Annual Review & Outlook 2025
Maritime
Executive Commentary risks are significant concerns for the industry . As the industry moves toward digital transformation to improve efficiency and tracking , there is an increased risk of cyberattacks , which underscores the necessity for robust cybersecurity measures and investment in digital infrastructure .
Each of these challenges affects both operational efficiency and profitability . In 2025 , we must accelerate the pace of the inevitable , significant adaptation . To achieve this , all stakeholders must prepare to make their fair contribution . Our business is driven by results on balance sheets , and we must ensure that all parties are prepared to make their fair contribution . The next leap ( s ) forward require industry-wide measures to fairly distribute the high costs involved .
The outlook for the MPP Index and breakbulk sector is positive for 2025 . A moderate order book , combined with very promising demand indicators , indicate good earnings for carriers and shipowners . This will further enhance their abilities to tackle and overcome the current challenges .
Other operational techniques can also lower fuel consumption and emissions without significantly impacting delivery times . Owners and operators would also need to implement robust emissions tracking and reporting mechanisms to ensure transparency and accountability in meeting decarbonization targets .
UTC Overseas
Marco Poisler
COO , Global Energy and Capital Projects www . utcoverseas . com
The maritime industry faces a critical challenge : meeting ambitious decarbonization targets while maintaining operational efficiency and safety in a complex global environment . Artificial intelligence and autonomous technologies offer significant potential to reduce fuel
“ Ports and terminal operators need to make strategic investments , maintain a customerfirst approach and deliver operational flexibility to remain competitive in the coming year . ”
Barbara Melvin
“ The fragmented nature of the maritime industry often leads to siloed technological advancements . Creating standardized protocols for AI systems and data sharing across the sector would accelerate innovation and improve overall efficiency .”
Marco Poisler
South Carolina Ports Authority
Barbara Melvin
President and CEO www . scspa . com
We have all navigated tremendous challenges this past year , including re-routings due to global conflict , unanticipated weather events and the first work stoppage on the US East and Gulf coasts in 50 years .
The shipping industry will continue to face many of the same issues that we saw in 2024 , causing shippers and ocean carriers to divert cargo or implement blank sailings . As an operating port , we encourage shippers and ocean carriers to stay the course so we can all resume normalcy and fluidity quickly after an event .
For much of 2024 , we had the added challenge at the Port of Charleston of working through toe wall construction , which limited a berth at Wando Welch Terminal . We implemented creative operational solutions for our customers , including a virtual vessel queue to save carriers time , a unique 0100 start time and the ability to call on different terminals to work ships faster .
We also had to find a way forward to reopen Leatherman Terminal under a new labor model . Navigating these challenges together allowed us to come out the other side — smarter , stronger and ready to grow .
Beyond operational excellence , ports must continue to invest in critical port infrastructure to remain competitive , particularly the top 10 US ports . Shippers and ocean carriers want reliable , productive service , and that requires that we deliver the equipment , cargo , workforce and intermodal connections to efficiently move cargo .
SC Ports is proactively investing in port infrastructure to support the booming Southeast market . Major rail infrastructure expansions are underway , including more rail and cargo capacity at Inland Port Greer , and a new rail yard that will be dual served by CSX and Norfolk Southern at the Port of Charleston .
We reopened Leatherman Terminal in September , bringing an additional 700,000 TEUs and a 1,400-foot berth back online for the US East Coast port market . With expansions planned or underway for our three container terminals , we are on the cusp of having 10 million TEUs of capacity in Charleston Harbor .
Ports and terminal operators need to make strategic investments , maintain a customer-first approach and deliver operational flexibility to remain competitive in the coming year .
consumption and emissions across global fleets . However , the industry struggles with effectively implementing these technologies due to the unique characteristics of maritime operations , regulatory hurdles and the need for substantial infrastructure changes .
To address this challenge , we propose two key recommendations :
Develop AI systems that augment human expertise : Rather than aiming for full automation , focus on creating AI tools that enhance human
decision-making in critical areas . For instance , AI can provide real-time route optimization considering weather patterns , currents and port congestion , while human operators make final judgments based on their experience and unforeseen factors .
This approach leverages AI ’ s strengths in data processing and pattern recognition while maintaining the irreplaceable human intuition and adaptability crucial in maritime operations . www . joc . com January 6 , 2025 | Journal of Commerce 53