I was his Vice President, but my greater role at the time was the SAJ President. Marc’s leadership of the General Council, the innovative ways we created to not only survive but to grow in a lot of areas, was not only an example of a committed leader to a cause, but was a significant guide to myself in navigating the needs and affairs of the SAJ.”
Brown may not have the industrydisrupting hit of Covid to contend with like his presidential predecessor, but there are still far-reaching challenges in the industry that he wants to tackle during his tenure. Among them is ensuring the Caribbean region is not left behind in the global maritime industry’s move towards decarbonization.
Brown hopes the region’s voice is amplified thanks to the partnership between the Inter-American Development Bank (IDB) and the CSA, signed in 2023, to expedite the transition to cleaner energy sources.
“Our MOU with the IDB is very significant,” he says. “Economies of scale would
I was his Vice President, but my greater role at the time was the SAJ President Marc’s leadership of the General Council, the innovative ways we created to not only survive but to grow in a lot of areas”
suggest that the region, much less as individual countries, is not going to be a significant contributor. Therefore, the CSA must find ways to get the attention and interest of the major players. Though still small, we are a bigger voice together. We are associated with all the major shipping lines so we need to have them pay attention. Our membership includes Florida ports, and these are going to be very important to what they can offer or guide our smaller country ports. Our industries, especially tourism and agriculture are
already terribly affected, therefore the CSA has to get our voice into the ears of the governments of the region and to be a part of the solutions coming out of the large countries.”
Brown also hopes the organizations will become a major force in driving Caribbean trade and economic growth by supporting trade links between all countries in the region.
Supporting trade links
“I think my service to the numerous institutions and network of leadership in the maritime industry, the business served by the industry as well as the related government institutions, has given me the
opportunity to now connect these links.
The CSA has built a strong membership of significant players in the industry, we have built collaborations with international bodies, we have strengthened the voice of the CSA Cruise Council with the aim of improving collaborations between destinations and ports around the region.
“Ministries of industry, tourism and agriculture will be our next priority. We hope to spread the vision that we can assist in reaching the powerbrokers in our business and governments of the value in improving trade between our countries and maximizing the returns for our business and people.”
Brown admits a focus on
…we have strengthened the voice of the CSA Cruise Council with the aim of improving collaborations between destinations and ports around the region”
Caribbean-centric trade links will require a “change in mindset”, but it is crucial to helping address inequalities of wealth in the region. “Our business and nations have to wake up to the fact that economics of scale are never going to allow us to be major global business powerbrokers. However, our industries have value.
Trade between our countries may not be as profitable as trading with larger countries, but it builds industries and keeps resources in region. We can’t fight the global players and we don’t need to, but we must build and own our own industries and invest in regionally owned companies. This is going to require commitment from our countries, change in mindset of our peoples and our business see the value in strengthening our own economies.
“The strength of the CSA is its connectivity, its understanding of the reliance on each other, we have a platform to make our voices heard and to support the initiatives of our businesses and governments.”
This farmers’ son hopes to plants seeds of change in the Caribbean maritime industry.
CSA honors progress of ports at AGM
The Caribbean Shipping Association (CSA) celebrated outstanding achievements in the region’s maritime sector at its 54th Annual General Meeting, Conference and Exhibition in St Maarten in October 2024.
Curaçao was victorious in the inaugural Nathan Dundas Cruise Port of the Year competition while Point Lisas and Manzanillo International Terminal (MIT) shared top honors in the Ludlow Stewart Container Port Competition 2024.
The Nathan Dundas Cruise Port of the Year competition was launched this year to recognize and reward Caribbean
cruise ports for exceptional progress and innovation over the past two years. Key performance indicators assessed included passenger throughput, berth utilization, terminal costs per passenger, and security investments. Ports were also evaluated on their progress in areas like traffic management, cleanliness, passenger satisfaction, technology integration, waste management and environmental sustainability.
Following the significant disruption caused by the Covid pandemic, Caribbean cruise ports witnessed a remarkable resurgence in activity. Several ports reported passenger growth exceeding
500%, leading to improvements in berth utilization and a decrease in terminal costs per passenger. Terminal efficiency remained consistently high, with visitor
satisfaction exceeding key targets in many cases. Waste management practices were robust, and environmental sustainability projects are increasingly becoming integral to port planning across the region.
“This is our very first year conducting a cruise port competition for the Caribbean. We have a lot to learn, and much refinement to do, but we have made a start,” the Committee’s report stated.
Positive
The Ludlow Stewart Container Port Competition 2024 focused on net positive changes in key performance indices, such as berth waiting times, container productivity, safety and security. This competition serves to encourage continuous improvement across various operational metrics within the region’s container ports.
The competition highlighted the remarkable progress Caribbean ports are making in efficiency, safety, and innovation. Point Lisas and MIT's shared first-place victory reflects the high level of performance achieved by both ports. Runners-up St. Vincent and Haina International Terminals, which secured third place, also demonstrated significant improvements across multiple categories.
While not among the winners, Hamilton, Bermuda, received special recognition for its outstanding performance. The port maintained a high level of efficiency with no strikes or accidents over the last two years, zero-time lost waiting for a berth, a consistent productivity rate of 36 container moves per hour, and an impressive truck turn-time of just 14 minutes. Despite these achievements, Hamilton did not rank higher due to its already high-performance level, leaving little room for further improvement.
The CSA congratulates all participants and looks forward to continuing the push for excellence in the region's ports through initiatives like these. These competitions serve as valuable benchmarks, encouraging continuous improvement and innovation within the Caribbean maritime sector.
Point Lisas and Manzanillo International Terminal (MIT) shared top honors in the Ludlow Stewart Container Port Competition 2024”
Point Lisas
Manzanillo International Terminal (MIT)
Haina
St. Vincent
Hamilton, Bermuda
A legacy honored: Graduation 2024 celebrates excellence
The energy in the air was electric. Parents, guardians, and loved ones stood with pride, their cheers filling the National Arena in Kingston, Jamaica, as roughly 700 graduates crossed the stage, each a demonstration of the Caribbean Maritime University’s (CMU) commitment to excellence. November 2024 marked a significant chapter for the CMU, with the annual graduation ceremony shining as a beacon of hope, achievement, and promise.
This year’s ceremony was not just about the graduates—although their accomplishments took centre stage—but also a celebration of the honourees who have left an indelible mark on the region. Mrs. Velma Ricketts-Walker, Commissioner of the Jamaica Customs Agency, and Ambassador Dwight Gardiner, a respected maritime leader from Antigua and Barbuda, were conferred with honorary degrees for their outstanding contributions to regional development and the maritime industry. Their presence underscored the ceremony’s theme of excellence and vision.
The graduates represented the finest from the Faculties of Marine and Nautical Studies, Shipping and Logistics, and Engineering and Applied Technology. Each stride across the stage symbolised years of dedication, countless late nights, and the support of families who stood in
the audience, cheering with pure joy and excitement. For many, this moment was more than just an academic milestone—it was a realisation of dreams, a reward for sacrifices, and a stepping stone to a brighter future.
CMU President, Professor Andrew Spencer, addressed the gathering with heartfelt words that resonated deeply. “Graduates, as you step forward, take with you not just your degree but the power to inspire, to uplift, to transform the world. You are the pioneers of a future – a future we can imagine because of you. Be ready to lead with purpose and passion.” His speech was met with enthusiastic applause, evidence of the shared pride of the CMU community.
Integrity
A defining highlight of the event was the stirring keynote address delivered by Dr Velma Ricketts-Walker, who challenged the graduates to embrace change and lead with integrity and creativity. She encouraged the graduates to step into the world and remember that the maritime industry
needs leaders who are not afraid to venture into uncharted waters, who see challenges as opportunities and who understand that adaptability is necessary to navigate the seas of tomorrow. Her words struck a chord, leaving many graduates visibly moved and inspired.
Camaraderie
The ceremony also included moments of light-heartedness and camaraderie. Laughter rippled through the audience during candid snapshots of graduates and faculty, and a thunderous standing ovation erupted as the ceremonial procession concluded, signalling the start of a new chapter for these ambitious individuals.
For the graduates, the honorary degree recipients, and their loved ones, Graduation 2024 was not just a milestone—it was a celebration of perseverance, community, and the boundless possibilities that lie ahead. The CMU once again proved why it remains a cornerstone of academic and professional excellence in the Caribbean.
You are the pioneers of a future – a future we can imagine because of you. Be ready to lead with purpose and passion”
STUDENT TESTIMONIAL
Shawn Hylton
Faculty of Shipping and Logistics
Icould say, “Gather around my campfire while I tell you stories of my time at CMU”, and we could sing Kumbaya in harmony. While the harmony would be correct, singing kumbaya when I could hardly remember my name would be an act of deceit. Only shared among those who were aware, this is one of the most interesting parts of my Journey at CMU. This is a memory I’d wish to forget but seems never to leave. This was my second year as a part-time student during the summer semester. Our classes were scheduled from 5:30 PM to 9:30 PM, but the workload was so intense that we often had to extend class times. You’d think that once the clock struck midnight, the night would end, but instead, we pushed through, working late into the night. Assignments were demanding, with group projects and individual tasks keeping us busy until 2-4 AM. I worked at the airport, which had no set end time, and balancing everything tested my limits. Eventually, I broke
– overwhelmed by stress and exhaustion, I had my first anxiety attack.
What made it worse was that my brain tried to protect me. As a result, I started to lose my memory, lose track of time, and hardly recall who I was, what the next step to take, or what I should be doing. I had to visit the doctor.
Broken
They tested my blood pressure several times and swore that their machine was broken because the readings made no sense. Well, I guess that’s the only high grade I got at that time.
I had been away from work for three
Eventually, I broke – overwhelmed by stress and exhaustion, I had my first anxiety attack”
CMU Expands to Suriname, strengthening regional maritime education
The Caribbean Maritime University (CMU) has partnered with the Maritime Authority of Suriname (MAS) and the Suriname Foundation for Logistics Training (FLT) to establish a new campus in Suriname. This collaboration aims to provide world-class maritime and logistics education, addressing the country’s growing demand for skilled workers in these sectors. The newly rebranded Suriname Maritime Institute will offer specialised programmes, starting with short courses in maritime and logistics set to begin in November. CMU President, Professor Andrew Spencer, emphasized, “It’s our kind of playfield. And
more importantly, they requested our presence.”
The partnership comes at a key moment for Suriname, which is expanding its offshore oil exploration alongside its existing onshore industry. CMU’s expertise in maritime education, including advanced liquefied petroleum operations and chemical tank operations, will equip local professionals with the skills needed for this growth. As the then Minister of Education and Youth, Hon. Fayval Williams, stated, “Our graduates are in demand, and now, Suriname will have access to the same world-class education that has helped our students succeed.”
This expansion reflects CMU’s broader regional vision to strengthen its presence across the Caribbean. With past partnerships in St Lucia, Guyana, and Antigua, the CMU continues to play a leading role in shaping the region’s maritime workforce. Most importantly, the Suriname campus will offer the STCW (Standards of Training, Certification and Watchkeeping for Seafarers) certification, a vital qualification for those entering the maritime sector. Professor Spencer added, “We are setting sail for a horizon full of promise, and we are excited to see what the future holds for Suriname and beyond.”
weeks. I eventually realised that I might not recover as soon as I wanted. So, I made the bravest decision I could…. I spoke out… I mustered the strength to send an email to the lecturers to apologise for my lack of participation in classes. I explained my misfortune to my classmates. To my surprise, this is where I learned about the CMU’s ability to pull a community together.
Support
I could not believe the support I received from lectures, the constant checking in, and a level of understanding that felt undeserving. My classmates were also true champs. Their attention to detail, reminders, and asking how they could help me made me realise that I was always in a community where I could get help, but closed mouths are hardly ever fed.
My journey at the CMU was beautiful, a true representation of a heart monitor. The most important thing about this journey was learning about a community that was an email and a text message away.
CMU in 2025 Charting a course for growth and global collaboration
As CMU looks to the future, 2025 promises to be a year of significant growth and global partnerships. At the heart of these efforts is a landmark collaboration with Shanghai Maritime University, set to bring enhanced academic and cultural exchange opportunities for CMU students. This partnership will not only broaden the CMU’s international reach but also open doors to joint programmes, student exchanges, and internships, providing students with invaluable exposure to global maritime practices.
The CMU is also entering the third year of its Stability, Growth and Innovation (SGI) plan, with a sharpened focus on growing the student population and expanding its international presence. In 2025, the University will continue to attract students both locally and abroad, offering new programmes and partnerships that foster cross-border collaborations and exchanges. As the CMU President, Professor Andrew Spencer, explains, “Our mission is to provide world-class education that prepares our students to excel not only in the Caribbean but on the global stage.”
This strategic focus on growth and
global collaboration will position the CMU as a key player in shaping the future of maritime and logistics education. By fostering innovation and strengthening partnerships, the CMU is preparing to equip its students with the knowledge, skills, and global perspective needed to lead in an increasingly interconnected world. With 2025 on the horizon, the CMU is poised to enter a new era of success, building on its legacy of excellence and expanding its influence across the globe.
Dr Averne Pantin’s appointment as President (Ag.) marks an exciting new chapter for PLIPDECO. His combination of global experience, technical expertise, and strong strategic vision ideally positions him to lead the organization into the next development phase.
Dr Pantin holds a distinguished academic background and extensive international experience, with degrees from universities in Canada, Germany, Australia, as well as a doctorate in business administration from the University of the West Indies.
His career began at Brauhaus International Management, in Germany, where, as a project engineer consultant, he managed significant greenfield and brownfield projects across China, Africa, Asia-Pacific, and the Caribbean.
He later served as an advisor to a regional conglomerate, leading successful strategic transformations in finance, marketing, and technical areas.
Most recently, as PLIPDECO’s VP of Technical Services, he provided strategic oversight in Engineering management, HSE, IT, and Facilities Management.
As President (ag.), Dr Pantin will focus on driving organizational growth, implementing innovative strategies, enhancing stakeholder engagement, and fostering sustainable development.
Dr Pantin looks forward to advancing the company’s role in regional industrial and port development.
Q. Where were you born?
A. Trinidad
Q. What influence did your parents have on your early age?
A. They taught me that dreams come through determination, focus and commitment.
Q. Where did you go to school
A. I graduated from High School in Toronto, Canada.
Q. What was life like growing up as a young person in Trinidad & Tobago?
A. Very interesting. My parents pursued a life which had me studying and practicing martial arts (shotakan karate) from an early age.
Q. What about college or university? In what subjects(s) did you graduate?
A. I did my undergraduate pre-medical degree at the University of Manitoba, Canada. I went on to study engineering at Weinstephan University in Germany. I did my graduate studies in operation management (port and maritime) and marketing management at the University of West Indies and Queensland University, Australia, respectively. I also did my doctoral studies at the University of the West Indies.
Q. Tell us about your first job after leaving full-time education.
A. My first job was at a management level in the beverage sector operations at ANSA Mcal group of companies.
Q. What made you move from the manufacturing world into the maritime industry?
A. After 25 years as an engineering and operations consultant, traveling and working on four continents, it was time for change. The maritime sector needed a strategic turnaround. This was the area I was most interested in and a drastic change from my area of expertise.
Q. Tell us about the Balance Scorecard Institute. What has been your role there?
A. The BSI models strategy into a usable, practical model. Its methodology provides simplicity to strategic modeling. I am one of seven regionally trained and certified by this institute as a Master professional in Balance Score Card Methodology. I am also a licensed Global Technical Partner with BSI, where I can provide technical advice on applying strategic modeling.
Q. What made you apply for the President (Ag.) role?
I was asked to bring about a change in the organization’s growth. Based on my background, global exposure, and executive experience, this was an opportunity I could not turn down.
Q. What has been your most memorable professional accomplishment to date?
A. A strategic turnaround at PLIPDECO has moved the profitability dial by some 300 to 400%. This has never been seen before in the life of PLIPDECO.
Q. Beyond work, what are your interests and hobbies?
A. As a partial academic, I continue to make myself relevant by publishing monthly in areas that address port sustainability and the Caribbean's interest in playing a part in this global arena. My hobby is still karate.
The maritime sector needed a strategic turnaround. This was the area I was most interested in and a drastic change from my area of expertise”
Port Lafito committed to continuing operations through Haiti’s waves of unrest
Haiti is a country in crisis with spiralling gang violence killing hundreds and driving hundreds of thousands more from their homes. Among this unrest, world-standard terminal Port Lafito remains open. Andress Appolon, the port’s general manager, reveals how operations are maintained while keeping the workforce safe.
“Nothing about operating a terminal (or any business, for that matter) in and around the Port-au-Prince area is normal these days,” says Andress Appolon, the general manager of Port Lafito – Haiti’s first Panamax port and the Caribbean’s newest world-standard marine container terminal.
Haiti has been under a state of emergency since March 2024 with spiralling gang violence bringing a new level of despair to a country that has been ravaged by natural disasters and epidemics in recent years. Port-au-Prince, the country’s capital, is seeing the worst of the troubles. Gangs have taken over more than 80 per cent of the city, forcing thousands to flee from their homes and straining already limited aid sources.
Protected setting
Port Lafito has some breathing room from the chaos of the capital. It is located 20km north of Port-au-Prince along the Gulf of Gonâve and is sheltered within Lafito Global – a secure 400-hectare fully integrated economic zone (IEZ), which is the first of its kind in Haiti. The port,
which became operational in 2015, is the cornerstone of the Lafito Global project and benefits from its suite of state-of-theart operational infrastructure services such as a 24MW Power Plant, an industrial and commercial free zone with over 30,000m2 of warehousing, a business park with a fully operational cement plant, on-site housing and more.
Appolon, who is GM of both Lafito Industrial Free Zone and Port Lafito, says the strategic location outside of the
challenge of the city center and the IEZ’s on-site facilities have been key to ensuring operational continuity. “Seaside and landside visibility in and around Port Lafito is unobstructed, allowing for better surveillance and monitoring than installations in more congested areas. In addition, access by land is controlled by several security layers and access by sea is monitored by offshore security surveillance team and the maritime patrol team.
Safety and security are paramount
“In 2024, Port Lafito received and serviced every scheduled container vessel and bulk vessel all without any security incident on approach, during operations or departure.”
Even when the supply chain has to venture beyond the IEZ’s buffer zone, Appolon says the protection continues. “On the inland side of operations, Port Lafito has responded to the difficult security situation throughout the Port- au-Prince metropolitan area by providing importers and exporters alike with a full-service experience, akin to door-to-door. In 2024, through a robust logistics operation, Port Lafito achieved a 99.8% delivery success rate.”
Operations continue
Incredibly, given the insecurity and upheaval in Haiti over the past year, Appolon says the port has operated almost unbroken in 2024. She says: “Due to our excellent collaboration with our exclusive sealines, vessel owners and government authorities, Port Lafito has never closed maritime traffic at any point over the last year. However, as a matter of precaution and safety, Port Lafito was forced to suspend delivery operations for no more than a week, notably at the height of the crises in March and November 2024 when the closure of the international airport led
full-service experience, akin to door-to-door”
to widespread business interruption.”
Over a decade ago, parent company GB Group set up Lafito Global to serve as a logistics, industrial and energy hub. The plan was to attract local and international investors and innovators to create muchneeded jobs and maximise the country’s potential for economic growth. Port Lafito was integral to this long-term mission and its commitment to the cause continues under the current challenges.
Driving economic growth
The port is a founding member of the Haitian Ports Association (APHA), port infrastructure owners dedicated to the development of port infrastructure across Haiti to drive international maritime trade and foster economic growth. Of the seven privately held terminals in the bay of Port-au-Prince, to the best of Appolon’s knowledge four – Port Lafito, Terminal Varreux, Thor Terminal and Terminal Abraham – remain operational.
Port Lafito’s commitment to remaining operational during the most challenging times this past year is, Appolon says, “not just important to the survival and revival of the Haitian economy, but it is also vital to its growth and innovation in the future”.
“By fighting daily for operational continuity, the port serves as a catalyst for the flow of essential goods and resources that sustain livelihoods and industries in the greater Port-au-Prince area and beyond. It is this resilience that not only helps to stabilize key economic sectors today but will also help build confidence among investors and partners in the future and serve as a solid foundation for future growth.
“In times of instability, such continuity not only protects the economy but also positions it to recover more robustly. Port Lafito and the entire GB Group are demonstrating how steadfast commitment to operations can catalyze a stronger and
Caribbean Maritime
Landmark Events
history
From time-to-time Caribbean Maritime includes a history of a shipping company, a maritime trade, an event or even just a notable ship. As part of this occasional series, this issue of the magazine visits four landmark events from recent maritime history, all previously published in Caribbean Maritime magazine.
Stop garbage reaching the oceans
ENVIRONMENT: THE OCEAN CLEAN-UP
Published: January - April 2020, issue 39
Every once in a while, a new product or an invention comes along that’s so clever yet so obvious we all wonder why nobody had thought of it before.
And this is the first reaction of many when they initially set eyes on the Interceptor – an ingenious and comparatively simple concept that’s specifically designed to keep rivers clean and, in turn, to ensure that seas and oceans are garbage free.
As a purely river-based system, the Interceptor does not solve all of the ocean’s pollution problems. But it does prevent a large percentage of discarded plastics and other waste materials from reaching the sea and can be coupled with other non-fluvial clean-up systems to improve the wider marine environment.
The Interceptor is the brainchild of Dutch environmental charity The Ocean Cleanup and the device is now being installed in
rivers (including in the Caribbean) that suffer from high levels of pollution.
What's the cost?
The first question of any potential customer is how much does an Interceptor cost? So Caribbean Maritime spoke to The Ocean Cleanup’s Eline Weltevreede: “Interceptors in our pilot program cost approximately EUR 700,000 for the construction and the assembly. However, costs from the pilot program are higher than what we would expect once we are in series production. Therefore, Interceptors produced in volume will be much more cost efficient”.
Given the level of investment required, the installation of an Inceptor is likely to require more than one backer; maybe some sort of consortium or a private/public partnership. The Ocean Cleanup believes it can work like this: “Local partners operate the
Interceptors to extract the waste from the river and bring it to the shore. They work together with responsible waste handlers to sort debris and recycle plastic where possible. Operators need support from (local) governments for permits to operate in their rivers. Collection fees from governments and cities help safeguard continuity in waste extraction by the operators”. Eline emphasizes that: “Funders, sponsors, and investors make river clean-ups possible and accelerate the deployment of Interceptors.”
Projects
In any case and at the present time, The Ocean Cleanup is not actually selling the Interceptor but is instead creating
Image courtesy of The Ocean Cleanup
“projects”. Says Eline: “Each project is contingent upon many factors, such as signed contracts, operators in place, agreeable infrastructure for waste management, Customs approval, etc. That said, we are currently ramping up to series production, so the first ones will take longer than those delivered once we’re in full production mode.”
Once agreed, then there is the physical installation of an Interceptor on site. Says Eline: “Working together with manufacturers, each interceptor will be assembled on location by a local team, with guidance and support of The Ocean Cleanup. The Inceptor’s components are containerized for shipping convenience and ease of transport to its designated location”.
Interceptors are placed in the river only after consultation with relevant public bodies and stakeholders, while considering all applicable rules and regulations. The actual placement in the river is on a case-bycase basis, based on flow-velocity, the width of the river, presence of a plastic “hotline” or not, traffic, proximity to a delta…
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ENVIRONMENT: THE OCEAN CLEAN-UP
Published: January 2020, issue 39 www.qrs.ly/izgf2wa
Shell launches landmark Caribbean LNG Bunkering
LNG BUNKERING
Published: June 2023, issue 49
Given coordinated global efforts by the maritime sector to move away from its present reliance on traditional fuels in a drive to reach ambitious net zero emissions by 2050; it’s encouraging to see that the Caribbean now has its first Liquefied Natural Gas (LNG) bunkering hub, forming part of a worldwide network.
In March, Shell North America LNG and ZIM Integrated Shipping Services successfully bunkered the ZIM SAMMY OFER container vessel with lower carbon LNG. This vessel was bunkered at Kingston Freeport Terminal Ltd (KFTL) in Jamaica.
Tahir Faruqui, Shell’s General Manager, Global Downstream LNG, explained to CM why the landmark Kingston bunkering operation was so important, and he highlighted several key reasons:
It was the first time a simultaneous operation (SIMOPS) was completed with LNG bunkering in Jamaican waters. Kingston, Jamaica, is a new
LNG bunkering location for Shell, expanding its global LNG bunkering network to 16 locations, across 11 countries. To date, Shell has already achieved over 1,000 safe ship-to-ship bunkering operations to its customers.
Dual-fuel
The ZIM SAMMY OFER is the first in a series of ten 15,000 TEU LNG dual-fuel containerships which ZIM plans to deploy on their ZCP trade line…
LNG BUNKERING
Published: June 2023, issue 49 www.qrs.ly/ijgf30e
First step towards full ship repair center
JAMAICA SPECIAL REPORT: JAMAICA SHIP REPAIR
Published: January 2017, issue 30
Jamaica’s ambitions to become a key maritime center took a step in the right direction in November when plans were announced for the creation of German Ship Repair Jamaica (GSRJ), a new ship repair facility in Kingston.
To start with, GSRJ will deal only with straightforward mobile repairs, but the long-term aim is to build a whole shipyard. It is hoped that these initial wet repairs will allow the new facility to gain the confidence of ship operators while at the same time honing the skills of local workers and technicians as the size and complexity of contracts increase.
Connected
Those behind the scheme believe the proposed dockyard will form an essential part of an effective and highly connected maritime environment that will provide all the services demanded by the industry in one location. The project has the full support of the Jamaican government and this was evident at the launch event, which was attended by ministers and top local officials.
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JAMAICA SHIP REPAIR
The aim of the prospective dockyard is to capture business that is local to Jamaica – such as coastal patrol vessels and other government agency-operated craft, together with commercial vessels – as well as other ships calling Jamaica.
As it is, the Port of Kingston receives over 2,000 calls per year by some 400 different ships. Many of these vessels are in need of urgent – mostly minor – repairs and at the same time have to use the full services of a dockyard at least every five years to meet standards of international certification. In this regard, GSRJ hopes to attract business from those owners who currently go to yards in the United States, The Bahamas or Curaçao for minor and major repairs and certification.
The Kingston-based Caribbean Maritime Institute, which already runs ship repairrelated courses, is fully supportive of the yard’s formation and will no doubt be a ready source of skilled employees.
Phase two will involve the installation of a floating dock and associated onshore workshops. The proposed floating dock is…
Published: January 2017, issue 30 www.qrs.ly/apgf69e
ROUNDUP NEWS
Published: February 2023, issue 48
Guyana
Vreed-en-Hoop Shore Base Inc (VEHSI) has started the new year with the emergence of the first part of its artificial island in the Demerara River. The consortium managing the project hailed this as a momentous achievement and a first for Guyana.
VEHSI is a joint venture between NRG Holdings Inc. – a 100 percent Guyanese-owned consortium that is the majority shareholder – and Luxembourg-headquartered Jan De Nul.
This new island is part of the reclaimed land that will be transformed into the estimated…
…CONTINUE READING
ROUNDUP NEWS
Published: February 23, issue 48 www.qrs.ly/6rgfci1
Barbados Registry Now among top 30 largest worldwide
The growth of the BMSR in such a short time is impressive and underscores a robust commitment to developing and promoting the maritime sector in Barbados. Additionally, being the third largest registry in the Caribbean emphasizes its crucial role in the regional maritime landscape. This progress demonstrates that the registry has become increasingly attractive to vessel owners, driven by enhancements in services, regulations, and overall support for maritime operations.
Given the current projections, the BMSR is on track to break into the top 20 in the near future, which would mark another significant milestone in its growth and further solidify its position in the global maritime industry.
The BMSR's remarkable recent growth is a testament to its strategic initiatives and adaptability in a competitive maritime landscape. The reasons for that success are due to several factors (listed below) but always based on the underlying premise of its reputation as a quality flag.
Strategic marketing and promotion
The registry's marketing strategies focus on showcasing its unique benefits, such as a quick and efficient registration process, competitive fees, and tailored services. By effectively communicating these advantages to potential ship owners, the
registry can attract a diverse range of vessels, boosting its fleet and enhancing its reputation.
Enhanced regulatory framework
Aligning with international maritime standards, particularly those set by the IMO, not only improves safety and environmental practices but also builds trust among ship owners. A reputation for stringent compliance has been a strong selling point, especially for owners concerned about the long-term viability and safety of their vessels.
Investment in technology
The integration of technology into registry management facilitates faster processing times, better data management, and enhanced communication with ship owners. Digital platforms for registration and compliance have led to increased efficiency, reducing bureaucratic hurdles and attracting more registrations.
Training and development
Continuous professional development for staff ensures that the registry maintains high standards in service delivery and compliance. By investing in training programs, the Barbados registry can enhance its operational capabilities and create a knowledgeable workforce that can effectively support vessel owners.
Support for vessel managers and owners
Offering comprehensive support services, including mortgages and insurance, positions the registry as a valuable partner for ship owners. This level of support not only simplifies the operational aspects for vessel managers but also fosters loyalty and encourages long-term relationships. A robust support system available 24/7 also facilitates smoother operations for registered vessels.
Networking opportunities
Engaging with international shipping organizations and participating in maritime events has allowed the Barbados registry to expand its influence and visibility in the global maritime community. Networking has led to partnerships, collaborations, and insights into industry trends, further strengthening the registry's position.
As the BMSR continues to build on these strategies, its aspiration to break into the top 20 registries worldwide appears achievable. This growth will not only enhance its global standing but also contribute positively to the local economy, maritime education, and the overall development of the Caribbean maritime sector. The combination of strong regulatory practices, innovative approaches, and a focus on stakeholder support will be key to sustaining this momentum moving forward.
A reputation for stringent compliance has been a strong selling point, especially for owners concerned about the long-term viability and safety of their vessels.”
The 54th Caribbean Shipping Association's Annual General Meeting
2024 AGM Highlights
The 54th Caribbean Shipping Association's Annual General Meeting, Conference & Exhibition, held in St. Maarten from October 7-8, 2024, provided a platform for maritime stakeholders to collaborate and share expertise.
This highly anticipated event featured discussions on key industry topics, including supply chain innovation, climate resilience, decarbonization, and digitalization.
The event also included the CSA's Gala Banquet & Awards.
The 55th Annual General Meeting will be held in Suriname in October 2025.
News from around the Caribbean
THE BAHAMAS
Half Moon Cay transformed: Bahamas island to undergo major upgrades and rebranding.
Carnival Cruise Line and Holland America Line have announced plans for significant enhancements and a name change for their shared private island in the Bahamas. Half Moon Cay will be rebranded as ‘RelaxAway, Half Moon Cay,’ reflecting the cruise lines' pledge to preserve the island’s natural beauty. The upgrades will include a new pier allowing larger ships, including Carnival’s Excelclass vessels, to dock directly at the island, eliminating the need for tendering.
Caribbean Maritime
roundup
TRINIDAD
LABIDCO welcomes Novo Farms to La Brea industrial estate.
La Brea Industrial Development Company (LABIDCO) has announced a new tenancy agreement with Novo Farms Limited, a leading agroprocessing and food manufacturing company within the Caribbean Community (CARICOM).
Novo Farms will establish a stateof-the-art food terminal on the La Brea Industrial Estate encompassing storage and primary processing facilities.
This development aligns with LABIDCO’s strategic focus on diversifying the estate and fostering growth within Trinidad and Tobago’s manufacturing sector. The new facility will serve as a crucial hub for supporting the country’s agricultural sector, enhancing regional food security,
Expanded beachfront areas with new welcome plazas on both the north and south sides will be created, along with new and renovated dining options, including beach clubs and islandthemed bars. Improved transportation will be available, including a new tram service. Other improvements include expanded lounging areas, extra cabanas and the construction of a new shore excursion pier.
The existing south side development will receive a refresh with a focus on Bahamian culture. The enhancements are scheduled to begin in summer 2026 and continue through the end of the year.
TOTE
TOTE group acquires Aqua Gulf establishing new logistics division.
In December 2024, TOTE Group announced the acquisition of Aqua Gulf, a leading third-party logistics provider in Puerto Rico and the United States. Aqua Gulf, with a history spanning nearly 60 years, has consistently delivered cargo for its customers and the communities of Puerto Rico.
Aqua Gulf will become part of TOTE Logistics, a newly formed business division within TOTE Group.
and facilitating the export of highvalue agricultural products to both regional and international markets. Leveraging the strategic location of the La Brea Industrial Estate and its proximity to key markets across the Caribbean, including Guyana and Suriname, Novo Farms will improve its logistics and distribution capabilities.
Bobby Browne, founder of Aqua Gulf, stated, “I am excited for Aqua Gulf to join TOTE Group companies. Given our long-term partnership with TOTE, this acquisition was a great opportunity for the future of Aqua Gulf. This is the best place for Aqua Gulf as we begin the next chapter.”
TRINIDAD
The Port of Brighton in La Brea has been officially certified as a "Green Port," a first for the entire Caribbean. This prestigious designation recognizes ports that surpass environmental and sustainability standards.
Awarded in December, the certification places Brighton among 66 exclusive EcoPorts facilities worldwide.
As the Caribbean's inaugural "Green Port," Brighton sets a significant precedent, inspiring a more environmentally responsible future for the region's maritime sector.
La Brea Industrial Estate
VERTOM
Vertom orders four 10,700-dwt geared ‘tweendeckers from Chowgule Shipyard.
Dutch shortsea shipping company
Vertom has commissioned Chowgule Shipyard in India to build four 10,700dwt geared ‘tweendeckers.
The order, signed in November 2024, aligns with Vertom’s strategy of fleet modernization and sustainability. Designed by Groot Ship Design, these vessels will feature a single box-shaped hold with a volume of
COLOMBIA
New port of Antioquia in Colombia to boost fruit exports.
Currently under construction, the Port of Antioquia is on track for completion in the first half of 2025. This multipurpose terminal will prioritize technology, safety, and high-quality processes to serve a critical role in the nation’s export industry.
The port’s strategic location –the closest in the Caribbean to Colombia’s main production and consumption centers – positions it to capitalize on new opportunities. With a depth of 16.5 meters, it will be able to accommodate various types of vessels, including large modern ships carrying up to 24,000 containers.
The Port of Antioquia will have the capacity to handle a wide range of cargo, including general cargo, vehicles, refrigerated and dry containers, and solid and liquid bulk (excluding hydrocarbons). This flexibility will be particularly beneficial for perishable goods such as fruit, which require rapid handling to ensure freshness.
14,243m3, optimized for efficient bulk cargo handling. A diesel-electric power configuration will also be implemented.
Upon delivery in 2027 and 2028, the vessels will be integrated into the Europe Caribbean Line service, a joint venture with Vertraco Shipping. This service provides reliable and efficient liner transportation between Europe and the northern coast of South America, specializing in breakbulk cargo.
PUERTO RICO
Freytes promoted to General Manager at Puerto Rico Terminals.
In December 2024, Puerto Rico Terminals announced the promotion of Joel Freytes to the position of General Manager. In the role, Freytes will assume responsibility for the overall management, administration and operations of Puerto Rico Terminals and Puerto Nuevo Terminals, including all maintenance and port-related facilities activities.
Freytes joined Puerto Rico Terminals in 2016 as the Controller, where he provided strong leadership and financial expertise.
The project is backed by both national and foreign investors, including support from the World Bank through the IFC. The port’s total capacity will include 450,000 tons of general cargo, 650,000 containers, and 2.5 million tons of solid bulk. It will also boast 1,200 plugs for refrigerated containers, enabling efficient handling of perishable goods.
Colombia has significant potential for growth in its agricultural and fruit exports, and the Port of Antioquia is poised to play a key role in facilitating this expansion. By providing modern infrastructure and a strategic location, the port will help Colombian businesses reach international markets more efficiently.
GUYANA
Guyana Port Inc commissions new dredger to enhance maritime operations.
The Guyana Port Inc (GPI) has commissioned its new Damen cutter suction dredger (CSD) 350 at its headquarters in East Bank Demerara.
Minister of Public Works Juan Edghill emphasized the dredger’s importance to Guyana's maritime industry, stating that “this investment signifies the government's commitment to modernizing ports and ensuring they adhere to international standards”.
The Minister also highlighted the dredger’s critical role in maintaining navigable waterways, facilitating trade and supporting the rapid economic growth of the country.
Puerto Antioquia
JAMAICA
Robertson-Sylvester re-elected as President of Shipping Association of Jamaica.
Corah Ann Robertson-Sylvester, CEO of Seaboard Freight and Shipping Jamaica Limited, was re-elected President of the Shipping Association of Jamaica (SAJ) on 6 December 2024 during the organization’s 86th Annual General Meeting. The re-election, held at the SAJ headquarters in Newport West, was unanimous.
In her address to members, Robertson-Sylvester highlighted several key accomplishments within the maritime sector. A significant milestone was the arrival of the first vessel for dry docking at the German
SURINAME
Albina Ferry Dock project update.
N.V. Havenbeheer Suriname has reported that the Albina ferry dock project is progressing according to schedule. Following several revisions and unforeseen delays, construction is on track for successful completion. Trial runs with newly acquired ferry Le Malani have yielded positive results.
The 56-metre Le Malani will be able to carry up to 200 passengers, 20 cars or eight lorries from SaintLaurent-du-Maroni to Albina in around fifteen minutes, replacing the La Gabrielle ferry.
N.V. Havenbeheer Suriname remains committed to providing a safe and efficient ferry service to the public.
Corah Ann Robertson-Sylvester
Ship Repair Jamaica (GSRJ) shipyard. This event marks Jamaica's growing capacity within the global shipping industry, particularly in maritime services and vessel repair.
FLORIDA
Maersk to launch new weekly service connecting Port Tampa Bay with Cartagena.
Port Tampa Bay has announced that Maersk will launch a new weekly container service connecting the port with Cartagena, in Colombia, beginning in the first quarter of 2025.
“This is great news from our longstanding partner Maersk demonstrating their commitment to our expanding market,” stated President and CEO of Port Tampa Bay Paul Anderson.
Port Tampa Bay, which is strategically located near the I-4 Corridor, serves Florida’s largest concentration of distribution centers, boasting over 550 million sq ft of warehouse space. This proximity allows customers to optimize transportation logistics and significantly reduce drayage costs.
A core focus of President RobertsonSylvester's leadership has been the enhancement of the Newport West community, a critical hub for Jamaica’s maritime and logistics operations. Recognizing the ongoing challenges facing the area, she emphasized the SAJ’s collaborative efforts with local authorities such as Kingston and St Andrew Municipal Corporation and the National Works Agency. These efforts aim to address critical infrastructure issues such as deteriorating road conditions, flooding, and illegal parking. The SAJ remains committed to ongoing dialogue with the government and other stakeholders to secure more sustainable and long-term improvements for the Newport West community.
In partnership with Ports America, Port Tampa Bay is actively expanding its capacity. Recent investments include the addition of three new ship-to-shore gantry cranes – bringing the total to five – with plans for two more. A modernized gate complex is now operational, and ongoing expansion will increase the container terminal footprint to 100 acres. Construction of a third deep-water berth and a new on-dock rail-served trans-load warehouse is imminent.
Port Tampa Bay
Yingna Cai / Shutterstock.com
PANAMA
Panam LNG Bunkering to launch LNG bunkering services in Panama.
Panam LNG Bunkering, a joint venture between AES Corporation and Seaspan Energy, is poised to commence LNG bunkering operations on the Atlantic side of the Panama Canal in the first quarter of 2025.
The venture will leverage the newly constructed 7,600-cubicmeter LNG bunker vessel Seaspan Garibaldi to facilitate these operations. This strategic collaboration with Seaspan Energy marks a significant step towards expanding the availability of LNG as a cleaner marine fuel in the region.
MARTINIQUE
THE BAHAMAS
CLX Logistics Bahamas joins Caribbean Shipping Association
CLX Logistics Bahamas, a prominent provider of comprehensive logistics solutions, has officially joined the Caribbean Shipping Association (CSA). The company –which specializes in ocean and air freight, customs brokerage, and warehousing services – will now actively participate in the CSA’s network.
CLX Logistics Bahamas recently attended its inaugural CSA Annual General Meeting in St. Maarten. This marked the company’s entry into the association and provided an opportunity for the team to engage with regional shipping professionals.
Grand Port Maritime de la Martinique embarks on ambitious SMARTGRID project.
The Grand Port Maritime de la Martinique has initiated the SMARTGRID project, a significant undertaking aimed at enhancing the port’s environmental sustainability and energy efficiency.
This collaborative effort, lead by VALOREM, brings together a consortium of specialized partners, including So Watt, SEREC, CARAIB MOTER, and Eurovia.
The project involves the installation of solar panels, the construction of energy infrastructure, and the
PANAMA
MTCC Latin America and UMIP Collaborate on Green Shipping Corridors Project
MTCC Latin America and UMIP Universidad Marítima Internacional de Panamá have joined a 24-month project sponsored by the Secretaría Nacional de Ciencia, Tecnología e Innovación (Senacyt) to investigate the potential for establishing Green Shipping Corridors in Panama.
This initiative aims to leverage Panama’s strategic geographic location, encompassing the Panama Canal and its major ports, to explore sustainable maritime routes that contribute to global climate goals.
The project will assess how Panama’s unique position can facilitate the development of more environmentally and operationally efficient maritime operations. By analyzing the potential for reducing emissions and optimizing resource utilization along these corridors, the research
implementation of energy-saving measures. Work commenced in November 2024 and is scheduled for completion in September 2025. The project will be implemented in phases, with the installation of networks and trenches followed by the construction of shade structures and the deployment of solar panels.
Upon completion, VALEMO, a subsidiary of VALOREM, will operate the system for the initial three years.
aims to provide valuable insights and solutions for the decarbonization of the global shipping industry.
This collaborative effort brings together a consortium of esteemed institutions, including Liverpool John Moores University, GaTech Panama, the Panama Canal Authority, UMIP, the Universidad Tecnológica de Panamá, MTCC Latin America, and the Norwegian School of Economics. The findings of this project are expected to have significant implications for the future of sustainable maritime transportation.
Panama Canal
Is your technology future-proof?
The risks of legacy systems in logistics operations
In today’s fast-moving shipping and logistics industry, technology drives everything – from cargo tracking to workforce management, to port operations. But here’s the question every decision-maker should ask: Is our technology future-proof?
Many companies operate under the assumption that “if it isn’t broken, don’t fix it.” However, legacy systems that were reliable in the past may now be holding your business back, increasing risks and missing opportunities for efficiency.
The risks of legacy systems
A legacy system refers to outdated computer software, equipment, hardware, or technology that is still used in daily operations. Legacy systems often give the impression of stability – they’re familiar, comfortable, and seem to “still work.” However, the hidden challenges they create can be significant. Key risks include:
Operational Inefficiency: Outdated systems often require manual workarounds, which slow down processes and increase errors. For example, without modern integration capabilities like EDI (Electronic Data Interchange), shipping agents may have to manually input information into multiple systems rather than sharing data seamlessly across platforms.
Incompatibility with New Standards: As industry standards evolve, legacy systems struggle to adapt. This can result in data discrepancies, reporting errors, and delays when working with modern technologies or partners. For instance, trying to integrate older platforms with new customs documentation software can create bottlenecks.
Compliance Challenges: Meeting modern regulatory requirements, such as data privacy laws or customs compliance
protocols, is difficult with outdated systems. Legacy platforms also often lack the ability to integrate seamlessly with cutting-edge technologies, limiting a business's ability to remain competitive and compliant.
Higher Maintenance Costs: Maintaining legacy systems is expensive. Companies with outdated solutions often allocate over 50% of their IT budgets toward maintenance and troubleshooting rather than innovation. These resources could be redirected toward developing new features, automation, and efficiency improvements.
Cybersecurity Vulnerabilities: Older systems lack modern security protocols, making them prime targets for cyberattacks. A 2021 industry report highlighted that unpatched security vulnerabilities in legacy systems remain a leading ransomware attack vector, with 56% of older
vulnerabilities still actively exploited by cybercriminals. This demonstrates the urgent need for organizations to prioritise updates and upgrades.
The benefits of modernising your technology
While upgrading technology might feel like an expense, it’s better viewed as an investment in the longevity and efficiency of your operations. Modern systems offer:
Stronger Security: Newer platforms come equipped with advanced security features that address emerging cyber threats, reducing attack downtimes and allowing organizations to detect and contain breaches more effectively.
Improved Automation: Automation in modern systems eliminates repetitive manual tasks. For shipping agents, this can mean automating processes like booking confirmations, container tracking updates, or shipment status notifications, freeing up staff for higher-value tasks.
Enhanced Data Accuracy: Modern systems reduce errors through integration with central databases, removing the need for repetitive manual data entry. Freight forwarders, for example, can synchronize data directly with customs and port authorities, improving reporting accuracy and avoiding costly delays.
Increased Productivity: User-friendly interfaces and streamlined workflows mean tasks that once took hours can now be completed in minutes. For example, warehouse managers can track inventory, shipments, and gate activities in real-time, improving overall operational speed.
With careful planning, it can be a seamless process that sets your business up for long-term success”
Cost Savings: By reducing downtime, minimizing errors, and streamlining processes, businesses save money on operational inefficiencies. For instance, automating billing for port operations reduces administrative overheads and speeds up cash flow cycles.
Scalability and Growth: Modern systems adapt to growing business needs. Whether adding new shipping lanes, scaling to larger port operations, or integrating new logistics partners, updated platforms ensure businesses remain agile and prepared for expansion.
How to approach a technology upgrade
Upgrading doesn’t have to be overwhelming. With careful planning, it can be a seamless process that sets your business up for long-term success. Here’s a practical guide:
Assess Your Current System: Take a critical look at your existing technology. Does it meet today’s needs? Can it scale for tomorrow?
Identify Key Gaps: Determine where your system falls short – whether it’s security, automation, or integration with other tools.
Plan a Phased Rollout: Avoid disruption by upgrading in stages, starting with the most critical functions.
Choose the Right Partner: Work with technology providers who understand your industry and can offer tailored solutions, training, and ongoing support.
About Advantum
Advantum is a leading provider of modular software solutions for the shipping and logistics industry. Backed by over 40 years of experience, Advantum specializes in creating scalable, secure systems that help businesses optimize their operations, reduce costs, and stay ahead in a competitive market. From freight management to port management and beyond, Advantum delivers tailored solutions designed to meet the unique challenges of the logistics sector. For more information, visit www.advantumpcs.com.
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