Breakbulk Magazine Issue 5 2025 ISSUU

JOHN AMOS: MR. BREAKBULK

From Bechtel to Breakbulk, a Life in Logistics

KIEWIT: BUILT FOR WHAT’S NEXT

With the Kiewit Supply Network and Advanced Logistics Tools, the Company Is Preparing for the Next Generation of Infrastructure

Credit:

Rob Greer

44 Global How High Rollers Play for Critical Minerals

At This Global Table, Power, Policy and Resources Are All in Play

50 Profile Kiewit: Built for What’s Next With the Kiewit Supply Network and Advanced Logistics Tools, the Company Is Preparing for the Next Generation of

63 Profile Navigating Project Cargo’s Complex Evolution Geanean Ordonez Sees Opportunity Amid Regulatory Shifts and Energy Market Volatility

68 Americas Readiness, Resources and Timing for Project Logistics

Logistics and Air Charter Specialist Fayçal Boumerkhoufa In Conversation With Pat Roche

72 Americas How to Break Into Government Contracts

The Realities Behind Winning and Keeping Government Work

76 Americas DHL Industrial Projects Puts Diversity to Work How to Turn Differences Into Deals

80 Americas Geothermal on the Rise Unlocking a Natural Battery for Global Energy

Be a part of Breakbulk in 2026

4-5

Breakbulk Middle East

Feb. 4-5

Dubai World Trade Centre Dubai, UAE

Breakbulk Europe

Jun 16-18

Rotterdam Ahoy Rotterdam, Netherlands

Breakbulk Asia

Nov. 18 - 19

Sands Expo and Convention Centre, Singapore

Breakbulk Americas

Sept. 22-24

George R. Brown Convention Center Houston, USA

91 Anniversary Special

Breakbulk Americas

35 Years Together

The Places, People, Cargoes, Achievements and Game Changers That Shaped the Project Cargo Industry We Know Today

104 Middle East

Saudi Sets Stage for 2034

FIFA World Cup Opens Massive Opportunity for Breakbulk and Project Cargo

111 Middle East

The Dealmakers in Dubai

LPX Partners Targets Early-Stage Logistics

Tech and Strategic Infrastructure

117 Middle East

Inside deugro’s High-Stakes

Cable Move

From Japan and Norway to Abu Dhabi: Forwarder Keeps HVDC Project on Track

122 Europe

Baltic Security Boost Creates Project Cargo Boom

Grid Synchronization Sparks Regional Logistics Revival

127 Asia

Vietnam, Verified Southeast Asian Nation’s Transition From Fallback to Frontline Sourcing Hub

104 Saudi Sets Stage for 2034

LET’S CELEBRATE

Thirty-five years ago, Breakbulk Events & Media began in Atlanta with a gathering of about 100 industry professionals.

Since then, Breakbulk has grown into three global events, soon to be four with Asia joining next year, plus a magazine published six times a year and a monthly newsletter that keeps our community connected.

Through all this growth, two things have remained constant: our commitment to providing a collaborative platform where the industry can address challenges together, and our focus on bringing people from every sector face to face to do business for the world’s industrial projects. As part of our 35th anniversary, take a look at the timeline in this issue, which captures milestone achievements of Breakbulk Americas and the people and companies that continue to make this industry one of the most fascinating in the world.

Many of you may know the man on the cover, John Amos, a co-founder of the original Breakbulk event and my dad. He has been involved in conference programming over the years and has never missed a Breakbulk Americas. In fact, he is the one who introduced me to Breakbulk in 2006. Read his story on page 86. Sometimes a complicated topic needs a new perspective. We explore the global critical minerals supply chain, imagined as a highstakes poker game among five

players: China, the United States, Australia, the European Union and Indonesia. Their strategies and alliances will set the course for the sector far beyond 2025. For our readers, this means insight into where projects will be sourced, how cargo flows may shift, and what opportunities or risks to watch as competition for minerals intensifies. We also take you inside the U.S. military logistics sector with advice from Pat Roche of Expeditors, Eric Giangiordano of Stratagem Aviation and Ted Graze of Bennett International. Each has extensive experience working on government contracts, and they share practical guidance on what logistics companies need to know to compete and win in this sector. Special thanks to Fayçal Boumerkhoufa for bringing this project together.

Simon West gives us a first look at Saudi Arabia’s plans for the FIFA World Cup in 2034 and the enormous opportunities tied to the construction of new stadiums and supporting infrastructure, comparing them to the scale and logistics demands of Qatar’s 2022 World Cup projects. This is a story for logistics professionals and soccer fans alike. And closer to home, we dive into EPC Kiewit’s out-of-the-ordinary business model with insights from long-time Breakbulk supporter Jesus Mejias.

There will always be challenges in the industry, but you can count on Breakbulk for the information and connections you need to find solutions. I hope you enjoy this issue, and I look forward to seeing you here in Houston.

Best,

Leslie Meredith Product and Editorial Director

Editorial Director

Leslie Meredith Leslie.Meredith@breakbulk.com

Senior Reporter

Simon West simon.west@breakbulk.com

Designer Mark Clubb

Reporters

Luke King

Amy McLellan

Liesl Venter Iain MacIntyre

Breakbulk Magazine Editorial Board

John Amos Amos Logistics

Tina Benjamin-Lea Northvolt Drei Project GmbH

Fayçal Boumerkhoufa Ascent Global Logistics

Dea Chincuanco dship Carriers

Elisabeth Cosmatos Cosmatos Group of Companies/ The Heavy Lift Group

Dennis Devlin DT Project America

Payne Fischer Kuehne+Nagel

Dharmendra Gangrade Larsen & Toubro

John Hark Bertling North America / Texas A&M University

Itoro Ibanga Air Liquide

Margaret Kidd Houston Maritime Center & Museum

Jake Swanson DHL Global Forwarding

Edward Talbot Roll Group

Grant Wattman Jade Management Group, Inc.

Andrew Young Bechtel Corporation

Portfolio Director

Jessica Dawnay Jessica.Dawnay@breakbulk.com

To advertise in Breakbulk Media products, visit: http://breakbulk.com/page/advertise

Subscriptions

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The Studios, 2 Kingdom Street Paddington, London W2 6JG, UK

Leslie Meredith

Exhibitors and Breakbulk Global Shipper Network members in this issue:

Movers & Shakers (p. 12)

GEODIS, Blue Water Shipping, WR Logistics, LPX Partners, LS Cargo, Airbus, Air Charter Service, QTerminals, HHLA

Waves of Cargo (p. 14)

Berard Transportation Inc.

PCC’s Strategy for a Shifting Supply Chain (p. 18)

PCC Logistics

Lifting the Industry: MYCRANE’s US$50M Expansion (p. 36) MYCRANE

Inside the Critical Minerals Race (p. 44)

DHL Global Forwarding

Tracking a Future for Project Cargo (p. 54)

UTC Overseas, BNSF

Navigating Project Cargo’s Complex Evolution (p. 63)

UTC Overseas, Technip Energies

Readiness, Resources and Timing for Project Logistics (p. 68)

Expeditors International

DHL Industrial Projects Puts Diversity to Work (p. 76)

DHL Global Forwarding

Geothermal on the Rise (p. 80)

Chevron, BHP, NOV, Shell Energy, Nabors

The Dealmakers in Dubai (p. 111)

LPX Partners

Saudi Sets Stage for 2034 (p. 104)

JSL Global, Red Sea Gateway Terminal, GAC Qatar, The Heavy Lift Group, Roll Group, CEVA-Almajdouie Logistics, DENZAI, Saudi Ports Authority, NEOM, BESIX Group, Aramco

Inside deugro’s High Stakes Move (p. 117)

deugro, United Heavy Lift, BBC Chartering, AD Ports Group, Samsung C&T

Baltic Security Boost Creates Project Cargo Boom (p. 122)

BigLift, The Heavy Lift Group, Goldhofer, CF&S Group, Siemens Energy

Vietnam, Verified (p. 127)

DHL Global Forwarding, Blue Water Shipping, Rhenus Air & Ocean, NMT Projects

Key: Exhibitor

Breakbulk Global Shipper Network Member

INSIDE

Movers & Shakers

Waves of Cargo - Berard Transportation Inc.

PowerTrips Photo Contest Winners

West Coast Ports Update With PCC Logistics

News Bites

New Exhibitors at Breakbulk Americas

Project Power Awards Shortlist

MYCRANE’s Trading Expansion

Meet the Breakbulk Editorial Board

Margaret Kidd on Tariff Tensions

Women Steering America’s Waterways

One of North America’s first all-electric mobile cranes ready for operations at the Port of San Diego.

Credit: Port of San Diego

MOVERS AND SHAKERS

Highlighting Recent Industry Hires, Promotions and Departures

GEODIS

Laura Ritchey has begun her new role as president and CEO of GEODIS in the Americas, succeeding Mike Honious, who is retiring from the supply chain industry after 20 years with the company. Ritchey will lead a workforce of nearly 20,000 employees across eight countries, overseeing the management and growth of multiple business units in North and South America, including contract logistics, freight forwarding and transportation.

Ritchey joins GEODIS with over 30 years of experience, including 15 years in supply chain management for both retail and third-party logistics. Most recently she served as CEO of e-commerce fulfillment provider Radial, Inc. “With the U.S. being one of the top markets in our global network, Laura has the robust industry and leadership experience needed to continue strengthening GEODIS’ position in this critical region,” said Marie-Christine Lombard, CEO of GEODIS.

Blue Water Shipping

Following his departure as CEO of DHL Industrial Projects, Ryan Foley is set to join Blue Water Shipping as senior vice president of projects, effective from January 2026. “Blue Water’s reputation for tailored, safe and scalable project logistics aligns perfectly with my background in global industrial forwarding and project execution,” Foley said. “Together, I am confident we will exceed client expectations and drive sustainable value across major capital-intensive projects.”

In his new position, London-based Foley will lead Blue Water’s global project logistics strategy across sectors including energy, infrastructure, mining and industrial development, working closely with regional teams in Europe, the Americas, the Middle East and Africa, Asia and Oceania.

WR Logistics

WR Logistics has appointed Enejan Novruzova as CEO of its branch in Ashgabat, Turkmenistan, recently launched as part of the company’s ongoing expansion in the CIS region. In her new role, Novruzova will focus on building strong local partnerships and driving strategic growth.

Fluent in Turkmen, English, Russian and Turkish, Novruzova previously served as country manager at Suvari Shipping & Trading, where she led business development and operations across the Turkmenistan and CIS markets. She also worked at Turkmenbashi International Sea Port, where she managed marketing strategy and inter-port cooperation in the Caspian region.

LPX Partners

Global logistics and supply chain investment firm LPX Partners has welcomed Thomas Skellingsted as its new managing director. Based in Dubai, Skellingsted will lead the buildout of LPX’s consulting practice, focusing on control tower implementation, bonded warehouse and logistics innovation across sectors such as energy, renewables, mining and infrastructure. He will also support the development of LPX’s core logistics operations across the region.

A frequent speaker at Breakbulk events, Skellingsted boasts more than three decades of experience in transport and logistics, with executive stints at companies including Hitachi and ABB. Prior to LPX Partners, he was president of Texas-based 4D Supply Chain Consulting, part of the deugro group.

Laura Ritchey

Ryan Foley

Thomas Skellingsted

Enejan Novruzova

Blue Water Shipping

Thomas Bek has been appointed CEO of Blue Water Shipping, taking over from Søren Nørgaard Thomsen, who is leaving the transport and logistics group after seven years. Bek joined BWS as a freight forwarding trainee nearly three decades ago. He most recently served as chief operating officer of the company’s energy, ports and projects division.

“Thomas Bek has a deep understanding of and knowledge about the entire Blue Water business: commercially, operationally and financially — and he is one of the strongest ambassadors for Blue Water’s unique values and culture. We believe that now is the right time to put Thomas at the helm of Blue Water as we set out to achieve the goals of our ambitious 2030 strategy,” said Jørgen Wisborg, chairman of the board.

LS Cargo

Drew Roberts has started his new role as president of North American operations at LS Cargo. Boasting more than 20 years of experience in the project logistics sector, Roberts brings “deep expertise” in handling complex industrial shipments in areas such as heavy-lift, over-dimensional cargo and U.S. rail transportation, LS Cargo said.

Prior to joining LS Cargo, Roberts headed North American operations at Trans Global Projects (TGP). He has also held executive positions at Martin Bencher Group (now part of Maersk Projects), DSV and deugro.

Airbus

Airbus has stuck with a familiar face after naming Jürgen Westermeier as president and managing director for India and South Asia. Westermeier joined Airbus as chief procurement officer in 2020 following more than two decades at BMW.

In his new role, Westermeier will lead Airbus’ operations in India and South Asia across commercial aircraft, defense and space, and helicopters. He will oversee commercial aircraft sales and drive regional expansion in the areas of services, engineering, digital solutions, innovation and training. The executive will also support Airbus’ commitment to ‘Make in India’ by advancing key company campaigns aligned with this national vision.

Air Charter Service

Air Charter Service has named Kerry Holder as its new chief financial officer, succeeding Stewart Pitt, who steps down after 19 years in the role to become a non-executive director. Holder brings to the company nearly three decades of financial experience, having begun her career at KPMG in 1997 and most recently serving as group finance director at Oxford International Education Group.

“ACS is unique in its field, with large volumes of business going through its global network across 18 countries. ACS is in a strong financial position, and I look forward to continuing the incredible work that Stewart achieved during his tenure,” Holder said.

QTerminals

Marco Neelsen has been appointed group CEO of Qatar-headquartered port operator QTerminals. Neelsen takes over from Charles Meaby, who, since April, has been acting CEO following the departure of Neville Bissett earlier this year. Meaby will return to his former role as managing director of Hamad Port, QTerminals’ flagship facility in Doha.

“His proven expertise in operational excellence, strategic transformation and port development positions him strongly to lead QTerminals into its next phase of growth, transformation and global expansion,” the company said.

Hamburger Hafen und Logistik

Jeroen Eijsink has become CEO of Hamburg-based logistics provider Hamburger Hafen und Logistik (HHLA), effective from October 1. Eijsink brings more than 25 years of international experience in the logistics and transport industry. The executive previously worked for road transport company Girteka Group, where he also served as CEO and led the strategic realignment of the company.

“HHLA is gaining an internationally experienced leader with a deep understanding of the challenges and opportunities of global logistics,” said Rüdiger Grube, chairman of the supervisory board. “We are confident that Jeroen Eijsink will provide the right impetus to ensure that HHLA remains successful, future-proof and competitive.”

Kerry Holder

Marco Neelsen

Jeroen Eijsink

Drew Roberts

Thomas Bek

Jürgen Westermeier

SHINE DOWN HITS THE WATER: BERARD LAUNCHES WORLD’S LARGEST HOUSEBOAT

When the world’s largest houseboat was ready to launch into Louisiana’s Bayou Teche waterway, heavy transport specialist Berard was there to take the helm. Built in Loreauville by the skilled craftsmen at Breaux Brothers Enterprises, the 330-ton, 120-foot Shine Down demanded precision planning and expert handling before its onward journey to sunny Florida. We spoke with Berard’s owner and COO, Braedon Berard, to hear how his team pulled off this mammoth splash.

Q: What were the biggest logistical challenges you had to prepare for before the move?

BB: Our team has assisted Breaux Brothers with nearly all their builds over the years, but this one was a milestone for the shipyard as it was the tallest, widest and heaviest vessel built to date. Several site visits, engineering and planning were considered to ensure all went well for the launch. When

the vessel was ready for transport to the launch ramp, the team had only about one foot of clearance between the vessel’s second deck roof and the shop roof to lift the vessel to begin the transport. Once at the launch ramp, the vessel was lowered onto an airbag system for the final launch phase. Heavy-duty prime mover winch trucks with cable lines attached to the vessel were used for a precise and controlled descent rate into the Bayou Teche.

Q: What equipment did you choose to manage the vessel’s weight and size?

BB: We deployed 16 lines of self-propelled modular transporters (SPMTs) to move the vessel to the launch ramp, two power pack units (PPUs), four prime mover trucks to slowly lower the vessel down the ramp and six air bags.

Q: Were there any unexpected issues during the move or launch?

BB: With all the pre-planning and preparation exercised prior to launch, we experienced no unexpected issues, proving

Waves of Cargo

Braedon Berard

The Shine Down is safely launched and ready for its onward voyage to Florida.

Credit Berard

that doing your homework certainly makes for a flawless job.

Q: What was the most rewarding aspect of the project for you and your team?

BB: The most rewarding aspect of the job was that both Breaux Brothers and Berard Transportation are from the same one red light town, and employees from both companies grew up together. Another rewarding aspect would be assisting them with another milestone project. This vessel received quite a bit of publicity as it finally made its way down the Bayou Teche and onward to its home in Florida. We’re proud to be a part of such a fantastic project.

The 330-ton houseboat is slowly lowered into the water using prime movers and airbags. Credit: Berard

The project team deployed four prime mover winch trucks to control the launch. Credit: Berard

Berard had just one foot of clearance between the vessel’s second deck roof and the shop roof. Credit: Berard

16 lines of SPMTs move the Shine Down slowly to the launch ramp. Credit: Berard

Winning Photo

Bragg Companies

Bragg Companies is hard at work at the Gonzaga Ridge Wind Farm, using their Goldhofer FTV 850 blade transporter and AdDrive modular system to safely haul massive wind turbine blades across challenging terrain.

Visit the Bragg team at Breakbulk Americas, Stand M36

Original photo (drone image taken at lower resolution). Credit: Cara Reece

Winning video Racing Cargo

Visit us at Stand B16

From Kandla to Galveston, 2025:

This Breakbulk operation moved 1,800 tonnes of solar steel structures from India to Galveston, navigating thousands of nautical miles across global shipping lanes. Every stage from port handling to secure stowage was coordinated with precision, ensuring the cargo arrived safely on June 29.

Watch on YouTube https://www.youtube.com/watch?v=2Svpk2jt1UA

Top Photos

2nd Place: Racing Cargo, Galveston, Texas, Stand B16 Credit: David James

4th Place: Unimar, Amazonas, Brazil

3rd Place: Fracht Group, Houston, Texas Credit: Digiworld Media

5th Place: Port of San Diego, San Diego, California, Stand T07 Credit: Clarisse Meyer

PCC’S STRATEGY FOR A SHIFTING SUPPLY CHAIN

As Tariffs Redirect Trade, PCC Helps Project Cargo Shippers Rethink the West Coast

By Leo Lopez

Founded in 1988 by Mike McDonnell, Pacific Coast Container began as a 10,000-square-foot cross-dock facility specializing in frozen protein. Over the past 37 years, PCC Logistics has grown into an industry leader with 12 business units across five major U.S. West Coast ports.

Today, PCC Logistics offers a comprehensive suite of services, including warehousing, distribution, project cargo and transportation, customized to meet the operational needs of both domestic and international clients. Our strategic locations in Seattle, Tacoma, Oakland, Los Angeles and Long Beach enable us to serve every major West Coast port with precision and reliability.

With over 2 million square feet of warehouse space and rail service in every region, PCC delivers scalable logistics solutions backed by deep operational expertise.

At the heart of our company is a customer-first philosophy rooted in honesty, loyalty and integrity. This commitment has fostered long-standing partnerships, some spanning more than three decades, built on trust, performance and shared growth.

West Coast Ports Rise as Project Cargo Gateways in the Tariff Era

The U.S.-Asia tariff shakeup has disrupted traditional cargo flows, leading to a drop in container volumes at West Coast ports. But with reduced congestion comes opportunity. These ports are now emerging as high-performance gateways for project cargo, especially as shippers re-evaluate routing and customs strategies.

PCC Logistics Leads the Response

With warehousing and project cargo facilities across Los Angeles/Long Beach, Oakland and Seattle/Tacoma, PCC has accelerated its expansion to meet the moment. The company recently added bonded capacity throughout its West Coast network — empowering importers to mitigate tariff exposure through duty-deferral strategies, align cargo release with delivery schedules and stage oversized and sensitive cargo with precision.

Tariffs Change the Game

Over the past year, tariffs have introduced major uncertainty. While freight rates stabilized in August following a surge of pretariff imports, volatility remains a constant.

“Surprises in shipping, like last-minute surcharges or vessel skips, don’t faze us,” said Leo Lopez, director of operations at PCC. “We adjust routing, cross-dock if needed and shift delivery plans to keep cargo moving.”

As global sourcing shifts and customs strategies evolve, PCC’s bonded infrastructure and operational agility are helping shippers navigate complexity with confidence.

Why West Coast Ports Are Emerging as Project Cargo Powerhouses

Despite tariff volatility, global countries remain a key source for industrial equipment and modular components used in North American infrastructure projects. Many suppliers continue to

Owner Mike McDonnell circa 1988, the beginning of PCC Logistics. Credit: PCC

offer cost-competitive solutions, making direct ocean routes from Asia to the U.S. West Coast both practical and efficient.

West Coast ports, including Los Angeles/Long Beach, Oakland and Seattle/Tacoma, offer distinct advantages: faster customs clearance through established bonded facilities, direct inland connectivity via rail and trucking corridors, and strategic proximity to high-growth regions like California, the Pacific Northwest, Alaska and Western Canada.

These regions are experiencing a surge in energy, mining and infrastructure investment, and West Coast ports are uniquely positioned to support complex project cargo flows. PCC Logistics, with bonded and project cargo facilities in all three gateways, is helping importers navigate tariff exposure while maintaining delivery precision.

Recent shifts in trade policy have only amplified this opportunity. As container volumes decline due to tariff-driven sourcing changes, shippers are turning to West Coast gateways for alternate routings, duty-deferral strategies and controllable project delivery.

Regional Perspectives: West Coast Gateways in Action

Los Angeles/Long Beach

No U.S. port has felt the impact of shifting tariffs more acutely

than LA. Brandon McDonnell, executive vice president at PCC noted: “We’ve expanded bonded warehouse capacity to support duty-deferral, smooth customs clearance and provide flexible staging for oversized and sensitive cargo.” As importers frontload shipments ahead of tariff deadlines, PCC’s infrastructure ensures agility and compliance in one of the nation’s busiest trade corridors.

Oakland

Northern California’s clean energy boom and industrial reinvestment are driving new volumes through the Port of Oakland. Luis Corral, facility manager at PCC Oakland emphasized: “Oakland is well placed for cargoes feeding the region’s renewables and manufacturing sectors. Strong inland access makes it a natural hub for project cargo.” With EPAbacked zero-emissions initiatives underway, Oakland is fast becoming a sustainability leader in the logistics space.

Looking Ahead

With sourcing decisions in flux, West Coast ports are taking on a larger role in project cargo movement. PCC’s bonded capabilities and regional coverage give importers the flexibility to plan smarter under pressure. To learn more about PCC Logistics’ plans, visit them at Breakbulk Americas, Stand Q36

Leo Lopez is the director of national accounts and operations at PCC.

One of PCC’s state-of-the-art facilities serving the West Coast and beyond. Credit: PCC

NEWS BITES FROM AROUND THE WORLD: QUICK HITS, BIG IMPACT!

A roundup of Breakbulk shippers and exhibitors in the news

FLUOR-JGC JV WINS FEED WORK AT LNG CANADA FACILITY

A JV between Fluor and JGC has been awarded a contract to update the front-end engineering and design (FEED) for a proposed Phase 2 expansion of the LNG Canada facility in Kitimat, British Columbia. LNG Canada itself is a JV between Shell, Petronas, PetroChina, Mitsubishi Corporation and KOGAS.

DP WORLD EXPANDS AUTOMOTIVE CAPACITY AT JEBEL ALI

DP World has increased automotive capacity at Jebel Ali Port in Dubai with the opening of a 2.6 million square foot vehicle storage yard at Terminal 4. The expansion, which includes an 800-meter quay capable of handling up to three roll on-roll off vessels at once, has added 13,000 car equivalent units, boosting total capacity by 21% to 75,000 CEUs.

The upgrade has seen the transfer of ro-ro operations from Terminal 1 to the new purpose-built zone at T4, a move that will improve berth availability, shorten turnaround times and free up space to meet rising demand. The upgrade comes amid robust growth in vehicle volumes, with the Middle East’s busiest port handling 545,000 vehicles in the first half of 2025, up by 28% from a year earlier.

Since 2018, the Fluor-JGC JV has worked on the project’s Phase 1 by providing critical engineering, procurement, fabrication management, construction and commissioning services to build the facility and support safe startup. The 14-milliontonnes-per-year plant recently celebrated its first shipment of LNG.

PRISM BOOSTS GULF FLEET WITH ABU DHABI BARGE LAUNCH

Prism Logistics has launched its first 250-class barge into service in Abu Dhabi, strengthening its marine transport capabilities across the Gulf Cooperation Council (GCC). Built for transporting heavy loads across international sea routes, the vessel marks a significant step in the company’s offshore logistics expansion.

The barge will support industries including oil and gas, renewables, power and other industrial markets. While primarily intended for operations within GCC waters, it will also be deployed for worldwide missions if needed, the company said. The company confirmed that three more barges – a 230-class, 300-class and 330-class – will join the Abu Dhabi fleet in the coming months.

BOSKALIS-ALLSEAS JV WINS TAIWAN GAS PIPELINE CONTRACT

A JV between offshore contractors Boskalis and Allseas has secured a €1.2 billion contract from Taiwan’s state-owned oil and gas firm CPC Corporation to build a major offshore natural gas pipeline. The 50/50 consortium will design, construct and install the 232-kilometer YT2 pipeline, which will run parallel to an existing line linking the Yongan LNG terminal in southern Taiwan to the Tongxiao transfer station in the north.

The project, aimed at boosting energy security and supporting Taiwan’s energy transition, is slated to begin in 2026 and conclude in 2028. Taiwan is ramping up LNG infrastructure as it shifts away from coal and nuclear energy, with gas expected to play a central role in its future energy mix.

POLAND ENERGY MINISTER: SMRs TO JOIN GRID BY 2040

Poland is preparing to integrate small modular reactors (SMRs) into its power grid by 2040, Energy Minister Milosz Motyka said. The minister told an audience in Warsaw that work is under way on a roadmap to develop the SMRs, advanced reactors with a generating capacity of up to 300 MW. Plans are already in place in Poland

EXXONMOBIL FIRES UP FOURTH OFFSHORE GUYANA PROJECT

ExxonMobil has begun production at Yellowtail, its fourth oil development at Guyana’s prolific offshore Stabroek block. Yellowtail’s One Guyana floating production storage and offloading vessel joins the Destiny, Unity, and Prosperity FPSOs, bringing total installed capacity in Guyana to more than 900,000 barrels of oil per day (bopd).

One Guyana is the largest FPSO on the Stabroek block with an initial annual average production of 250,000 bopd and a storage capacity of two million barrels. By 2030, ExxonMobil Guyana expects to have a total production capacity of 1.7 million barrels of oil equivalent per day from eight developments.

for its first large-scale nuclear power plant at Lubiatowo-Kopalino on the Baltic Sea coast near Gdansk. Bechtel has been brought on board to build the facility, which will use Westinghouse AP1000 reactors to provide three GW of clean energy. Construction is slated to start in 2028, with the first of three reactors coming online in 2036.

ACS KEEPS CARGO MOVING AFTER SOUTHEAST ASIA BORDER SNARL

Air Charter Service (ACS) has arranged dozens of charter flights transporting thousands of tons of cargo between Thailand and Cambodia, following the sudden closure of the countries’ shared land border. The cargo is being shipped as manufacturers have scrambled to secure alternative logistics solutions after the border shutdown halted all road transport, severely disrupting supply chains.

The aircraft charter specialist said the initial spike in demand came from the automotive industry, with flights carrying as much as 100 tons of cargo. Requests quickly expanded to consolidated shipments involving goods from multiple industries. The charters have run between Bangkok and the Cambodian cities of Siem Reap and Phnom Penh, with cargo moving in both directions.

ACWA POWER, GIC TO DEVELOP KUWAIT’S LARGEST IWPP

ACWA Power and consortium partner Gulf Investment Cooperation have signed a letter of agreement with authorities to develop the Az-Zour North Phase 2 & 3 Independent Water and Power Project (IWPP) in southern Kuwait. The US$4 billion project is set to be the nation’s largest integrated power and water plant, with a net

power generation capacity of at least 2,700 MW and a net desalinated water production capacity of 120 million imperial gallons per day.

According to ACWA Power, the facility will be developed under a 25-year buildoperate-transfer (BOT) agreement, with the consortium designing, financing, building, operating and maintaining the

plant before transferring ownership to the government. Operations are slated to begin in 2029.

MEET NEW EXHIBITORS AND SPONSORS AT BREAKBULK AMERICAS

We asked some of our standout exhibitors a few questions, including what they have to offer and what the biggest industry challenges are today, to help you start the conversations on the show floor.

ONE Dan Sheehy Senior Vice President of Marketing & Commercial Virginia, USA Maritime Transport www.one-line.com Sponsor

What is the most important thing about your company that you’d like the Breakbulk community to know about?

We want the breakbulk community to know that Ocean Network Express (ONE) is fully committed to being a reliable, flexible and innovative partner for oversized and project cargo solutions. While ONE is globally recognized for its extensive container shipping network, we’re not just a container carrier, we’re a partner you can trust for your most challenging logistics needs. Our global reach and local expertise ensure that we can efficiently and safely support breakbulk and project cargo movements across key trade lanes.

What made you decide to exhibit /sponsor at Breakbulk Americas this year?

Breakbulk Americas provides an exceptional platform to connect directly with key players across the supply chain. As the largest gathering of industry professionals in the Americas, the event allows us to showcase our specialized services, particularly in handling heavy-lift, oversized and complex cargo moves, and to highlight our expanding capabilities across North America.

More than that, we see Breakbulk Americas as a golden opportunity to engage with current and potential partners, understand emerging market needs, and reinforce our customer-first approach by listening and learning from our peers.

What are the biggest challenges facing industry professionals, and how can coming together in Houston benefit you and your colleagues?

Navigating continued supply chain volatility is a monumental challenge, especially in relation to project cargo planning, port congestion, equipment availability and geopolitical uncertainty. Every move within the breakbulk and heavy-lift space is complex and high-stakes, making collaboration and real-time information sharing more critical than ever.

The beauty of our time at Breakbulk is that it’s not just a trade show: it’s a forum for open dialogue, relationship building and solution sharing. By connecting face-to-face with shippers, trucking companies, forwarders and port authorities, we gain clearer insights into shared challenges and can collaborate to create more resilient, innovative supply chain strategies. As ONE, We Can!

GCS Industrial Group

Chad Downs Vice President

Texas, USA Maritime Transport www.gcsind.com Stand F51

What is the most important thing about your company that you’d like the Breakbulk community to know about? We want the Breakbulk community to know that GCS Industrial is a Houston area-based stevedore company that operates in Texas and Louisiana. GCS Industrial leads with safety and quality, coming through on our commitments to clients and our employees is paramount.

What made you decide to exhibit at Breakbulk Americas this year?

Attending Breakbulk will aid GCS Industrial in showcasing our brand, broadening our network and growing our company. Connecting with potential future clients and building relationships is essential to GCS’s growth.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

The biggest strains industry professionals face today in our opinion are global trade uncertainties, port congestion and delays, geopolitical instability, and technology adoption and integration. With great minds from thousands of premier companies coming together at Breakbulk Americas, ideas and solutions to significant industry issues can be communicated and remedied.

Heavy Duty Transaxle

Peter Thomas Chief Operating Officer

Washington, USA

Equipment hdtransaxle.com

Stand R16

What is the most important thing about your company that you’d like the Breakbulk community to know about?

Heavy Duty Transaxle is the largest independent distributor of Meritor industrial and off-highway components in the USA. We specialize in providing high-quality drivetrain components for off-highway, load-intense applications like port operations, ensuring durability, efficiency and superior performance. Since 1995, we’ve kept America’s fleets up and running.

What made you decide to exhibit at Breakbulk Americas this year?

The attendees at Breakbulk Americas are the leaders in energy, construction and logistics. Their operations depend on a reliable fleet, which requires a reliable supply of genuine drivetrain components. Heavy Duty Transaxle and Meritor have combined to deliver a unique offering, providing high-quality drivetrain solutions tailored for specialized applications. This partnership ensures unmatched durability, efficiency and performance.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

Mergers, acquisitions and planned obsolescence have created significant challenges for maintenance managers striving to keep their fleets operational. Extended lead times and inflated costs often leave equipment idle, resulting in substantial losses in both time and revenue. Heavy Duty Transaxle, in partnership with Meritor, offers a powerful solution. Our innovative programs deliver high-quality drivetrain components, ensuring reliable fleet performance without excessive costs. With a focus on durability, efficiency and exceptional customer support, we empower maintenance managers to minimize downtime and maximize operational success.

Racing Cargo

Agustín Ravelo Chief Commercial Officer Texas, USA

Freight Forwarder

racingcargo.com

Stand B16

What is the most important thing about your company that you’d like the Breakbulk community to know about?

Racing Cargo is a logistics company with a strong global presence. We combine global reach with local expertise, ensuring seamless coordination and execution across borders. Our team is deeply committed to delivering solutions that go beyond transportation, we build trust and long-term partnerships.

What made you decide to exhibit at Breakbulk Americas this year?

This year is a milestone for Racing Cargo as we launch several groundbreaking breakbulk cargo projects in the U.S., especially in strategic hubs like Galveston, Houston and California.

Exhibiting at Breakbulk Americas is a natural step because it allows us to formally introduce our capabilities to the North American market and connect with industry leaders. We’re here to show that Racing Cargo is not just entering the U.S. market, we’re here to make an impact.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

The biggest challenges today include navigating global supply chain disruptions, ensuring cargo security and bonding with strong, reliable partnerships in a fast-paced

environment. Coming together in Houston creates an essential space for collaboration, knowledge exchange and relationship-building. For us at Racing Cargo, it’s an opportunity to strengthen our network, deepen key partnerships and build the trust that drives successful project execution, both in the U.S. and globally.

Xenon Freight Solutions

Jessie (Alesi) Schueller

Head of Commercial Development

New Jersey, USA

Freight Forwarder

xenonfs.com

Stand H33

What is the most important thing about your company that you’d like the Breakbulk community to know about?

Xenon FS is a full-service final mile provider. We can assist in any location in the continental U.S., as well as Canada, Hawaii, American Samoa and Guam. We are able to assist with any OOG, flatbed, FTL/ LTL, breakbulk and/or specialized cargo moves. We like to consider ourselves a one-stop shop for all your final-mile needs!

What made you decide to exhibit at Breakbulk Americas this year?

We understand the demand for specialized trucking and feel Breakbulk Americas is a great way to get our name out to the breakbulk logistics community.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues? Creativity and innovation are key in this market. Not everyone is willing to brainstorm to come up with new solutions for transporting difficult breakbulk commodities and sizes. We are all industry experts in this field, and we can collectively come up with new ways to move our customers’ goods efficiently.

Doral Equipment Rental

Ken Meuler

Rental

Specialist

Wisconsin, USA Equipment

doralequipmentrental.com

Stand E58

What is the most important thing about your company that you’d like the Breakbulk community to know about?

Doral Equipment Rental offers the largest fleet of VersaLift forklifts in the nation for bare rental, along with other specialized heavy lifting equipment for rigging and machinery moving. We provide coast-to-coast delivery for both shortterm and long-term rentals, ensuring our customers get reliable, well-maintained equipment exactly when and where they need it. Our team understands the precision, safety and efficiency that critical lifts demand, and we back every rental with responsive, expert support.

What made you decide to exhibit at Breakbulk Americas this year?

This is our first year at Breakbulk Americas, and we see it as the premier gathering place for the project cargo, rigging and heavy-lift community. Our goal is to connect with industry leaders, share how our specialized fleet can help solve complex lifting challenges and forge partnerships with companies who value dependable equipment and service.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

One of the biggest challenges in our industry is coordinating specialized equipment availability with tight project timelines, especially when those projects require precise, heavy-lifts in diverse locations. By coming together at Breakbulk Americas, we can exchange solutions, learn from each other’s expertise and build the relationships that make these complex projects possible, no matter the distance or demands.

ICAT Logistics

Tyler Sullivan

Texas, USA

Freight Forwarder www.icatlogistics.com

Stand D48

What is the most important thing about your company that you’d like the Breakbulk community to know about?

ICAT Logistics has been in business for over three decades, delivering the most complex and critical

cargo to over 226 countries and territories through our global partnerships and deep industry knowledge. While we are well known for our government and defense work, we have expanded into the oil and energy sector by establishing a centralized project control tower for smarter decisions and faster results. We actively charter both aircraft and vessels and have implemented warehouse consolidation programs for leading oil and gas companies. By applying our proven government and defense logistics expertise, we provide mission-critical solutions with the speed, compliance and precision that the energy sector demands now more than ever.

What made you decide to exhibit at Breakbulk Americas this year?

We are investing across the Gulf Coast and key export corridors that support it. Our objective is to align early with EPCs, OEMs, and our carrier, warehouse and trucking partners, to solve global, high consequence challenges for our customers. Breakbulk Americas is the ideal platform for our team to connect with top decision-makers, formalize long-term partnerships and establish standard operating procedures that will be crucial for years to come.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

The oil and energy supply chain is under continuous pressure from multiple fronts. We are contending with volatile geopolitical chokepoints, such as the Strait of Hormuz and Suez Canal, infrastructure constraints at critical ports and inland corridors, tightening regulatory and ESG mandates, and cost inflation across ocean, air and trucking capacity.

Climate-related risks from sea level rise at export terminals to extreme weather disrupting production and transport are also forcing operators to reinvent resilience. The oil and gas industry continues to struggle with the constant shortage of skilled labor, both on the operational and compliance sides, while cybersecurity threats are escalating and impacting digital logistics networks.

The Gulf Coast region is a global energy and project cargo hub that is home to major EPCs, OEMs, operators and logistics providers. Gathering in Houston for Breakbulk Americas offers a strategic advantage, giving our team the opportunity to exchange real-time intelligence on evolving risks, align on contingency routing and infrastructure solutions, and strengthen partnerships that shorten decision cycles in high consequence moves. This concentrated forum in Houston is a great way to connect with the key stakeholders who collectively drive resilience, efficiency and innovation in the face of today’s logistics headwinds, and we look forward to making an impact.

BDS Heavy Haul

Ryan Simons President

North Dakota, USA and Alberta, Canada Road Transport

bdsheavyhaul.com

Stand T14

What is the most important thing about your company that you’d like the Breakbulk community to know about?

With a fleet of specialized heavy haul trailers, pilot trucks, picker trucks and crane units, BDS Heavy Haul navigates route planning, permits, regulatory compliance, customs clearance and safety requirements to expertly haul oversize and overweight loads to their required destinations. Whether moving oversize/overweight industrial equipment across Canada’s challenging terrain or navigating U.S. interstate regulations with multi-wheeled trailers, we provide seamless transportation solutions backed by a fleet of specialized, state-of-the-art heavy haul trailers capable of hauling up to 225,000 lbs. and a commitment to cross-border coordination.

What made you decide to exhibit at Breakbulk Americas this year?

We chose to exhibit at Breakbulk Americas because it aligns perfectly with our strategic growth goals and our commitment to serving the North American heavy haul market. This event is the ideal platform to showcase our expanded cross-border capabilities that have been strengthened by recent investments in additional heavy haul trailers and specialized equipment.

It also provides the opportunity to connect face-to-face with both new and existing clients across sectors. These conversations allow us to better understand project needs, share our expertise and explore how BDS can deliver safe, efficient and compliant transport solutions for some of the most complex loads across the U.S. and Canada.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

Oversized and overweight loads, particularly cross-border shipments like those BDS Heavy Haul specialize in, face a maze of changing regulatory requirements, trailer configuration acceptance, rising costs, skilled labor shortages and aging transportation infrastructure that impacts route planning. Managing these complexities requires significant resources, precise coordination, meticulous planning and the expertise of a seasoned heavy haul provider. When done incorrectly, clients face disruptions to their supply chains and project delays.

Breakbulk Americas is where these challenges meet solutions. Gathering in Houston enables industry leaders to connect with suppliers who have invested in showcasing their expertise, discussing emerging trends, and exploring practical solutions backed by real-world experience. For BDS and our clients, events like this go beyond networking, they foster relationships and collaborations that turn complex heavy haul projects into smooth, successful operations.

The Port of Hueneme

Stacy Lange Chief Commercial Officer

California, USA

Ports & Terminals

www.PortofH.org

Stand C57

What is the most important thing about your company that you’d like the Breakbulk community to know about?

How to pronounce Hueneme: Why-Nee-Me. All kidding aside, we want the breakbulk community to see the Port of Hueneme as their premier gateway in the West, known for our uncongested gate and out-of-the box thinking. As an operating port, we are able to choose our commercial business partners and offer unique solutions. This flexibility has allowed us to drive innovation and grow our cargo volume by 80% over the last ten years.

What made you decide to exhibit at Breakbulk Americas this year?

Exposure was a key driver in our decision to exhibit at Breakbulk Americas this year. The Port of Hueneme has made significant investments in infrastructure to support our continued growth, with major improvements already completed and more on the way. Our unique operating model offers flexibility and efficiency that we believe aligns well with the needs of the breakbulk community. We’re here not only to share what makes Hueneme a strong partner, but also to learn, collaborate and strengthen relationships across the industry.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

In today’s climate of uncertainty in international trade, one thing remains clear: relationships matter. The breakbulk industry is navigating shifting regulations, supply chain disruptions and evolving market demands. Coming together in Houston gives us the opportunity to build the right partnerships, share insights and collaborate on solutions. Now more than ever, the ability to weather changing tides depends on the strength of our connections.

Gulf of America Logistics

Keith Lincoln Vice President of Operations

Louisiana, USA

Freight Forwarder

www.goalogistics.com

Stand M01

What is the most important thing about your company that you’d like the Breakbulk community to know about?

Gulf of America Logistics (GOAL) is a veteran-owned, U.S.-based logistics provider built around engineered solutions for oversized, heavy-haul and project cargo. We pride ourselves on being hands-on problem solvers who understand the challenges of moving complex freight safely and efficiently. Our team combines decades of operational expertise with a homegrown, America-first approach to delivering reliable transport services across trucking, barge, and rail.

What made you decide to exhibit at Breakbulk Americas this year?

Breakbulk Americas is the heart of our industry, and Houston is the natural hub for project cargo in North America. As a growing company, we want to showcase our capabilities, connect with partners and demonstrate how GOAL can bring fresh energy and practical solutions to the marketplace. Exhibiting gives us the opportunity to meet face-to-face with decision-makers and reinforce our commitment to being a trusted logistics partner.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

Today’s logistics professionals face tightening capacity, volatile pricing and the need for seamless coordination across multiple transport modes. The best way to overcome these challenges is through collaboration and trusted partnerships. Breakbulk Americas creates that platform: It allows us to exchange ideas, build relationships and align on how to keep projects moving forward despite market headwinds. For GOAL, being in Houston means being at the center of those conversations.

PSC Crane & Rigging

John Boone Special Projects Manger

Ohio, USA Equipment www.pscind.com

Stand N20

What is the most important thing about your company that you’d like the breakbulk community to know about?

At PSC Crane and Rigging, we pride ourselves on being more than just a crane service provider. We are a trusted turnkey partner for complex lifting, heavy hauling and industrial rigging projects. From planning and engineering to execution, our team delivers safe, efficient and cost-effective solutions tailored to each client’s unique needs. With decades of experience and a commitment to safety and precision, we ensure every project moves forward without compromise.

What made you decide to exhibit at Breakbulk Americas this year?

Breakbulk Americas brings together the very industries we serve — energy, manufacturing, infrastructure, and beyond. We chose to exhibit this year to showcase our expanding capabilities, connect with partners and clients, and highlight the expertise we bring to large-scale and specialized projects.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

One of the biggest challenges in our industry today is navigating increasingly complex logistics while maintaining the highest standards of safety, efficiency and compliance. Rising project demands, tighter timelines and evolving regulations require greater collaboration across all segments of the supply chain. By coming together in Houston, we can exchange knowledge, strengthen relationships and align on innovative approaches that keep projects moving smoothly.

South Brooklyn Marine Terminal (SBMT)

Mike Taylor

Head of Ports, Equinor Renewables

New York, USA

Ports & Terminals

www.southbrooklynmarineterminal. com

Stand T21

What is the most important thing about your company that you’d like the breakbulk community to know about?

The South Brooklyn Marine Terminal (SBMT) is a premier port and maritime facility located in the heart of New York Harbor within the Sunset Park neighborhood of Brooklyn. The site features 63 acres of recently upgraded facilities, quayside and laydown areas, heavy-lift infrastructure, versatile berthing options, and large cargo operations dredge depth. SBMT offers unmatched resources for a variety of maritime applications, with a particular focus on offshore wind and renewable energy operations. Strategically situated to serve the Northeast, SBMT is designed to accommodate large-scale logistics, cargo handling and high-capacity staging requirements. The site is currently being upgraded for NY’s Empire Wind project after which it will be available for use in mid-2027.

What made you decide to exhibit at Breakbulk Americas this year?

The current regulatory landscape has changed the outlook for offshore wind in the short-term, and it is likely to be several years before the next wind project uses SBMT for staging and assembly. SBMT is now in a position to service non-offshore wind tenants beginning in 2027. We decided to exhibit at Breakbulk Americas this year to showcase the port’s availability, its capabilities and engage with potential tenants to foster new relationships and potential partnerships.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

The breakbulk industry is navigating complex challenges. Supply chain disruptions and port congestion generate the need for modernized infrastructure that can handle a variety of vessels and cargo. As demand for efficiency and resilience grows, the availability of well-equipped ports and upgraded facilities has become critical, particularly in high-volume and space-constrained markets such as New York.

Breakbulk provides an opportunity to strengthen partnerships across the supply chain. For us at SBMT, Breakbulk provides a platform to showcase our capabilities and capacity, while also contributing to the collective effort to ensure the industry is ready to meet future demands.

Motion Plus

Tim Hobbs Director of Sales (right)

Rick Burks Managing AgentAce Drayage (left)

Pennsylvania, USA Road Transport www.motionpluslogistics.com Stand K10

What is the most important thing about your company that you’d like the breakbulk community to know about?

Our company has a large drayage asset presence in Baltimore, Philadelphia and Harrisburg/Chambersburg. We have 40 total trucks that service those ports and rails, but we also have a brokerage that services the drayage, oversized/over dimensional and over-the-road markets as well. We service all industries and have moved most types of freight in our ownership’s 50 years of combined trucking experience. Every shipment is important to us because every shipment is important to our customers.

What made you decide to exhibit at Breakbulk Americas this year?

Our ownership has attended the Breakbulk Americas in Houston in 2023 and 2024 and decided to become a larger and more impactful part of the exhibit this year. We’re excited to have a booth that will be worked by our employees and owners while we’ll also be walking the floor to see what other companies are attending that we can potentially partner with as customers and vendors. We’re happy to introduce ourselves as well as network other contacts with each other and help everyone grow and thrive together.

What are the biggest challenges facing industry professionals and how can coming together in Houston benefit you and your colleagues?

Every day, millions of trucks move across the highways, carrying the food we eat, the medicine that saves lives, and the goods that keep our stores and industries alive. Without them, shelves go bare, hospitals run short, and factories grind to a halt. Truck drivers are the hidden arteries of the nation, pumping life into every corner of the country.

This is the paradox we live in: We depend on truckers more than ever, but discourage the next generation from joining their ranks. More simply, everyone knows how important truck drivers are to our country, but very few parents ever encourage their children to aspire to seek truck driving as a career. The United States and Canada are in constant need of dependable and experienced truck drivers, and there are plenty of opportunities for the next generation to begin their careers and begin providing for their families and their communities.

NEW EXHIBITORS AND SPONSORS AT BREAKBULK AMERICAS 2025

The Project Power Awards recognize excellence in the execution of complex energy-related projects across the Americas.

These awards serve as a platform to share innovations and practical expertise with the broader Breakbulk community, helping others learn from real-world challenges and successful strategies.

Join the awards ceremony at Breakbulk Americas on Thursday, Oct. 2 at noon on the Main Stage and stay for the celebratory reception! YOU’RE INVITED!

PROJECT POWER AWARDS SHORTLIST

2025 Power Project of the YearA People’s Choice Award

Conceptum Logistics Group

Empowering Clean Energy Through Precision Logistics: Conceptum Logistics’ Partnership with Enerkem Canada

Energy project type: Waste-to-Energy

Meet us at Breakbulk Americas, Stand L21

Port of Brownsville

Rio Grande LNG: A Transformational Energy Project at the Port of Brownsville USA

Energy project type: Carbon, Capture & Storage, Oil & Gas

Meet us at Breakbulk Americas, Stand K30

TRT International, LTD.

Moving Massive Transformers for the National Grid

USA

Energy project type: Battery Storage / Energy Storage Meet us at Breakbulk Americas, Stand G20

Wiz Logtec Solutions Inc.

Supporting What Could Become America’s Largest Solar Panel Manufacturing Plant USA

Energy project type: Solar

2025 Power Move: Barge Transport

De Mase Trucking

Equipment Barged to Ontario for Honda EV Battery Production Canada

Energy project type: Hydrogen

Meet us at Breakbulk Americas, Stand M06

Mallory Alexander International Logistics From India to West Virginia With Planning and Precision USA

Energy project type: Oil & Gas

Meet us at Breakbulk Americas, Stand Q30

UNIMAR AGENCIAMENTOS MARITIMOS LTDA

Navigating the Amazon During a Historic Drought Brazil

Energy project type: Oil & Gas

Ulog Argentina S.A.

Cross-Border Barge Transport of 10 Complete Wind Turbines from China to Bolivia via Argentina

Bolivia

Energy project type: Wind

2025 Power Move: Best Logistics Strategy for an Energy Project

COLI Shipping

The Crossing of a Giant: The Journey of a 280-Ton Transformer from Brazil to Chile Chile

Energy project type: Wind

Erhardt Projects USA LLC

Erhards Projects Handles Global Shipment to Meet Power Demand in New York

USA

Energy project type: Hydroelectric

Meet us at Breakbulk Americas, Stand K12

Luminary Logistics Solutions

Transformer Transport from Brazil to Oregon: A Model for Complex Energy Logistics

USA

Energy project type: Battery Storage / Energy Storage, Solar

Meet us at Breakbulk Americas, Stand E40

RAMPS Logistics

Ramps Logistics Uses MAWI to Automate Customs Info for Valaris

Trinidad & Tobago

Energy project type: Oil & Gas

TRT International

Battery Storage Delivery Strategy for Sungrow USA

Energy project type: Battery Storage / Energy Storage

Meet us at Breakbulk Americas, Stand G20

2025 Power Move: Best Use of Equipment

Atlas Heavy

Transcontinental Transport of the Largest U.S.-Built Storage Tanks USA

Energy project type: Battery Storage / Energy Storage, Oil & Gas

Meet us at Breakbulk Americas, Stand N41

Bragg Companies Gonzaga Ridge Wind Farm USA

Energy project type: Wind

Meet us at Breakbulk Americas, Stand M36

Roll Group

LiMA Project in Bay City, Texas USA

Energy project type: Oil & Gas

Meet us at Breakbulk Americas, Stand F20

2025 Power Move: Ocean Transport

AAL Shipping

AAL’S Engineering Team Achieves Market Firsts With Super B-Class in 2024/2025

Mexico and Chile

Energy project type: Wind

UTC Overseas

Complex Maritime Transport Excellence

USA

Energy project type: Oil & Gas

Meet us at Breakbulk Americas, Stand D21

2025 Power Move: Road & Rail

Anderson Heavy Haul and Rigging

Large-Scale Transportation and Installation: Delivering 700,000-pound Transformer

Canada

Energy project type: Hydroelectric

Meet us at Breakbulk Americas, Stand H31

Bragg Companies

Cross-Country Journey for Refinery Boilers

USA

Energy project type: Oil & Gas

Meet us at Breakbulk Americas, Stand M36

Mallory Alexander International Logistics

Railcars From Switzerland to Maryland for Track Renewal USA

Energy project type: Oil & Gas

Meet us at Breakbulk Americas, Stand Q30

TRT International LTD

Battery Storage Delivery Strategy for Sungrow USA

Energy project type: Battery Storage / Energy Storage

Meet us at Breakbulk Americas, Stand G20

Tradelossa

Powering the North: 282-Ton Transformer Journey from Altamira to Apodaca Mexico

Energy project type: Battery Storage / Energy Storage, Hydroelectric, Solar

PROJECT POWER AWARDS JUDGES

Thank you to our judges for contributing their time and expertise to the Project Power Awards, a first for Breakbulk Americas. Many of our judges will be on hand at the ceremony in Houston on Thursday, Oct. 2 at noon. Join us at the reception to talk about the awards and the energy infrastructure scene. Let’s celebrate together!

John Amos President Amos Logistics

Steve Hill

Director, Global Logistics McDermott International

Amanda Duhon

President & Regional Director, North and Central America Energy Industries Council (EIC)

Peter Jessup Owner

Proactive Change Supply Chain Management Consultancy

John Hark

Chartering Director, North America

Bertling Logistics; Adjunct Professor Texas A&M University

Margaret Kidd Executive Director

Houston Maritime Center and Museum

Dennis Mottola

Owner and Lead Project Logistics Consultant

Mottola Global Logistics LLC

Geanean Ordonez

Project Logistics Manager - Procurement Technip Energies

Tania Smith Global Logistics Manager Freeport McMoRan

John Vogt President WWBC

John Rowe Vice President, Business Development SEA.O.G.

Thomas Skellingsted Managing Director LPX Partners

Grant Wattman President Jade Management Group

Andrew Young Corporate Manager of Logistics / Manager of BGL Bechtel Corporation

LIFTING THE INDUSTRY: MYCRANE’S US$50M EXPANSION

As new Breakbulk exhibitor MYCRANE expands with a Trading business, we look at the capabilities of the different crane types, and highlight a breakthrough lifting innovation from Mammoet, the world’s largest engineered heavy-lifting company.

MYCRANE is best known for developing the world’s first online crane rental platform, putting an end to constant phone calls, inefficient communication and hard-to-compare quotes. Since its launch in 2021, the platform has allowed users to enter their lifting requirements online and receive quotes from a range of crane owners, with registration free for both users and equipment owners.

Now the Dubai-based company is building on that success with the launch in August of MYCRANE Trading, a new division that will handle the sale, leasing and maintenance of cranes and lifting equipment. Based in Dubai’s Jebel Ali Free Zone, the business has already secured US$50 million in investment from a DIFC-based holding company and will operate in partnership with the existing rental platform.

“We’ve seen rising global demand for both new and used cranes, and growing appetite from asset owners to monetize surplus equipment,” says MYCRANE founder and CEO Andrei Geikalo.

“With MYCRANE Trading as a key partner, we can now respond directly to this demand by instantly connecting sellers with the rental platform’s thousands of fleet-owning users, many of whom have urgent purchase needs.”

The new arm combines a physical stock of cranes with the digital reach and transparency of the rental platform, giving customers worldwide access to equipment at competitive prices. The initial focus will be on the Middle East, Africa, CIS and Asia, where MYCRANE already has a strong footprint. All terrain, crawler, rough terrain and tower cranes will be offered, each supplied with certified inspections and safety reports.

MYCRANE has recruited an experienced management team for the new division. Sudheesh Mohan has been appointed head of

sales and marketing, while Mina Asham heads the tower crane business, both based in the UAE.

Geikalo emphasizes that the same principles behind the rental platform will apply at MYCRANE Trading: transparency, verified equipment, and simplified procurement. “Every crane is carefully sourced, with full documentation and inspection available, giving customers trusted access to verified equipment at competitive prices,” he says.

The launch of MYCRANE Trading is the latest in a series of milestones for the company, which has expanded internationally, added new features to its digital platform and collected three industry awards in 2025.

“Our mission has always been to simplify crane procurement,” Geikalo adds. “This new collaboration allows us to do that — not just for rentals, now for ownership too.”

Andrei Geikalo, MYCRANE

The MYCRANE Trading team. Credit: MYCRANE

KNOW YOUR CRANES

From high-rise towers to heavy industrial plants, cranes are the backbone of construction projects. Each type brings distinct advantages and emerging technology is reshaping how they’re deployed. Here’s what you need to know about the machines that keep global projects moving.

Mobile Cranes

The workhorses of construction sites everywhere. These all-terrain and rough-terrain machines excel at quick deployment, with lifting capacities spanning 25 to 1,200+ tons. The trade-off is straightforward: outriggers extended means maximum capacity, while operating “on rubber” cuts lifting power significantly. Today’s models integrate Load Moment Indicators (LMIs) — sensors and computing systems that monitor load weight, boom angle and radius in real time, warning operators or taking action before safe limits are exceeded.

Crawler Cranes

Built for the long haul on challenging terrain. These tracked giants handle capacities from 50 tons up to 4,000 tons or more, making them

MAMMOET MEGA-CRANE RAISES THE BAR

Mammoet’s latest innovation, the SK6000 crane, is already making waves across the heavy-lift sector. Described as the world’s most powerful land-based crane, it can lift up to 6,000 tonnes and raise components weighing as much as 3,000 tonnes.

A proprietary mega-crane developed in-house, Mammoet designed, assembled and tested the SK6000 at its Westdorpe facility in the Netherlands, with hundreds of its team members directly involved.

Its capability opens the door for larger modular pieces to be built offsite, reducing time and cost pressures on complex infrastructure projects and the crane’s impact has not gone unnoticed. This year, the SK6000 won the Innovation prize at the 2025 ESTA Awards of Excellence, with judges praising its potential to reshape construction practices in industries such as offshore wind and nuclear.

indispensable for major infrastructure and industrial projects. Their secret weapon? Exceptional stability when lifting at extended radii where other cranes would tip. The downside: they require complete disassembly for transport between sites, making them less nimble than their mobile counterparts.

Tower Cranes

The defining silhouettes of urban skylines. These vertical specialists dominate high-rise construction with capacities ranging from compact two-ton units to massive 100+ ton industrial models, though most fall in the 4-20 ton range for typical building work. Their jibs can stretch 80 meters or more, delivering consistent lifting performance across their entire radius while consuming minimal ground space. It’s this combination of reach and compact footprint that makes them irreplaceable in dense urban construction.

Just as significant as its size is its sustainability profile. The SK6000 is designed to operate using grid power or battery packs, allowing it to run with zero onsite emissions. Mammoet said this feature reflects growing desire among contractors to decarbonize project execution without sacrificing lifting power.

Using a modular design that can be containerized for transport, Mammoet expects to make the SK6000 available worldwide as demand grows for bigger, cleaner lifts.

Credit: Mammoet

THE VOICES BEHIND BREAKBULK

Breakbulk Magazine’s Editorial Board brings together industry leaders whose expertise shapes the stories you read. By sharing their perspectives, insights and bringing in new expert resources, these executives help deliver the knowledge that matters most.

John Amos

President, Amos Logistics

26 years at Bechtel Corporation, including as global head of traffic and logistics. Co-founded Breakbulk in 1989, responsible for high-level speakers. Established Amos Logistics and now serves on the board of U.S. Exporters Competitive Maritime Council (ECMC).

Tina Benjamin-Lea

Project Logistics Executive

Brings 30+ years in project logistics, shipping and heavy-lift. Known for expertise in post-conflict regions with roles at SNC-Lavalin, Air Products, Kerry Project Logistics and Northvolt.

Fayçal Boumerkhoufa

20+ years in air charter and project logistics. Former Panalpina and Volga Dnepr executive, specializing in energy, oil and gas CAPEX projects, and defense programs.

Dea Chincuanco

President – Americas, dship Carriers

Over 20 years in maritime, managing LNG, nuclear, FPSO and renewable project cargo. Global MBA from the Fletcher School of Law and Diplomacy, dedicated to advancing diversity in shipping.

Elisabeth Cosmatos

Managing Director, Cosmatos Group

Managing director of Cosmatos Group in Greece and first female president of The Heavy Lift Group. Brings more than 25 years of shipping, forwarding and logistics experience.

Dennis Devlin

Managing Director, DT Project America

Veteran of Panalpina, BDP, Maersk, and Schenker, Devlin now leads DIMOTRANS Group’s U.S. project arm. Long-time Breakbulk speaker with decades of project logistics expertise worldwide.

Payne Fischer

Head of Capital Projects, North America, Kuehne+Nagel

Over 15 years in project logistics with leadership roles at Agility, deugro, and GEODIS. Now leads capital projects at Kuehne+Nagel from Houston.

Dharmendra Gangrade

Head of Logistics Management Center, Larsen & Toubro

Over 25 years in global logistics across EPC, oil and gas, chemicals and automotive. Leads L&T’s logistics operations worldwide from Mumbai headquarters.

Itoro Ibanga

Project Logistics Specialist, Air Liquide

Experience at Port Houston, MSC and Fracht; Master’s in Maritime Transportation. Active with YoungShip Texas and Air Liquide’s African American Network.

John Hark

North America Chartering Director, Bertling Logistics

30+ years in Houston maritime industry and Texas A&M adjunct professor. Leads education initiatives linking logistics and academia to reduce talent gaps.

Margaret Kidd

Executive Director, Houston Maritime Center and Museum

At the helm of Houston’s Maritime Center and Museum, she teaches at the University of Houston and is a frequent media commentator on supply chains. Instrumental in Breakbulk Education Day around the world.

Jake Swanson

Regional Vice President, DHL Industrial Projects

Over 20 years in logistics across EPC, carrier and forwarding sectors. U.S. Merchant Marine Academy graduate with MBA from University of Houston.

Edward Talbot

Managing Director –Americas, Roll Group

Mechanical engineer with global experience delivering complex oil and gas, petrochemical, power and renewable projects. Former ALE Middle East GM.

Grant Wattman

President, Jade Management Group

50 years in logistics leadership. Former CEO of Agility Project Logistics, founder of Combi Lift Americas, now advising supply chains worldwide.

Andrew Young

Corporate Manager of Logistics / Manager of BGL, Bechtel Corporation

Responsible for coordinated logistics strategies across Bechtel’s EPC projects, guiding teams globally and standardizing best practices company-wide. Distinguished technical specialist with experience in LNG projects, chartering and global EPC logistics roles.

Thought Leader

TARIFF TENSIONS: THE HIDDEN COST TO ENERGY PROGRESS

By Margaret Kidd

Margaret Kidd

Tariffs imposed on key energy-related imports often aim to protect domestic industries or address trade imbalances. However, these measures can have unintended consequences that ripple through energy supply chains, impeding progress toward clean energy goals and exacerbating existing infrastructure challenges. One of the most significant yet overlooked effects is the worsening of interconnection backlogs—the delays in connecting new energy projects, especially renewables, to the electric grid. According to Berkeley Lab’s Energy Markets & Policy, these delays grew by 30% in 2023.

Solar panels, wind turbines, battery components and grid infrastructure rely on a globally integrated supply chain. When tariffs raise the cost or limit the availability of these components, project timelines are delayed, and developers face increased uncertainty. This not only slows the deployment of renewable energy but also exacerbates grid congestion and backlogs. For instance, developers often postpone or cancel projects due to unpredictable costs, which in turn clogs the queue of projects waiting for grid interconnection. These delays directly undermine national and regional efforts to meet decarbonization targets and modernize energy infrastructure.

Moreover, tariffs can create mismatches between domestic manufacturing capacity and the urgent demand for clean energy technologies. While encouraging local production is a worthy long-term goal, short-term overreliance on tariffs without a robust industrial base can backfire. Energy markets operate on tight timelines and thin margins—any disruption can cascade into long-term impacts on energy availability and prices.

To mitigate these issues, smarter trade policy is essential. Policymakers must balance the need for economic and national security with the realities of clean energy deployment. This includes establishing clear exemptions or streamlined

import processes for critical energy components, investing in domestic manufacturing through tax incentives in parallel, and improving coordination between trade and energy policy. Ultimately, aligning trade measures with climate and grid modernization goals will be vital to avoid undermining the very energy transition they are meant to support.

Although tariffs may serve geopolitical or economic interests, their unintended consequences, especially on energy supply chains and interconnection backlogs, are disrupting a longstanding system of trade liberalization governed by the World Trade Organization, highlighting the need for more integrated, forward-looking trade policies.

About the Author

Margaret Kidd, a member of the Breakbulk Editorial Board, is the president of the Houston Maritime Center & Museum and an adjunct lecturer on supply chain and logistics at the University of Houston.

Tariffs can have unintended consequences that ripple through energy supply chains.

Credit: Dominic Chasse, Unsplash

Gallup (2019, 2024)

WOMEN IN BREAKBULK

WOMEN STEERING AMERICA’S WATERWAYS

WIMOs is an official partner of Women in Breakbulk, Americas Edition

By Angelica Brooks

The inland tugboat, towboat and barge industry is one of the most efficient, safe and environmentally friendly methods of moving goods across the United States. Each year, about 700 million tons of cargo — including grain, coal, petroleum, chemicals and building materials — move through the inland river system. This accounts for about 15% of America’s freight tonnage, supports over 270,000 jobs and contributes one-third of U.S. GDP.

Because barges are fuel-efficient and produce fewer emissions than trucks or rail, they play a critical role in reducing congestion on highways and railroads while also minimizing environmental impact. One barge can carry the same amount of cargo as 70 trucks or 16 rail cars, making inland waterways a backbone of sustainable freight transportation.

WIMOs: Driving Change

Within this vital industry, Women In Maritime Operations (WIMOs) is leading efforts to recruit, retain, advance and promote women. WIMOs is a 501 (c) (3) nonprofit with members spanning every sector of the maritime industry, from ports to offshore operations. Notably, 36% of WIMOs members work directly in inland barge, towing and fleeting companies, reflecting the strong presence of women professionals in this traditionally male-dominated field.

WIMOs fulfills its mission through a dynamic mix of programs and initiatives:

• Events & Networking: In 2024, WIMOs hosted 124 events, creating opportunities for professional development, education and industry connections.

• Mentorship Program: A structured program pairing experienced professionals with women seeking guidance and growth in their maritime careers.

• Junior Chapter at Texas A&M University at Galveston: Cultivating the next generation of maritime leaders by connecting students with industry professionals and career opportunities.

By empowering women across the maritime workforce, WIMOs strengthens the inland barge sector and secures the future of America’s broader maritime industry. Learn more at wimos.org/impact.

Angelica Brooks is the director of communications, marketing and events for WIMOs.

The WIMOs Twin Cities Chapter hosted a Lunch & Learn on the Mississippi River in partnership with Living Lands & Waters and Upper River Services. Members toured the new Mississippi River Institute barge and experienced river operations firsthand aboard the MENDOTA tugboat.

HOW HIGH ROLLERS PLAY FOR CRITICAL MINERALS

At This Global Table, Power, Policy and Resources Are All in Play

By Leslie Meredith

Think of the critical minerals race as a high-stakes poker game. The players know the odds, guard their hands and raise strategically because what’s on the table is the future of global power.

The cards are lithium, nickel, cobalt, rare earths and other critical minerals, and the stakes are the future of electric vehicles, digital tech, defense, along with the world’s ability to decarbonize. At this high-stakes table sit 51 countries plus the EU trading bloc, each angling for leverage in the minerals game. But when the chips are tallied, five dominate the table: China, the United States, Australia, the European Union and Indonesia. Their high-impact moves, often colliding

strategies and strategic alignments are redefining how the world sources, processes and controls critical minerals.

But all critical minerals are not designated as such around the world, or even among our five key players. While lithium, cobalt, nickel, rare earth elements and graphite are deemed critical almost everywhere, other minerals may not be “critical” in some countries because of things like domestic production and strategic priorities.

For instance, copper ranks as critical to Australia and Indonesia, but not to the U.S. because it has plenty of it. The reverse is true for

platinum group minerals, which are the rarest on Earth. China includes more specialty metals to support its industrial and defense manufacturing priorities, while Indonesia zeroes in on controlling the world’s largest supply of nickel. The EU focuses on minerals essential to the green economy, one of its top development initiatives. Because a critical designation is self-determined, it can change. If a technology is developed that relies on a mineral not widely perceived as critical, you’d see a quick pivot among those with abundant reserves and those that wanted to develop the new technology. And voilà! Critical mineral lists would be expanded.

Player Profiles

Let’s take a closer look at our five top players to understand their strategies, including recent moves they’ve made to improve their game. We’ve named each of them to make it easier to remember their roles in the global supply chain for critical minerals.

China: The House

China runs the game. To understand the magnitude of China’s investment into the critical minerals sector, the country has spent nearly US$14 billion per year since 2022 to expand geological exploration for strategic minerals. In addition, it has invested in refining and processing, creating midstream bottlenecks where they control the output.

This year China launched initiatives to further increase its control over rare earths. It is expanding refining capacity in Inner Mongolia where it already processes 80% of global rare earths. In May, China restricted exports and banned foreign investment in rare earths, gallium, germanium, graphite and antimony. China brings its state banks, state-owned enterprises and global deal-making into the mix to ensure it retains its indispensable position despite foreign policy threats and tariffs.

United States: The Gambler

The U.S. has shifted from a passive buyer to a tough, proactive player, using the Inflation Reduction Act, CHIPS Act, and strategic deals to diversify supply sources, exert leverage, and secure future resources through creative partnerships.

Its standout 2025 move was a minerals pact with Ukraine that created a joint fund to develop and share future revenues from lithium, cobalt and nickel projects, with U.S. financial and new military aid counted as investment, although implementation and extraction are expected to take time. Further, the U.S. responded to China’s new critical minerals export restrictions by negotiating a trade deal aimed at easing these measures and restarting rare earth exports, but implementation still lags.

Australia: The Dealer

Trusted, resource-rich, and stably aligned, Australia supplies the critical minerals the world depends on, primarily lithium, rare earths and nickel, for batteries, clean energy and advanced technologies.

In 2025, Australia, together with Albemarle Corporation, an American specialty chemicals company and one of the world’s largest lithium producers, expanded the massive Greenbushes lithium mine, further strengthening Australia’s position as a cornerstone of Western critical minerals security. Australia doesn’t bluff. It plays by the rules and keeps the supply chain unbroken, making it every alliance’s best partner.

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Wednesday, Oct. 1 12:45pm - 1:30pm

European Union: The Rulemaker

The EU’s bet is on rules, not reserves. Through the Critical Raw Materials Act and a relentless focus on ESG, traceability and recycling, Europe is remaking its market by setting the standards others must meet to get access. The 2025 enforcement of EV battery mineral recycling across the bloc is forcing suppliers worldwide to upgrade by improving and modernizing their recycling operations and technologies to meet strict EU mandates on efficiency and material recovery. This has begun reshaping trading patterns as suppliers modify their supply chains to align with EU rules. Already, cobalt exporters in the DRC and Zambia are bypassing China and signing new deals with European refiners or certified midstream processors who meet EU standards.

KIndonesia: The Opportunist

A bold, resource-driven player, Indonesia holds the world’s largest nickel reserves, estimated at around 55 million metric tons and accounting for roughly 42 to 44% of global supplies. It is also the top global nickel producer, supplying over half of the world’s mined nickel.

In 2025, Indonesia strengthened local content rules on nickel exports, requiring foreign companies to increase investment in downstream processing and value-added industries domestically. This power move aims to develop Indonesia’s battery and electric vehicle supply chains while capturing greater economic benefits from its rich resources.

As China, South Korea and Western buyers rush to negotiate favorable deals, Indonesia demonstrates how resource nationalism and strategic policy enforcement can be a winning hand in reshaping regional and global mineral supply chains.

What’s Behind the Moves?

China’s control of the midstream (the refining and processing stage) gives it leverage even when it doesn’t own the mine. That’s why countries like the U.S. are pouring money into reopening mines, developing new ones and building refineries, and why Australia’s role as a stable supplier

has become more valuable than ever. Every major player is either trying to bypass or control this bottleneck.

The scramble to sign new mineral pacts reflects a broader realignment of global supply chains. The U.S.Ukraine deal and EU partnerships in Africa are responses to a growing fear that access to critical minerals could be weaponized, cut off, restricted or priced out, if political tensions rise.

At the same time, resource holders are no longer content to simply export raw materials. Indonesia is forcing foreign companies to build midstream operations inside its borders, while Australia is climbing the value chain through processing expansion and joint ventures with trusted partners. These are two very different strategies aimed at the same goal: securing more influence and profit across the supply chain.

Europe is betting that market power comes not from holding resources, but from controlling the rules. With new mandates on traceability, ESG and recycling, the EU is shaping how others operate. It’s forcing suppliers to adapt or lose access to one of the world’s largest consumer markets. It’s a reminder that power can lie in policy, not just production.

Beneath all of this runs a hard truth. Control over critical minerals is beginning to resemble the fight for oil in the 20th century, and it could become intense enough to spark conflict in volatile places like the DRC, Afghanistan, Myanmar and the South China Sea. The battles may start with trade rules, export controls or sanctions, but history shows how quickly the stakes can escalate when a country’s future depends on access.

Strategic Alliances

Three major blocs are shaping the next round of the minerals game. The Western Bloc, anchored by the U.S.,

EU, Australia, Canada and Japan, is building a secure supply chain based on traceability and shared standards. China leads a second team, drawing strength from long-term resource deals and its dominance in mineral processing, particularly in Africa and Southeast Asia.

As tensions between China and the U.S. escalate, which are largely driven by trade disputes, our table is clearly divided. Pressure is mounting for countries to choose a side. A third, nonaligned group, including Brazil, India, Saudi Arabia and Kazakhstan, is leveraging their resources to strike deals with both teams. But how long can that neutrality hold?

Some are already signaling their choice. Both Zimbabwe and Indonesia have used Chinese capital for the majority of their new processing infrastructure, while the DRC (a country dominated by Chinese investment) this year signed a Ukraine-style minerals agreement with the U.S., granting American access to cobalt reserves in exchange for support on local conflicts. Expect more alliances to form based on trade deals and security guarantees.

No Seats Available

But not every country gets a seat at the table. Russia, heavily sanctioned and politically sidelined by the West, holds vast mineral reserves but finds itself increasingly cut off from major markets and partnerships. For now, Afghanistan is also banned from this game despite its significant reserves of lithium. However, China has shown interest in Afghanistan’s resources over the past several years, according to multiple sources, but no official deals have been announced. In this game, even a full house won’t help if no one will play with you.

Leslie Meredith is the product and editorial director for Breakbulk Events & Media.

The Top 20 Players in the Global Critical Minerals Game

INSIDE THE CRITICAL MINERALS RACE WITH DHL’S HEAD OF MINING

Gavin Erasmus Explains How Sustainability, Technology and Geopolitics Are Reshaping Projects and Logistics

What changes are you seeing across the mining sector?

From my vantage point, the mining sector is undergoing a profound transformation, driven by the twin forces of sustainability and technological innovation. We’re seeing a massive shift toward decarbonization efforts, with companies scaling up renewable energy integration and smart operations to cut emissions — something I’ve observed firsthand in projects where solar-powered haul trucks are becoming standard in remote sites.

AI and automation are revolutionizing efficiency, helping reduce costs and improving safety in ways that weren’t feasible even five years ago; for instance, predictive maintenance on equipment like Sandvik crushers is now AI-driven, minimizing downtime in aftermarket supply chains.

There’s also a surge in demand for critical minerals like lithium, copper and rare earths to fuel the energy transition, with global projections showing a 6% industry growth in 2025. Supply chains are fragmenting due to geopolitical tensions, leading to more localized or “friend-shored” sourcing. We’ve managed shipments rerouted from Asia to North America to avoid disruptions.

Consolidation is rampant, with megadeals in 2024-2025 reshaping the landscape as majors acquire juniors to secure assets. On the ground, this means more emphasis on portfolio management and agility, as companies actively reshape supply chains to handle volatility. Overall, it’s a sector that’s smarter, greener, but more

Gavin Erasmus, DHL

interconnected with global issues like climate risks and resource stewardship.

Would you say projects carry more risk, less risk or about the same as they did a few years ago? Why?

I’d say mining projects carry more risk now than they did a few years ago. Definitely higher than in, say, 20202022, when the focus was more on post-pandemic recovery. The reasons boil down to escalating geopolitical turbulence, climate vulnerabilities and supply chain disruptions, which are amplifying uncertainties in ways that demand constant adaptation.

Geopolitics is the top disruptor, with mineral supply chains fragmenting amid trade wars and “America First” policies extending into the sector, creating barriers that weren’t as pronounced before. In my experience, this has led to delays in project cargo shipments. I’ve seen consignments of heavy mining equipment stuck at ports due to new export controls on critical minerals.

Climate risks are compounding

this, with extreme weather like droughts and floods hiking operational costs and logistics challenges; for example, rising sea levels are affecting coastal mine sites in Indonesia and Australia, something that’s costlier now than in prior years.

Inflation in mining costs, stagnant productivity, and the urgent push for energy transition are also inflating risks, as projects face higher scrutiny on ESG factors. That said, project spending remains robust — nearly twice the 2017 lows — showing resilience, but the overall risk profile is elevated, requiring more innovative hedging in supply chains.

How are logistics and project cargo solutions evolving to meet the challenges of today’s critical minerals projects?

Logistics and project cargo in critical minerals are evolving toward greater resilience, digitalization and specialization to tackle the unique hurdles of these projects, like remote locations, regulatory hurdles and geopolitical choke points. In my 30+ years, I’ve seen a shift from traditional bulk shipping to sophisticated, multi-modal solutions that prioritize security and traceability.

One key evolution is the adoption of traceability systems in supply chains, using blockchain and AI to track minerals from mine to market, helping comply with emerging due diligence requirements and mitigate risks from weaponized exports, as seen with China’s gallium controls. At DHL Industrial Projects, we are constantly

innovating our internal technology platform for project cargo planning, allowing real-time rerouting of oversized loads like wind turbine components. Costs are up over 30% due to regulations and tensions, so solutions now include mineral hubs — centralized processing centers that streamline transport and reduce vulnerabilities in global chains.

Regional corridors, like the Middle Corridor in Central Asia, are being digitized with unified tariffs to speed up exports of cobalt and copper, cutting delays that plagued older routes. We’re also seeing more investment in sustainable transport, such as low-emission vessels for heavy-lift cargo, to align with the sector’s decarbonization goals. Overall, it’s about building agile, secure networks.

With the growing importance of critical minerals security, where do you see

opportunity for project developers and the project cargo community?

Critical minerals security is opening tremendous opportunities for project developers and the project cargo community, particularly in diversification, partnerships and infrastructure buildout. As nations scramble to secure supplies — think the U.S. aiming to triple demand by 2040 — the focus is on creating reliable, domestic or allied chains, which plays right into our strengths at DHL.

For developers, the big wins are in government-backed funding and streamlined approvals; initiatives like the U.S. Presidential Memorandum and Canada’s Critical Minerals Infrastructure Fund are accelerating projects with billions in support, from pre-feasibility to production. This includes R&D for alternatives to rare earths, reducing dependency on single sources.

Opportunities also lie in shared prosperity models, like ASEAN’s demand-supply frameworks starting in 2025, where developers can partner for sustainable extraction and local value addition. For the project cargo community, it’s about capitalizing on the need for secure logistics: investing in specialized transport for high-value minerals, like armored convoys or air freight for urgent rare earths and collaborating on hubs that integrate mining with processing and export.

Programs like the Minerals Security Partnership are catalyzing investments in responsible chains, creating niches for us to handle end-to-end solutions. In my experience, this means more longterm contracts for cargo professionals, as developers seek partners who can navigate geopolitics and ensure supply continuity, ultimately turning security challenges into growth avenues.

A DHL mining operation in Argentina. Credit: DHL

Sept. 8, 2025:

KIEWIT:

BUILT FOR WHAT’S NEXT

With the Kiewit Supply Network and Advanced Logistics Tools, the Company Is Preparing for the Next Generation of Infrastructure

By Breakbulk Staff

Breakbulk Media was onsite at Port Houston for the arrival of a major piece of project cargo for Kiewit. Credit: Rob Greer

“ULTIMATELY, OUR VISION IS TO BUILD A LOGISTICS AND TRADE FUNCTION THAT IS AGILE, INTELLIGENT, FUTURE-READY AND CAPABLE OF SUPPORTING COMPLEX INTERNATIONAL PROJECTS.” - JESUS MEJIAS

From its founding in 1884 as a small masonry contractor to its role today as one of North America’s largest construction and engineering firms, Kiewit has spent more than 140 years helping to build the backbone of North America.

What began in Omaha as a small family business has evolved into one of the region’s largest builders, delivering projects across a range of industries including power, transportation, water, oil and gas, chemicals, marine, and mining.

AT BREAKBULK AMERICAS…

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Kiewit Supply Network at the Core

Successfully delivering projects across such a wide array of markets requires meticulous coordination of personnel, materials and schedules. Central to this effort is a dependable supply chain that ensures safe and timely movement of equipment and materials. To mitigate associated risks, Kiewit established the Kiewit Supply Network (KSN) in 2015 — a centralized organization that integrates procurement, logistics, vendor surveillance, category and contract management. Within KSN, the Logistics and Trade Compliance (LTC) team oversees transportation operations from early design phases through final delivery at the jobsite.

“In the past, procurement was largely domestic and marketspecific. Today, our sourcing spans the globe,” noted Jesus Mejias, Director of Logistics and Compliance at Kiewit. “While infrastructure materials such as rebar and cement are typically sourced locally, engineered equipment and fabricated components are now predominantly procured internationally.”

That global sourcing model means the logistics team is often engaged years before construction begins, shaping feasibility studies and early cost models. “At the pre-FEED or FEED stage, our focus shifts from pricing to identifying critical technical requirements,” Mejias explained.

“We evaluate factors such as location, heavy haul routes, site constructability, water access and trucking logistics among others. These insights lay the groundwork for subsequent execution.”

Logistics and Trade Compliance in Action

Over the past decade, the Logistics and Trade Compliance (LTC) team has expanded from a three-person unit to a group of approximately 25 team members ranging from interns to experienced professionals. The

team is structured around three key disciplines: engineered logistics, trade compliance and trucking. Their scope encompasses ocean freight, breakbulk, import/export customs transactions, duty evaluation, barging, warehousing, rail, airfreight and specialized trucking.

Mejias stated, “Every member of the LTC team at Kiewit has played a key role in supporting the company’s sustained success of complex of large-scale projects across North America. Beyond its operational impact, the LTC team exemplifies

a high level of professionalism and holistic focus, integrating technical expertise with strategic foresight. Their disciplined and process driven approach ensures that every aspect of global transportation and regulatory compliance is meticulously planned and executed, from early design phases to final delivery. This commitment to excellence reinforces Kiewit’s reputation as a reliable and forwardthinking partner. The team’s ability to adapt to evolving global challenges while maintaining rigorous standards reflects a culture of accountability, innovation and deep industry knowledge — qualities that continue to drive the company’s growth and leadership in the infrastructure sector.”

Between 2018 and 2024, Kiewit’s trucking division alone managed over 75,000 shipments, representing more than $270 million in transportation spend. A standardized transportation management system facilitates bidding, real-time load tracking and visibility, while a vetted carrier network and master service agreements enable rapid execution under tight schedules.

Faced with multiple incoming shipments and rapidly shifting U.S. tariff regulations, the trade compliance team responded with impressive speed and adaptability. They tracked regulatory changes in real time and quickly recalibrated internal protocols, ensuring uninterrupted operations and full compliance with all applicable trade laws. Maintaining ownership of the logistics and customs scope yields strategic advantages. It ensures that engineering decisions and execution standards remain under Kiewit’s control, minimizes communication delays and reduces freight-related markups from third-party sellers. The company’s Logistics and Trade Compliance framework captures the full delivered cost equation — including transportation, insurance, duties, surveys and management — demonstrating how internal ownership enhances efficiency and mitigates risk.

Readying for the tandem lift.

Credit: Rob Greer

Proving Capability at Oroville

These capabilities have been instrumental in supporting some of North America’s most high-profile and technically demanding projects. Following the catastrophic failure of the Oroville Dam’s spillways in 2017, which prompted the evacuation of nearly 200,000 people in the region, Kiewit was entrusted with leading the emergency reconstruction. The company restored the main spillway to service within six months and completed both spillways in under two years. This effort involved an immediate mobilization of construction equipment from several locations in North America to the project site in very short periods of time, with 10 days to build and two days to mobilize, as well as extensive demolition, debris removal and the placement of more than 700,000 cubic yards of roller-compacted concrete. To

meet the aggressive schedule, more than 700 Kiewit employees and hundreds of subcontractors worked continuously, processing millions of tons of material on site.

Investing in Technology and Innovation

Kiewit continues to invest in advanced technologies to enhance its logistics capabilities. The company is expanding its use of digital tools such as predictive analytics, real-time visibility platforms and automated compliance systems to proactively address supply chain challenges.

“By leveraging cutting-edge technologies — including AI-driven risk modeling, blockchain for secure trade documentation and automated compliance monitoring — we aim to stay ahead of regulatory developments and geopolitical shifts,” Mejias stated. “Our vision is to build a logistics and trade function that is agile,

intelligent and future-ready, capable of supporting complex projects.”

A recent example of Kiewit’s innovation in logistics is the deployment of the D.B. Bob Wilson, the company’s first electrified marine vessel. Equipped with smart controls, Tier 4 Final generators and lithium-ion batteries, this hybrid derrick barge is designed for operations such as pile driving, dredging and material handling.

From initial planning through final delivery, Kiewit’s logistics and trade compliance model seamlessly connects global sourcing with local execution. With a dedicated team, proven methodologies and forward-looking investments, Kiewit is building a logistics function positioned to support the next generation of infrastructure projects across North America.

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Kiewit’s completed Oroville spillways project in California. Credit: Kiewit

TRACKING A FUTURE FOR PROJECT CARGO

AI, Mergers and Sustainability Could Give Railroads a Bigger Role in Oversized Logistics

By Amy McLellan

Faced with a construction boom and deteriorating highways, project cargo specialists in the United States are reconsidering their reliance on trucks. Advances in AI, major rail mergers and growing demand for sustainable transport suggest the nation’s freight railroads may finally be ready to shoulder more of the oversized cargo market.

Today, most heavy and oversized shipments still move by road, an iconic but increasingly strained industry. Trucking offers flexibility but also brings complex permitting

and aging infrastructure, with 39% of major U.S. roads rated in poor or mediocre condition. Rail, by contrast, remains underused, despite its scale and potential.

The U.S. freight rail network stretches nearly 140,000 route miles, the largest in the world, and moves about 1.5 billion tons of goods each year. Yet for project cargo, rail is too often overlooked. Inefficiencies across the system can translate into unpredictable transit times, adding cost and complexity that discourage shippers from using it.

Now, a convergence of trends means rail could be poised to win over project cargo shippers and convert truck miles to the railroads. These trends include the deployment of AI solutions to streamline operations and improve efficiency across the network and the sustainability agenda, which may be politically out of favor right now but remains firmly embedded in many corporates’ investment plans. On this, rail has a significant advantage over road as moving freight by rail instead of truck is calculated to reduce emissions by 75%.

The shift comes as the U.S. undertakes a massive wave of construction to deliver the abundant energy and grid resilience required to support the electric vehicles, AI data centers and homegrown manufacturing that are fundamental to President Trump’s agenda. This creates opportunities for rail operators to capture more of the project cargo market and play their part in delivering this vision.

“Rail is one of the vital partners of America’s energy future,” says Kathleen Smith, vice president of industrial products at Norfolk Southern, one of the nation’s seven Class I railroads, serving the Eastern United States. “Many of the components that power grids, whether transformers, steel structures or wind turbines, are oversized, overweight and often irreplaceable. Rail provides a safe, economical and sustainable way to move these shipments from factories to job sites.”

Marco Poisler, chief operating officer at UTC Overseas, agrees. “When it comes to moving transformers, power generation equipment and wind blades, rail is critical,” he says.

Greg McComas, senior manager, dimensional clearances at BNSF, which operates one of the largest rail networks in North America, sees real opportunities to increase their project cargo business by targeting power generation and transmission utilities, data centers, manufacturing plants

(brownfield and greenfield) and the renewable energy industries. Solar panels and large battery packs, he adds, are good candidates for rail, even though they are not typically shipped that way today.

Turning Inconvenience Into Opportunity

Rail has some way to go to win additional project cargo work, however, with inefficiencies in the network adding complexity, delay and cost. It doesn’t help that some railroads see oversized or special loads as a “necessary evil” to be accommodated.

“Railroads have schedules for the large volume shippers and oversize cargoes risk disrupting those deliveries, so specialized cargo takes less of a priority,” says Poisler. “From a financial perspective, the rail companies see specialized cargo as a necessary evil. They don’t see it as a money maker, instead it’s seen as a disruption to their revenue streams. But we work with great people in the industry, and we see that rail is critical, as well as a revenue generating opportunity for these rail companies.”

This was echoed by McComas at BNSF who points out that, from the rail operators’ perspective, the ideal project cargoes are those that can be absorbed into the normal service design plan.

“If project cargoes can flow in our standard lanes, customers will enjoy better rates, timing and predictability,” says McComas. “We do our core freight traffic well and that has become a reliable component for our shippers.”

Project cargo that requires special handling, however, adds in complexity and cost as rail operators may need to undertake track improvements, introduce specialized cars or follow slow orders. For these projects, McComas advises shippers to aim for scale by bundling as many components together as possible to reduce the negative impact on the core network and to plan early for special adjustments.

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“The key is to identify any/ all required items, such as track improvements and special switch needs, early in the vetting process so that it is a known cost and scheduled accordingly,” says McComas.

Sometimes the size and weight of an item may require a dedicated special train, but this can be difficult to organize within the context of a rail network, not just in terms of pulling the asset from one location to another but also crew qualifications and availability. Rail car availability can be another limiting factor.

“When it comes to rail car capacity, it’s not always about the number of cars,” says Dan Labyak, senior director of military clearance at CSX. “It can be about efficiency, and turning the cars faster so we load, deliver, offload and put that car back into service. That helps reduce the need for more rail cars. This has been a major driver at CSX, to focus on shifting high wide cargo through our network as quickly as possible to turn the asset.”

This was recently demonstrated when CSX recently completed its largest rail operation in 17 years, when it partnered with the Florida National Guard to transport more than 1,000 pieces of military equipment in a historic deployment.

Marco Poisler, UTC Overseas

While permitting can be complex, rail does have an edge over trucking.

“Moving these oversized cargos by truck may need permits for eight to ten states, and each state needs its own application,” explains Poisler. “But with rail, the starting carrier will start the permitting and they will then have the clearance over all the states. That’s a tremendous advantage in terms of efficiency. For anything over 200,000 pounds, we encourage our clients to look at rail because cost-wise it’s competitive and permitting can be expedited.”

That capability is underscored by McComas, who points to the assets and approvals needed to move the heaviest loads. “We have the asset class to handle extremely heavy loads with selfcontained governance and approvals for weight approvals. We own our own infrastructure, so bridge/clearance approvals are all done fully in-house.”

But for rail to take on more of the heavy lifting of the current construction boom, there’s a need to improve efficiencies and invest in the lines and associated infrastructure, such as installing rail sidings near substations, targeted clearance of obstructions along the route and collaboration with government agencies to upgrade bridges.

“Rail can be a hard sell to clients because the transit time is uncertain. Unpredictability costs money,” says Poisler.

Mergers Reshape the Rail Map

Consolidation is expected to deliver some of the sought-after efficiencies. In late August, BNSF and CSX announced a new partnership to expand coast-to-coast intermodal service. The collaboration adds direct lanes linking Southern California with Southeast hubs such as Charlotte, Jacksonville and Atlanta, designed to convert more highway freight to rail.

It also introduces new portto-inland connections, moving containers arriving at East Coast

Jim

A convergence of trends means rail could be poised to win over project cargo shippers and convert truck miles to the railroads.

Credit: Norfolk Southern

gateways including New York/ New Jersey and Norfolk directly to Kansas City. Together, these services extend network reach across Western and Eastern U.S. markets, offering greater efficiency, flexibility and reliability for shippers.

This came hot on the heels of the announcement that two of the biggest names in rail, Union Pacific and Norfolk Southern, were set to merge, a combination that could reshape the North American freight landscape. Both companies have long pedigrees: Norfolk Southern traces its roots to 1827 and serves vital East Coast ports and inland markets while Union Pacific was incorporated on July 1, 1862 and dominates the western U.S. rail network.

Union Pacific CEO Jim Vena called the deal “transformational” for the U.S. supply chain, pointing to its scale and potential to improve efficiency. The combination will create the first coast-to-coast U.S. railroad network, stretching 50,000 miles and spanning 43 states to connect nearly 100 seaports and freight corridors across the entire continent. This should eliminate interchange delays between railroads, streamline operations, and significantly reduce transit times, helping to address some of the barriers to shifting breakbulk and heavy-lift cargo via rail.

Vena,

Union Pacific

Indeed, it’s hard to overstate how much impact reduced handovers (from one rail network to another) will have on reliability and predictability. There are currently around one million carloads where there are handoffs at interchanges between the two companies, creating friction points in the cargo journey.

As a result of the merger, it is expected that those million carloads will immediately see a 24- to 48-hour improvement in

their transit time, which means reduced costs for customers and less congestion on the railroad.

Technology Clearing the Way

Technology is helping to identify potential obstacles across complex routes to ensure oversized freight moves safely and efficiently. When Norfolk Southern, for example, delivered nearly 160 massive wind turbine components to the Timbermill Wind renewable energy project in North Carolina, it deployed LIDAR (Light Detection and Ranging) scans across multiple states.

LIDAR scans identified potential obstacles along a route that spanned 10 states, ending in Morehead City, where trains ran down the center of a four-lane highway. City crews removed signs and coordinated traffic to guide components the size of buildings to the port. High capacity, purposebuilt cars were used to move blades that are longer than city blocks with towers weighing as much as a house. Such projects aren’t just technology-led, however. Coordination and collaboration are critical when it comes to oversized loads. For Timbermill Wind, Norfolk Southern worked closely with various short line partners for the final delivery leg, requiring synchronized operations, specialized crews and real-time

tracking. “Early collaboration with project developers and connecting carriers ensures that handoffs are smooth, and timelines are met,” says Smith at Norfolk Southern.

AI is also making a real impact. “Automation is critical to unlock efficiencies,” says Poisler. “The irony is that AI is the same kind of transformative innovation that the railroads themselves represented 150 years ago. Right now there’s a bottleneck and part of the solution is getting rail moving to build the data centers and power that AI needs.”

AI and automation are “game changers” for rail freight, says Smith, helping model train performance, optimize routes and anticipate maintenance to keep critical cargo on schedule.

The

AI can also boost network-level efficiency by predicting congestion, balancing crew and equipment availability, and improving fuel use. However, she added: “What cannot be overstated is the human element that brings technology, determination and planning together to deliver results for our customers.”

Automation can help by streamlining operations and freeing up personnel. Union Pacific, for example, has been piloting semi-autonomous crew repositioning in its yards.

The future of project cargo shipments in the U.S. may depend on how quickly railroads can shed inefficiencies and embrace technology while making specialized loads a higher priority. With major mergers eliminating handoff delays, AI streamlining operations and a national push for new energy and infrastructure, the opportunity is clear.

For project cargo specialists, there’s the potential to tap into streamlined cargo lanes that can deliver oversized loads safely, reliably and sustainably. And if the rail industry can rise to the challenge, it won’t just ease pressure on the nation’s highways, it will cement rail’s role as a backbone of the country’s industrial resurgence.

Award-winning freelance journalist Amy McLellan has been reporting on the highs and lows of the upstream oil and gas and maritime industries for over 20 years.

The Union Pacific and Norfolk Southern deal will create the first coast-to-coast U.S. railroad network connecting nearly 100 seaports and freight corridors across the entire continent Credit: Union Pacific

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future of project cargo shipments in the U.S. may depend on how quickly railroads can shed inefficiencies and embrace technology while making specialized loads a higher priority.

Credit: Norfolk Southern

THE DUST IS SETTLING

What This Means for Procurement Teams

By Leslie Meredith

The dust is finally settling on tariffs.

We know a lot more today than we did back in April. While there are still details to resolve, some of the rampant uncertainty that has frozen project decisions has lifted, giving procurement specialists a clearer picture of pricing for project materials. With less “waitand-see” sentiment, expect more decisions to be made.

With clarity, comes additional complexity. “The reality is that in 2025, the tariffs and the laws that implement them change regularly, sometimes on a daily basis,” says Jay Acayan, managing partner at Roberts & Kehagiaras, and a speaker at Breakbulk Americas’ session on tariffs. “Previously, companies dealing

in multi-year projects could comfortably budget around a single risk analysis and a primary country from which to source components. Not so anymore.”

Tariffs reflect trade relationships as much as economics, and that means that America’s biggest trading partners and their respective tariffs have the most impact on pricing, including Canada, Mexico, China and to a lesser extent Vietnam, Taiwan and Germany. However, when we focus on the main components for project construction and handling such as steel, heavy machinery, power equipment, pipes, and LNG and refining equipment, other countries enter the mix.

When President Trump first announced his tariff plans, many

partners were left reeling from shockingly high rates. As financial markets unraveled, a three-month stay was put into place that turned into four months, allowing time for countries to make their deals with America. A few were made, several were postponed and the rest became subject to new tariffs.

Let’s Make a Deal

So which countries struck deals that matter most for project cargo? At the start of the dealmaking window, Trump imposed a universal tariff of 10%. Countries with a trade surplus or balanced trade with the U.S. maintain the universal rate. Countries that run a trade deficit with the U.S. are subject to reciprocal tariffs that replace the

ON TARIFFS

universal tariff. These reciprocal tariffs run from 15% to 50% or more as in the case of China. Countries had until Aug. 1 to negotiate better deals. So far, the only carve-outs (exceptions to the assigned tariffs) have been for steel. Herein lies the opportunity: procurement specialists can take advantage of varying tariffs as they weigh their sourcing options.

United Kingdom

The UK was the first to successfully agree to a framework for a new trade deal, which included most favored nation tariff rates at 10% across the board with an exception for steel, which will be subject to a quota system at a far lower rate than its current

negotiated one of 25% if certain criteria are met. Yet, quotas involve risk.

“Quota systems, as trade remedies, are effective and for importers, a good legal way to avoid payment of duties. But quotas are rife with pitfalls,” Acayan says. “For companies to fully realize the savings that quotas present, they must be knowledgeable of the entire quota system from filing, to evaluation, to corrections when needed.”

European Union

The EU secured a framework deal with a 15% baseline tariff but steel still faces the 50% rate for now. Further, the EU has said it will remove tariffs on U.S. industrial goods including

machinery and manufactured products in exchange for a 12.5% cut on vehicle tariffs. Discussions are ongoing about implementing a quota system like the UK’s on steel, aluminum and copper. But the big concession by the EU was agreeing to massive investment in

Main Stage: Ask the Experts: The Real Impact of Trade Tariffs on Project Logistics

Wednesday, Oct. 1 2:45pm - 3:15pm AT BREAKBULK AMERICAS…

the U.S.: it will buy US$750 billion worth of energy products from the U.S. through 2028 and invest US$600 billion in America’s industrial sectors including advanced manufacturing, AI and technology, automotive, aerospace, infrastructure and defense.

Canada & Mexico

Under the USMCA, most imports from Canada and Mexico of industrial goods including heavy machinery, power equipment, oil and gas pipes, and other tubular products as well as LNG and refining equipment are exempt from tariffs as long as they comply with USMCA origin rules demanding they are made or sufficiently transformed in North America.

This is nothing new, but the rules for qualifying as originating under USMCA have become more complicated for steel. To qualify, the shipper must verify that the steel, whether it is a steel product like plates or coils or steel used in manufactured goods, was melted and poured in North America. This is designed to block the tariff-free reexport of Chinese or non-North American steel through Canada or Mexico. The most recent negotiations ended with no final new deals. Canada continues to negotiate while Mexico received an extension on a deal until the end of October.

In the meantime, U.S. Customs and Border Protection is cracking down on noncompliance. “CBP has already ramped up its investigations of 232 quota violations, and melt/

pour investigations are just around the corner. As such, importers should be prepared for strict scrutiny of their MTRs, that can potentially balloon into enforcement actions,” Acayan warns.

China

China, America’s third largest trading partner behind Mexico and Canada based on 2024 imports, received the stiffest penalties. Because of escalating tensions between the two, this is no ordinary trade deal; it has been dubbed a trade truce deal. The U.S. tariffs on Chinese goods are currently capped at around 55% while China has imposed reciprocal tariffs at 10%. In August, President Trump extended the tariff truce by 90 days to Nov. 10 to allow more time for negotiations.

“Should talks fall apart, importers can expect an immediate 24% rise in tariffs on Chinese goods, plus the potential for additional punitive tariffs from both the U.S. and China.,” Acayan says. “As such, until a formal U.S.-China agreement is in place, I would consider this to be a highly fluid situation.”

Japan & South Korea

For project cargo, Japan and South Korea are also important partners, particularly for components used in power plants, LNG facilities and refineries, including large fabricated modules as well as pipes and other tubular goods. Both countries receive most favored nation tariff rates of 10%, except for steel, which carries a higher 50% rate.

Sourcing Strategy Before & After

With tariff rates now settling into place, procurement teams are moving from uncertainty to action. Instead of waiting on the sidelines, buyers can weigh the impact of tariffs on each component and adjust sourcing accordingly. Take cryogenic storage tanks for LNG projects. Because steel makes up so much of their construction including plates, frames and supports, higher steel tariffs directly drive up costs when sourcing from countries like South Korea. By contrast, suppliers in Mexico or Canada can offer more competitive pricing under USMCA exemptions, making them increasingly attractive in today’s environment.

Before the 2025 tariff increases, companies relied on a wide and balanced global network. Europe, especially Italy, Germany and the UK, supplied much of the heavy equipment for LNG projects, while Japan and South Korea were trusted sources for cryogenic tanks and specialized fabricated parts. U.S. suppliers handled modular assembly and labor-intensive work, and China provided a growing stream of low-cost structural materials and standard components. Long-term contracts gave procurement specialists confidence that global sourcing could be stable and affordable.

That confidence has been shaken. After the tariff hikes, procurement teams are finding that sourcing options are fewer and schedules are

Jay Acayan, Roberts & Kehagiaras

Credit: Atlas Heavy

harder to secure. “Sourcing globally is a challenge as major components for capital projects can only be sourced in a few countries with varying tariffs, and the qualifying fabricators may not have shop space to contract for new orders,” says John Amos, president of Amos Logistics and former head of global traffic and logistics at Bechtel. He adds that procurement must remain closely tied to project management, since client restrictions can further narrow sourcing choices.

Domestic suppliers are gaining a larger share, especially for steel and fabricated parts, as Section 232 tariffs make imports up to 50% more expensive. Canada and Mexico remain critical under USMCA exemptions, the UK offers limited relief through quotas, and Italy and Germany still lead in high-tech machinery. Japan and South Korea are now reserved for specialized items that cannot be produced elsewhere.

To cope with the added complexity, Amos points to contracts as a key tool. “Contracts need language that allow negotiations to address potential cost changes due to added tariffs,” he says. Multi-year agreements with manufacturers and fabricators can also steady pricing across projects that stretch over several years. China, meanwhile, has been pushed to the margins, with sourcing limited to non-tariff-sensitive items or situations where cost savings clearly outweigh the risks. Companies are also leaning on tools such as Foreign Trade Zones, tariff engineering, and project restructuring to take advantage of more favorable tariff positions. What once felt unpredictable has become part of the planning process, with tariffs guiding choices on suppliers and locations alongside price and reliability. Tariffs are no longer a shock but part of the new normal for procurement strategy.

Leslie Meredith is the product and editorial director for Breakbulk Events & Media.

TARIFF TERMS TO KNOW

A quick guide to the trade rules shaping today’s sourcing decisions.

Carve-out

An exception to a tariff or trade rule that allows certain products or countries to be treated differently. For project cargo, a carve-out may reduce tariffs on key materials such as steel.

Foreign Trade Zone (FTZ)

A designated area in the U.S. where importers can bring in project components without immediately paying tariffs. Duties are owed only when the cargo leaves the zone and is taken into U.S. possession for a project.

Most Favored Nation (MFN) tariffs

The standard tariff rates that apply to all members of the World Trade Organization unless a special trade deal provides lower rates. Importers often use MFN as the baseline when comparing sourcing options.

MTR (Mill Test Report)

A document from a steel mill that shows how the steel was made and tested. In trade compliance, MTRs are used to verify the origin of steel, which determines the tariff rate applied.

Preferential market access

When certain countries or products receive lower tariff rates under a trade agreement compared to standard rates. Importers weigh this access when choosing where to source project components.

Quota system

A trade remedy that allows a limited quantity of goods to enter at a lower tariff rate. Once the quota is filled, higher tariffs apply. Importers use quotas to cut costs on steel and other high-value cargo but must manage the risks of strict filing rules.

Reciprocal tariffs

Tariffs imposed in response to another country’s tariffs, often designed to match those rates. Importers must factor these into cost planning when sourcing from countries in trade disputes with the U.S.

Ring-fencing

A rule that separates or restricts specific goods or sectors from wider trade agreements, often to protect sensitive industries such as defense or energy. For project cargo, ring-fencing can limit sourcing options even when broader trade deals apply.

Section 232

A U.S. trade law that allows tariffs to be imposed on imports deemed a threat to national security. For project cargo, Section 232 is most often applied to steel and aluminum, driving up the cost of core construction materials.

Tariff engineering

A strategy importers use to lower duties on project components by changing how an item is designed, classified or sourced so it qualifies for a lower tariff rate.

Tariff truce

A temporary suspension or reduction of tariffs between trading partners while longerterm negotiations continue. Importers may use a truce window to accelerate shipments before higher tariffs resume.

USMCA

The United States-MexicoCanada Agreement, the trade deal that replaced NAFTA. For project cargo, it allows many industrial goods to move tarifffree if origin rules are met.

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The multimillion-dollar project logistics sector is grappling with unprecedented regulatory complexity and energy market volatility — challenges that demand both technical expertise and operational

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Main Stage: Inside the Project Pipeline: Shipper Market Outlook

Wednesday, Oct. 1 1:45pm - 2:30pm

NAVIGATING PROJECT CARGO’S COMPLEX EVOLUTION

Geanean Ordonez Sees Opportunity Amid Regulatory Shifts and Energy Market Volatility

By Liesl Venter

agility, according to Houston-based industry veteran Geanean Ordonez. As project logistics manager at Technip Energies, Ordonez oversees cargo operations where a single delay can trigger cascading cost overruns across entire energy infrastructure projects. Her 15-year logistics career now positions her at the intersection of America’s evolving energy landscape and increasingly complex trade regulations.

“You’re dealing with cargo that isn’t easy to reroute or replace,” Ordonez points out. “You can’t just fly it in or warehouse it anywhere you want. It can’t simply take a different route or make an unexpected stop. It’s a complex industry that operates within very strict parameters.”

Regulatory Uncertainty Compounds Project Risks

The sector faces mounting pressure from shifting import requirements, customs documentation changes and fluctuating tariff structures that can fundamentally alter project economics mid-stream.

According to Ordonez, one of the biggest hurdles today is navigating the complexities of import requirements and customs documentation. “For years, the process was predictable. You knew what was needed and how to get shipments cleared. But now, everything’s changing constantly,” she says. “Everyone is having to learn what the new rules are today because they are very different from what they were yesterday and probably will change again tomorrow.”

These regulatory shifts particularly impact oversized and heavy cargo movements, where alternative routing options are limited and specialized equipment requirements are non-negotiable. Not only has the process become more complicated with constantly changing documentation and tariff requirements, but in the project sector, delays come with a high price tag.

Wind turbine components exemplify the challenge: blade lengths continue increasing while transportation corridors remain constrained by infrastructure limitations. “Today’s turbine might weigh 200 tons; tomorrow’s could be 400. Wind turbine blades keep getting longer. Nothing in project logistics stays static,” Ordonez notes.

She acknowledges that the current uncertainty across the freight sector, from shifting regulations to new tariffs and documentation hurdles, makes things even more difficult. “Dealing with today’s unpredictability isn’t easy, especially from a project perspective,” she says. “But it’s also what keeps us engaged. There’s no one-size-fits-all solution in this field. Every day brings a new challenge that demands a fresh solution.”

Energy Sector Transition

Political shifts have significantly impacted project development timelines across both traditional and renewable energy sectors. Much of Ordonez’s current work is centered around energy, both traditional and renewable.

“Political shifts have impacted how and when projects move forward. Under the previous administration, there was a strong focus on clean energy. Now, with a different political

focus, some of those projects are seeing delays, funding questions or even reconsideration,” she explains. While that uncertainty has slowed progress on some initiatives, Ordonez anticipates a more balanced pipeline going forward. “Right now? Projects are being awarded and they’re moving along, but the focus is definitely not on clean energy projects the way it was. We have opted for a wide range of projects in our portfolio from traditional LNG

Ordonez and her colleagues at Technip Energies.

Credit: Ordonez

to newer clean energy initiatives, which does help to spread the risk.”

This diversification strategy reflects broader industry adaptation to policy uncertainty. Energy companies maintain project portfolios spanning conventional and renewable technologies, allowing operational flexibility as regulatory frameworks evolve.

She expects to see a definite slowdown in certain renewable projects and a potential ramp-up in more conventional energy work. “But the players in the energy sector are incredibly adaptive. They always have contingency plans and backup strategies, just like we do in freight forwarding. It’s all about flexibility and staying ready.”

From Broadway Dreams to Heavy Cargo

Ordonez’s pathway into this specialized sector began far from the ports and pipelines of Texas. When you meet someone managing multimillion-dollar logistics projects, you don’t necessarily expect them to start their story with Broadway dreams and studies in psychology.

“I grew up in Houston and went to school there, ultimately studying psychology for about two years,” she says. As is often the case, life had other plans. For Ordonez, that meant falling in love and getting married at 21.

“My husband, an immigrant from Guatemala, was adamant that I needed to get out of Texas as I’d lived there all my life,” she recalls. “He had family in New York and I had always dreamed of being on Broadway. I grew up singing, it was my passion, so New York seemed like the perfect next step.”

In August 2001, they made the move, full of hope and ambition. But just two weeks after arriving in the city, 9/11 happened. “That whole New York fantasy was suddenly in a tailspin,” she says. “We loved the city, but the economy had collapsed. We

decided to move to Los Angeles to try and make a go of things there.”

It wasn’t the easiest time, Ordonez admits, but it became a period of tremendous personal growth, one that would eventually lead her into logistics. But, like many in the industry, her path wasn’t a straight line.

“I tried my hand at a couple of things, trying to figure out what truly resonated with me. I get bored easily with repetitive, menial tasks,” she says. “A lot of jobs out there are just the same thing every single day and I knew I didn’t want that.”

She worked as a paralegal at a law firm, then moved into insurance, followed by stints as a personal assistant, executive assistant and even tried marketing. “None of it felt right. I just couldn’t see myself doing any of this long term.”

Finding Project Logistics

That pause in her career, however, led to an unexpected turning point. Her sister-in-law, a seasoned customs broker based in Houston, had a client in Huntington Beach looking to hire. “She asked if I was ready to go back to work and told me she thought I would

like the logistics industry. It proved to be a defining career move for me.”

For Ordonez, it opened up an entirely new world, one that was dynamic, fast-paced and constantly evolving. “Every day was different. There was very little time to get bored,” she says.

Her first role in California was with a small freight forwarder focused heavily on compliance, CTPAT consulting and industry education. “The owner had written several books on the subject and hosted regular seminars. I was learning from someone deeply invested in the business,” she says. “It was the perfect introduction to logistics, full of opportunity to learn.”

Her responsibilities were rooted in general freight, including small airfreight shipments and domestic trucking. “I barely touched ocean freight at that point. But it gave me the building blocks—how cargo moves, what countries ship what, where ports are located. It laid the foundation.”

It was only after moving back to Houston that she found herself employed by a forwarder specializing in project logistics. “They were happy to take me on and teach me. I quickly realized this was the cool stuff. It was awesome!”

Ordonez says her family life provides stability, balancing the fast pace of her professional career.

Credit: Ordonez

Specialized Expertise Commands Premium

The technical complexity of project cargo operations creates distinct competitive advantages for logistics providers with deep sector knowledge. From there, the road became more focused. Ordonez joined UTC Overseas, where she worked her way up before being placed in-house at Technip Energies, the company she now works for, managing project logistics and procurement.

“Because of my background, I’m able to see both sides, the freight forwarder perspective and the EPC perspective,” she explains. “I understand the ‘why’ behind the decisions, not just the ‘how’.”

What made project logistics different from everything she had tried before were the challenges and the constant learning. “At first, coming from a general cargo background, you think you understand how freight moves and how it all fits together,”

Ordonez says. “But you quickly realize just how much planning is involved and how many different groups of people you have to coordinate to get a job done, especially when you’re dealing with oversized, heavy cargo.”

This dual expertise becomes crucial when coordinating multiple stakeholder groups across international project sites. Equipment specifications vary significantly between shipping lanes, while regulatory requirements differ substantially between origin and destination countries.

“The way you handle shipments is not the same from one country to another. Different regulations, different carriers, different equipment. Even the same equipment won’t work for every lane or cargo type,” Ordonez emphasizes.

Building Relationships, Finding Solutions

Her approach from day one has been to approach her job with curiosity and humility. Success in project logistics depends heavily on established relationships with ground-level

operators across global shipping networks. These connections become critical when standard procedures encounter unexpected obstacles or when projects require creative problem-solving approaches.

“You have to be comfortable saying, ‘I don’t know,’ but also be the person who says, ‘Let me find out.’ I learn something new all the time,” she says.

She emphasizes the importance of building strong relationships, making sure to connect to people on the ground. “You might move similar items, but every project brings new challenges and requires fresh solutions.”

This relationship-driven approach proves essential when managing the coordination requirements inherent in oversized cargo movements. Multiple agencies, specialized equipment providers and infrastructure stakeholders must align timing and capabilities across often complex international shipping routes.

For Ordonez, that’s the heart of the work: staying agile, building relationships and finding ways to keep the cargo moving. “It’s the challenge that keeps us all here.”

Cautious Optimism

As the conversation turns to the future, Ordonez readily admits she’s probably one of the more optimistic people in the industry. “I like to have something to hope for,” she says, smiling.

The premium placed on specialized knowledge and established networks suggests continued consolidation

opportunities within the project logistics sector, as smaller operators struggle to maintain the comprehensive capabilities required for increasingly complex cargo movements.

Despite current market uncertainties, Ordonez maintains optimistic projections for sector growth driven by continued infrastructure investment needs across both traditional and emerging energy technologies.

As we wrap up our conversation, I can’t help but ask about her life outside of work. “I’ve been married to an entomologist for 26 years. He’s the scientist among us, and I’m the realist,” she smiles. Together, they’ve raised two sons, now 20 and 16, and built a home life that’s as steady as her professional one is fast-paced.

“When I’m not working, we’re big into music,” Ordonez says. “We go to shows, concerts, plays, or we’re just singing karaoke at home.” That shared love of music is one of the ways her family stays close, even as life gets busier.

It is that sense of purpose, and the relationships that fuel it, that continue to drive Ordonez. Whether she is singing karaoke with her family or navigating global freight routes moving oversized project cargo, she brings the same energy to it all: present, passionate and prepared to learn.

Liesl Venter is a transportation journalist based in South Africa.

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Ordonez with her husband and two sons. Credit: Ordonez

READINESS, RESOURCES AND TIMING FOR PROJECT LOGISTICS

Logistics and air charter specialist Fayçal Boumerkhoufa in conversation with Pat Roche, CEO and founder of KB John, about how military and civil logistics intersect and what the future holds for both.

Fayçal: Can you share how logistics and transportation help shape defense and government-related structures and objectives? Perhaps a brief history will help our readers understand the essence and importance.

Pat: Logistics and transportation

have always been a backbone of defense and government operations. If you look back in history, logistics were key even in ancient times — armies needed to move troops and supplies to win battles. Fast forward to World War II, logistics played a huge role in turning the tide of

war. It was about getting the right supplies to the right places at the right time. That’s when logistics really became a game-changer.

During the Cold War, the U.S. military expanded its logistics networks across the globe to ensure rapid deployment and resupply

Bennett transports MQ-25 drone-FPO. Credit: Bennett

whenever needed. And as technology evolved, so did the way logistics worked, with better tracking, more efficient movement and predictive tools to avoid delays.

In the last few decades, defense logistics has had to keep up with much more complex missions. Now it’s not just about getting stuff from A to B, but about doing it quickly, precisely and flexibly to support a wide range of missions, from rapid combat deployments to humanitarian aid in disaster zones.

For government operations, logistics is key for moving personnel, supplies and military assets to meet strategic objectives, whether that’s in conflict zones or providing support in times of peace. It’s all about ensuring the right resources are in the right place at the right time, with maximum efficiency and coordination. That’s why logistics is considered such a critical part of national security and defense today.

Fayçal: The U.S. government and Department of Defense have huge logistics resources. Why do they still need private-sector partners, and what value do companies like freight forwarders and carriers provide?

Pat: The U.S. government and the Department of Defense have a huge infrastructure and a lot of resources, but when it comes to the scale of their operations, they still need outside help to make everything work smoothly. That’s where civil specialists, including freight forwarders, carriers and other logistics professionals come in.

One of the main reasons for this partnership is flexibility. While the government has its own logistics capabilities, they can’t always handle everything on their own, especially when there’s a sudden increase in demand. Civil specialists step in when there’s a need to scale quickly, whether that’s for a major deployment, disaster response or large-scale exercises.

These logistics experts also bring a lot of specialized knowledge. Freight forwarders are skilled experts at navigating international regulations and customs, which can be a headache when moving goods across borders. Carriers handle the transportation networks that the government doesn’t always have access to, making it possible to reach more places without adding extra constraints.

Another big benefit is efficiency and cost-effectiveness. Civil specialists have well-established networks and commercial capabilities, so they’re often nimbler in dealing with unexpected changes like fuel price fluctuations or supply chain disruptions. Plus, their ability to leverage cutting-edge technology like advanced tracking systems and real-time data analytics makes operations faster and more accurate.

In the not too recent past, we’ve had the opportunity to develop major logistical solutions in areas under martial law. While I can’t get into specifics, we’ve worked in regions with complex geopolitical challenges, where building transportation and supply chains required innovative, flexible approaches. Getting the right resources where they’re needed, even in tough environments, is why strong civil partners matter.

In the end, these partnerships allow the government to tap into the flexibility, innovation and efficiency needed to ensure their operations are successful, no matter the challenge.

Fayçal: When it comes to military and government freight forwarding, what does the sector look like today, and how should it develop in the future?

Pat: Military and government freight forwarding is the specialized movement of goods, personnel and equipment, often requiring strict regulations, security and the ability to operate in complex environments. This logistics supports defense readiness,

humanitarian efforts and government operations, while balancing speed, efficiency and compliance.

When I look into the crystal ball, I see the following points as critical, at least from the conceptual and consideration standpoint:

A. Automation & AI

AI will optimize routes, predict delays and automate documentation. Autonomous vehicles, drones and ships will enhance logistics, reducing human intervention, especially in remote or dangerous areas.

B. Flexibility & Scalability

Future logistics should be able to quickly scale up or down in response to emergencies. Civil logistics companies will remain vital for providing these flexible, scalable solutions.

C. Cybersecurity & Resilience

As logistics digitalizes, cybersecurity will be a focus to protect sensitive data and ensure the integrity of the supply chain, which is critical to national security.

D. Logistics in Conflict Zones

In areas with geopolitical tensions, logistics systems will need to adapt to move supplies safely through complex, unstable regions.

Wednesday, Oct. 1 1:45pm - 2:30pm

E. Public-Private Partnerships

Greater collaboration with privatesector logistics companies will ensure faster, more efficient responses to crises, leveraging their expertise and infrastructure.

F. Global Reach With Local Knowledge

Understanding local regulations and infrastructure will be crucial for operating in emerging markets and politically unstable regions.

The future of military and government logistics should be marked by greater agility, enhanced technological integration and smarter, data-driven decisionmaking. The reliance on civil specialists will continue to grow, ensuring faster, more flexible, secure and sustainable logistics. One critical aspect of future freight forwarding will be the need for security clearances. Many defense and government-related shipments are classified or require handling sensitive materials, meaning freight forwarders and shipping professionals

with the necessary security clearances will become essential.

Working with cleared experts will ensure that classified shipments are handled in compliance with security protocols and that sensitive operations remain protected, adding an additional layer of security and trust to the logistics process.

Fayçal: Considering the change in administration and current trade alliance challenges (tariffs), what is the impact on military logistics?

Pat: For the U.S. government, the evolving trade landscape can create both challenges and opportunities. Tariffs and trade disruptions may affect government procurement, supply chains for military equipment and the movement of goods required for defense and public service. Any increase in logistics costs due to tariffs could impact defense budgets, while new trade policies might require realignment of existing international partnerships, particularly for defense contracting and material procurement.

Furthermore, supply chain delays and shifts in international relations could complicate efforts to ensure rapid deployment and readiness of military and government operations in critical areas around the world.

By understanding the broader economic landscape, the U.S. government and its logistics partners can adapt to changes and maintain efficient operations despite external trade pressures.

Fayçal: How does the rapid and uneven pace of technology development affect freight forwarders and logistics providers, both the pros and cons?

Pat: I do think the fast-paced and uneven development of technology presents both opportunities and challenges for freight forwarders and logistics providers. While technology promises significant improvements in efficiency and service delivery, the rapid pace of change also creates certain risks and operational hurdles.

Pros:

Advancements in automation, artificial intelligence and robotics hold immense potential to transform government and defense logistics by streamlining operations, minimizing manual errors and accelerating the movement of critical supplies. Technologies such as automated warehouses, autonomous vehicles and drones can significantly enhance delivery speed, ensuring that time-sensitive and high-priority shipments, such as military equipment or humanitarian aid, reach their destination with greater urgency and precision. These innovations also reduce dependency on human labor, which is particularly crucial for managing large-scale, complex operations that require rapid deployment and efficiency under pressure. The integration of advanced technology in government and defense

Bennett’s Heavy & Specialized division transports a B52 flight simulator. Credit: Bennett

logistics enables faster, more precise responses to operational demands, ensuring critical missions are supported without delay. By leveraging technology, logistics providers can offer tailored solutions that meet the specific needs of military operations, disaster relief and national security efforts. These innovations improve the accuracy of delivery schedules, enhance coordination across multiple stakeholders and ultimately support the seamless execution of time-sensitive operations, strengthening mission success and trust in logistics providers.

Cons:

As logistics operations become increasingly digital, cyberattack risks rise. With all the sensitive data we’re tracking like classified shipments or mission-critical details, these systems become prime targets for hackers. A breach could seriously disrupt our supply chains, expose national security info or even halt military operations. So, it’s critical that we have strong cybersecurity in place to protect everything. A small slip-up could put a lot of operations at risk, and we can’t afford that when it comes to national security.

Another challenge revolves around labor force issues. The U.S. Merchant Marine faces skill gaps among both licensed and unlicensed crew due to rapid technological advancements, especially in defense and government logistics. New technology requires effective user training. There are often not enough skilled workers to manage new systems immediately. This can slow development and large-scale missions down and create multi-layered bottlenecks in operations, while companies work to get their teams up to speed. In critical missions where timing is everything, this can cause some serious delays.

Fayçal: Finally, in today’s unpredictable political climate, what

PAT ROCHE: NAVAL OFFICER, INTELLIGENCE

SPECIALIST, LOGISTICS LEADER

Pat Roche is a retired naval officer with extensive experience in maritime transportation and logistics. A graduate of the NY Maritime College at Fort Schuyler, he served as a deck officer in the U.S. Merchant Marine before transitioning to the U.S. Navy Reserve as a Strategic Sealift Officer. Following the 9/11 attacks, Roche was recruited by the Office of Naval Intelligence as an intelligence officer. He later supported Special Operations Command (SOCOM), Navy Special Warfare Command (NSW), and Marine Special Operations Command (MARSOC) during deployments for Operation Iraqi Freedom (OIF) and Operation Inherent Resolve (OIR).

aspect of logistics is most critical to ensuring mission success?

Pat: The world’s political climate is constantly changing, and that can create unpredictability for logistics. Whether it’s responding to conflicts, natural disasters or humanitarian crises, being able to quickly adapt and move assets is crucial. Governments and logistics providers need flexible plans to handle these disruptions efficiently and keep operations running smoothly. Logistics is the backbone of

In addition to his military service, Roche maintained a parallel career in the maritime and logistics industry, ultimately becoming vice president of project cargo at Expeditors International. In 2022, he founded KB John LLC, a Service-Disabled Veteran Owned Small Business (SDVOSB), providing transportation and logistics solutions to U.S. Government entities. He also serves as the CEO of Tahoma Global Logistics, a Puyallup Tribal Enterprise startup based in Tacoma, WA. Roche is dedicated to mentoring transitioning military personnel, particularly at the 1st Special Forces Group at Fort Lewis, Washington.

military operations. Delays in supply chains can impact readiness and mission success. It’s not just about moving goods, it’s about ensuring the right resources are in place, at the right time, to support the mission. You can have the best gear and the best people, but if it doesn’t get there on time, it won’t matter.

Fayçal Boumerkhoufa’s distinguished career spans over two decades in global air charter and project logistics. He is a member of the Breakbulk Editorial Board.

Leslie Meredith is the product and editorial director for Breakbulk Events & Media.

HOW TO BREAK INTO GOVERNMENT CONTRACTS

The Realities Behind Winning and Keeping Government Work

By Fayçal Boumerkhoufa and Leslie Meredith

Breaking into U.S. government contracting can look like a golden opportunity. Multi-year awards worth millions of dollars, work tied to national security and public service, and the prestige of supporting agencies like the Department of Defense all make it tempting. But those who have tried, and failed, know it’s also a world with its own rules, gatekeepers and risks.

Eric Giangiordano has built his career in this space. Principal of Stratagem Aviation, he has led more than US$100 million in multi-year contracts with the Department of Defense, Department of Justice and Homeland Security, as well as major health systems and

private-sector clients. He believes opportunities are there, but warns that success depends on knowing the realities before committing resources.

His own start-up journey shows what that path looks like. “When we created the GovOps division for Jet Logistics, we began by using a small consulting firm in DC that had both aviation and B2G experience,” Giangiordano says. “They did an excellent job getting our company acclimated and I worked closely with them as liaison, then eventually took over and grew it from there. It was a steep learning curve, but they helped shorten it by at least a year or two.”

Acquisition Regulations (FAR) and the System for Award Management (SAM). These systems aren’t just paperwork, they are the only way into the market. And they come with expectations very different from commercial business.

Misperception: A GSA schedule award guarantees business.

Reality: A GSA schedule award only makes a company eligible to bid. “Think of it like an exclusive trade conference,” Giangiordano says. “You apply early, get approved, and then you’re inside. But you still have to compete for the actual business.”

How Smaller Firms Get Started

From that experience, Giangiordano draws a set of lessons for companies looking to break into government contracting today.

The Real Gatekeepers

When the competition includes industry giants such as Boeing, Lockheed Martin or Northrop Grumman, smaller firms may assume they have no chance. But subcontracting often provides the first step.

Eric Giangiordano, Stratagem Aviation

Government agencies don’t buy services the way corporations do. Instead, they use structured systems that pre-qualify vendors, including the General Services Administration (GSA) schedules, the Federal

Prime contractors (primes) are frequently required to bring in subcontractors with specialized capabilities, and that requirement creates openings for firms with the right expertise.

Misperception: Being a subcontractor means settling for less.

Reality: “Many awards are structured so that primes must allocate significant portions of work to subcontractors,” Giangiordano says. “For a small or midsized firm, that can be the entry point to build experience and credibility.”

Certifications Rule

Eligibility rules shape the entire sector. Small-business certifications such as Women-Owned Small Business (WOSB), Veteran-Owned Small Business (VOSB), and Service-Disabled VeteranOwned Small Business (SDVOSB) can limit competition to firms that meet those requirements. For companies that qualify, these certifications are essential to getting a foot in the door. In aviation, approval from the Commercial Airlift Review Board (CARB) is a further requirement. CARB audits safety and operational standards before a contractor can carry out missions for the Department of Defense. “For Part 135 carriers, smaller on-demand charter operators, it’s a high bar,” Giangiordano says. “Most of the approved list is Part 121 operators, the larger scheduled airlines with greater resources.”

Misperception: Certifications are just red tape.

Reality: Without them, many firms are simply ineligible to compete.

Higher Standards, Fewer Exceptions

Beyond certifications, compliance is where many companies falter. Even after winning a contract, they may not fully grasp the demands of execution.

“From security clearances to safety audits, standards are higher and exceptions fewer,” Giangiordano says.

That means firms must be prepared not just to meet government standards at the outset but to pass recurring audits and maintain clearance protocols. Companies without compliance expertise or resources quickly find themselves at risk of losing awards they worked hard to win.

Misperception: Winning a contract is the hard part.

Reality: Meeting the government’s ongoing compliance requirements is often harder.

No Quick Wins

Launching a government contracting division requires dedicated staff who

THE PLANE THAT CHANGED THE WAR

One of Giangiordano’s favorite examples of civil–military synergy goes back to World War II. The Douglas DC-3 was already well established in the civilian sector by the late 1930s, but as the war escalated, air superiority in supply chain and logistics became critical. With modifications such as a reinforced

understand contracting language, legal and compliance support, and operational capacity to deliver on task orders. Without those investments, companies can’t build the trust needed for sensitive missions.

Misperception: Government contracts deliver quick returns.

Reality: “You won’t be successful making half-commitments, hiring the wrong people, or expecting ROI in year one,” Giangiordano says. “This is a long game.”

Why It’s Worth It

Despite the hurdles, Giangiordano stresses that the payoff goes beyond revenue. During COVID, he worked

floor, cargo restraints and a wider door, the DC-3A was converted into the C-47 Skytrain, the first dedicated military cargo aircraft deployed on a global scale. Allied Supreme Commander Dwight D. Eisenhower later called the C-47 one of the four most vital pieces of equipment in winning the war in Europe and Africa.

on missions under FEMA’s Project Airbridge to move critical medical supplies. In another case, his team managed a high-security charter that delivered a vital repair component to a U.S. military base in Europe, too urgent to wait for military aircraft.

“These examples highlight why government agencies continue to rely on private-sector partners,” Giangiordano says. “Flexibility, niche expertise and speed that government fleets and systems can’t always provide.”

Fayçal Boumerkhoufa’s distinguished career spans over two decades in global air charter and project logistics. He is a member of the Breakbulk Editorial Board.

Leslie Meredith is the product and editorial director for Breakbulk Events & Media.

A long line of C-47 transport planes awaits final inspection at the Douglas Aircraft Company plant in Long Beach, California. Credit: Palmer, Alfred T., photographer. United States Office of War

CIVIL INVESTMENT, MILITARY IMPACT

An Asset-Based View: Bennett on Civil Investment and Military Readiness

By Fayçal Boumerkhoufa and Leslie Meredith

Civil transportation investment does more than serve commercial customers. It supports the supply chains that U.S. government and military operations depend on.

Ted Gaze, vice president of supply chain, projects and sales at Bennett International Logistics, says the trucks, trailers and logistics facilities developed for private industry provide the capacity the military needs when demand shifts or surges.

“Military manufacturing remains a GDP driver and a foundation revenue stream for U.S. transportation,” Gaze says. “But the civil side ensures the infrastructure is there when government demand rises.”

That overlap now includes technology. Government supply chains follow the same competitive models as e-commerce, with EDI interfaces, real-time tracking and benchmark standards set by platforms like Amazon Business.

Execution, however, is where differences appear. As an asset-based forwarder, Bennett has faced challenges competing with non-asset brokers that lack customer service infrastructure, insurance protection and experienced personnel. “That leads to accidents, delays and losses that cost time and money,” Gaze says.

Looking ahead, AI promises to automate track and trace, documentation, customer service and pricing. But Gaze cautions that knowledge developed over decades in logistics cannot be replaced by software. With more than 40 years of experience, he has seen how quickly expertise can be lost as leaders retire. Government planners are now relying more heavily on subcontractors and carriers at the execution stage rather than involving them in planning.

“That creates new risks for success and financial exposure for all parties,” he says. “The future will require closer integration, not less.”

Ted Gaze, Bennett International Logistics

Ted Gaze, vice president of supply chain, projects and sales at Bennett International Logistics, (pictured far right) with colleagues during the loading of an Antonov AN-124.

Credit: Ted Gaze

DHL INDUSTRIAL PROJECTS PUTS DIVERSITY TO WORK

How to Turn Differences Into Deals

By Leslie Meredith

Credit:

Vecteezy

Diversity may be under political fire in the U.S., but for DHL Industrial Projects it remains a business advantage. “We know diverse teams deliver stronger results,” says Jake Swanson, regional vice president of Industrial Projects for the Americas. Independent studies back him up: McKinsey has found that diverse companies are 35% more likely to outperform competitors, and research by Boston Consulting Group links diverse management teams to higher revenue.

That belief in diversity shows up in the structure of DHL’s Industrial Projects division, part of DHL Global Forwarding, ranked the world’s top logistics provider by revenue in 2024. Its country managers are native to the markets they lead, and across the Americas region women already hold 45% of country manager posts and 60% of leadership roles, well above DHL’s global targets.

From Brazil to Argentina, Houston to the wider U.S., four DHL leaders show what diversity looks like in practice.

Be a Cultural Translator — Vanessa Vinhaes

“I am a woman, a mother, divorced and, to top it all off, Brazilian!” said Vanessa Vinhaes, country manager for Brazil. “You can imagine what I go through every day, unfortunately, but I always face it with a good sense of humor and hope that better days will come.”

On a major offshore project in Brazil, she recalled: “As a Brazilian woman in a leadership position, I initially noticed some skepticism from international partners who weren’t used to seeing someone like me in that kind of role. But as I got more involved with the team, speaking the local language, demonstrating technical expertise, and showing cultural sensitivity, the dynamic changed. Trust was quickly built and the project moved forward with much stronger collaboration.”

She doesn’t shy away from differences. “I don’t try to erase differences. I try to highlight and

value them,” she said. “When those similarities aren’t there, I pay extra attention to building trust by listening actively, showing genuine curiosity and respecting local ways of doing business. Humility and empathy are key.”

That approach shows up in her daily work as what she calls a “cultural translator.”

“For example, can you imagine a guy from China coming to a yard in Brazil, where people are wearing flip-flops and only speak Portuguese? That doesn’t mean we’re not serious professionals. Brazilian culture always tries to find a solution. We never say no as a first answer, we always try. That’s how it works here. I translate that for them so they can see it from our side.”

Bias is part of her reality. “Always, every day. Customers will ask aggressive questions, ‘Do you know how to handle this?’ And I say, ‘Of course I know. That’s why I’m here as the general manager for DHL in Brazil, the biggest logistics operator in the world.’ But it takes time.

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We have to prove ourselves all the time. Confidence comes day by day.”

Her leadership style is rooted in respect on both sides. During one meeting, she got a call from her son’s school after he had an accident. “I said to my boss, ‘I really have to go because I don’t have family here and his father lives far away.’ And of course he said yes. The next day I gave the hours back. It’s mutual respect.”

Vanessa Vinhaes

Asked what advice she passes on to other women, her answer is as direct as her manner: “Be you, trust in you. Listen a lot. Do the best you can. We have to prove ourselves more than men, that’s clear. But if you respect people and deliver, the respect will come.”

Prepare Relentlessly — Meghan Toone

Meghan Toone, regional operations manager for the Americas, has been with DHL for over a decade. “In October, it will be 13 years for me and the entire time that I’ve been at DHL has been in Industrial Projects,” she said.

Motherhood created space for her to slow her career tempo without leaving the industry. “I took a little bit of a step back, so I wasn’t involved as much in operations. That’s kind of a little benefit of DHL, by working with women and those that have families, right? It allows me to step back and still stay in the industry, let’s say, but not be prevalent in day-to-day operations. And then when I decided to come back full-time, it was more strategy. I worked on implementation, and then it eventually led me back into this operational regional role.”

She admits bias remains. “We should be past it, but we’re still not. And I still face it,” she said. “Sometimes you can see it in their faces when they realize you’re the one in charge. For me, preparedness is key, especially being a female in the industry. I don’t want to be caught in a situation where I’m scrambling. So I study, I do my research, I know the customer and the project before I sit down with them. That helps bridge that gap.”

Her message to women is clear. “Don’t be afraid to try something new and do something that’s out of your box. Too often, women miss out by eliminating themselves. Go for it. Apply. You may get a no, but maybe you’ll find another opportunity later. Don’t be afraid.”

She is proud of what the region has achieved. “Globally, DHL has a

“TOO OFTEN, WOMEN MISS OUT BY ELIMINATING THEMSELVES. GO FOR IT. APPLY. YOU MAY GET A NO, BUT MAYBE YOU’LL FIND ANOTHER OPPORTUNITY LATER. DON’T BE AFRAID.” - MEGHAN TOONE

women in management target of 30% by 2025, but for Industrial Projects in the Americas we’re already at 45% of our country managers who

are women. And in leadership roles we’re at 60%. That’s something we’re very proud of, we’re exceeding that target and ahead of the game.”

Meghan Toone and Pablo Hanacek Credit: DHL Industrial Projects

Hire for Personality, Not Just Skills — Lucas Strom

Lucas Strom, head of Industrial Projects for the U.S., has been with DHL Global Forwarding for just a year, but has already seen the impact of diversity on his team. “12 years ago, diversity wasn’t even really much of a discussion. Outside of HR casually saying, ‘Let’s make sure we considered this,’ it was never actually a focus. But that’s evolved a lot more in the last seven or eight years,” he said. He believes diversity improves both the workplace and the work. “The first impact I would say is the work environment. A good diverse office allows for a lot more opportunity for staff to interact with each other, to learn from each other just on a personal level. Professionally, people bring different approaches to how they handle business. We all learned a little bit more when we’re together in that environment. But you have to have an environment where you’re willing to share. Diversity in a siloed organization doesn’t look good. The key is making sure we are all collaborative.”

When Strom took over, he found a team that was too isolated. “When I came in a year ago, our group was very siloed. People were just like, ‘I sit at home, I manage my desk, I handle my files, that’s all I need to do.’ So for me it was a process of repairing the workplace environment. We brought back monthly birthday and anniversary celebrations. We changed the hybrid schedule so teams would actually be together. At first it caused some pain, but now I see more people in the office, more communication, people at each other’s desks, and you solve problems that way.”

Strom says hiring the right people is just as important as building the right environment. “I can teach you skills, but I can’t teach you work ethic and your personality. Those are key. Once you decide that, you can teach somebody anything and then get them in there and they’ll thrive.”

To illustrate his point, he tells a story about interviewing a candidate for a data

analyst role. “She had all the technical skills, but I couldn’t get to know her as a person. So I asked her, ‘If you had to describe yourself as a piece of fruit, what fruit would you be?’ My colleagues thought I was crazy. But once we all answered ourselves, prickly pear, potato, jackfruit, she was able to open up. It wasn’t about the fruit. I just wanted her to break down the wall and show who she was as a person. Skills are not complex to teach. Getting the right people in the organization is what makes you successful.”

Lead with Local Perspective — Pablo Hanacek

Pablo Hanacek, country manager for Argentina and head of business development for Industrial Projects in the Americas, represents another side of DHL’s diversity strategy: appointing local leaders. Just as major energy and mining projects in Latin America require local content to succeed, DHL believes its country managers must be native to the markets they serve.

That local perspective matters. It brings credibility with customers, fluency in culture and language, and an instinctive understanding of how business is done in-country. For Hanacek, this approach parallels the projects themselves, where regulations require local hiring and investment to ensure lasting benefits for communities.

“Local content is about compliance with legal requirements, hence something that must be addressed. If embraced comprehensively, the benefits for all players are clear. Well executed, hiring subcontractors and personnel within the project area of influence reduces costs and increases efficiency. Usually, standards are leveled up and we have seen tremendous development and achievements with our personnel.”

Hanacek is also clear about the role women play in leadership. “My team has a balance of 40% female and 60% male. Most of the women are in key positions such as general supervision, HSE, pricing, finance and key account management. Diversity in all aspects fosters empathy, enriches everybody professionally and personally, and ultimately service quality and customer satisfaction increases. And of course, it can make your day tremendously fun!”

For companies entering Argentina for the first time, Hanacek offers practical advice. “Firstly, there is the need to understand the market landscape and navigate the multilayered regulatory complexity that goes from national, provincial and municipal levels. Get a good lawyer, ideally specialized in your activity field. Take advantage of the local talent, there is a very motivated and highly educated workforce. Don’t come if you are not prepared for economic volatility!”

Together, these leaders illustrate how DHL Industrial Projects turns diversity into everyday practice, shaping teams that reflect the markets they serve and strengthening the projects they deliver.

Leslie Meredith is the product and editorial director for Breakbulk Events & Media. She is also the founder of the Women in Breakbulk program.

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Lucas Strom Credit: DHL Industrial Projects

GEOTHERMAL ON THE RISE

Unlocking a Natural Battery for Global Energy

For centuries, people around the world soaked in hot springs and marveled at the earth’s natural heat. Today, that same geothermal energy is being engineered to power entire grids — clean, constant and carbonfree.

Despite its long history, geothermal still accounts for only about 1% of global electricity, according to the International Energy Agency (IEA). Its growth has been constrained by

By Amy McLellan

geology: conventional systems rely on natural heat sources, fractures that let water circulate, and pathways to move heat upward through the earth’s crust.

It’s a trifecta that only exists in certain places, with most of today’s installed capacity found in countries that have either volcanic activity or straddle tectonic fault lines, such as the U.S. West Coast, Iceland, Indonesia, Türkiye, Kenya and Italy.

A growing number of investors,

however, are betting big that new technologies will overcome these geological limitations and unlock an abundance of 24/7 carbonfree energy across the planet. For Thomas von Koch, a former CEO at Swedish investment fund EQT Group, geothermal is “the only game in town.”

The idea that the earth is a huge natural battery that could power our world with no emissions and no intermittency is certainly appealing.

“The amount of energy currently being produced from conventional geothermal systems worldwide (16,000 MWe) is trivial when compared to the energy available in the earth’s crust,” says Dr. Joseph Moore, managing principal investigator of Utah FORGE, a U.S. Department of Energy research project to demonstrate the commercial feasibility of Enhanced Geothermal Systems (EGS), which use drilling technologies to create fractures in low permeability hot rocks and then circulate water through them to create geothermal reservoirs where none exist naturally.

The U.S. is at the forefront of this geothermal revolution. A 2019 report from the DOE set a goal of increasing the amount of geothermally generated electricity from 3,900 MW to 60,000 MWe by 2050. Currently, electricity from geothermal resources is only generated in California, Nevada, Utah, Hawaii and Idaho. With EGS, however, all states have potential for geothermally generated electricity.

“EGS technologies will allow electricity generation virtually anywhere in the country,” says Dr. Moore. “Imagine powering San Francisco, Memphis or New York City just from the earth’s heat. EGS can also be used for direct applications, such as heating buildings, aquaculture and agriculture.”

There’s a real strategic drive to make this work as the U.S. faces surging demand for baseload energy, driven by electric vehicles, grid resilience and the hyperscale data

centers that power AI models.

“Since EGS allows for electricity to be generated almost anywhere in the world, theoretically, a plant can be located in a close proximity to a data center,” notes Dr. Moore.

Forging a New Energy Future

The Utah FORGE site is about 210 miles southwest of Salt Lake City in rural Beaver County. It was selected because it met key criteria: temperatures of 350°F at a depth of one mile, a low permeability granite reservoir, low potential for felt induced seismicity, and a site with low environmental impact. The challenge for EGS is the price tag: drilling through hot granite is much more expensive than oil and gas drilling, and the hard rocks chew through traditional tricone drill bits.

Utah FORGE, however, has unlocked insights and innovation that can now be used by private developers to accelerate other EGS projects, says Dr. Moore, pointing out all of its data is publicly available.

“Working with NOV ReedHycalog, Utah FORGE developed drill bits that enabled drilling rates to be increased from 10-13 feet an hour to over 120 feet per hour,” he says. “Since then, we’ve been able to drill as much as 2,000 feet on a single bit run.”

The new bit designs, which are now being used widely in the geothermal industry, dramatically decrease the time it takes to drill a geothermal well by nearly 50% and reduce the cost of drilling by close to 30%.

Expensive Energy, for Now

This matters because cost is a major barrier to deployment. “It is expensive,” acknowledges Shruti Raghuram, lead U.S. geothermal analyst, new energies research at Rystad Energy. “Traditional geothermal might cost US$60-80 per MWh, but with EGS the levelized cost of electricity is about four times higher, at US$240-350 per MWh, so it couldn’t become commercial until very recently.”

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The factor that has made the difference is a pivot of shale oil and gas expertise to the hot rocks of geothermal. Fervo Energy, which boasts ex-Hess, Chevron, BHP and NOV hires in its top team, has already proven EGS is commercially viable at its 500 MW Cape Station project in Utah, which will begin delivering clean energy to the grid in 2026.

It already has Power Purchase Agreements (PPAs) in place to deliver 24/7 carbon-free geothermal power to customers, including Shell Energy and Southern California Edison. It is applying its oil and gas knowhow to this new industry to improve efficiencies and drive down costs, by increasing casing diameter, optimizing well spacing using fiber optic sensing and implementing staggered bench development. For example, the company was able to expand the capacity of the project by 100 MW to 500 MW without any additional drilling.

In June, Fervo Energy completed its hottest and deepest well to date, drilling the Sugarloaf appraisal well to a true vertical depth of 15,765 feet in just 16 days (a 79% reduction in drilling time compared to the U.S. DOE baseline for ultradeep geothermal wells).

“They are bringing their expertise from the shale oil and gas industry and applying that to enhanced geothermal, managing to reduce drilling time by

Shruti Raghuram, Rystad Energy

“EGS TECHNOLOGIES WILL ALLOW ELECTRICITY GENERATION VIRTUALLY ANYWHERE IN THE COUNTRY ... IMAGINE POWERING SAN FRANCISCO, MEMPHIS OR NEW YORK CITY JUST FROM THE EARTH’S HEAT.” - DR. JOSEPH MOORE

70%, which significantly lowers the cost per well,” says Raghuram.

“They have seen some wells achieve productivity of 10 MW per well and they now expect that by 2030 their costs will come down to about US$60 per MWh, which is the same price as traditional geothermal.”

She points out that the DOE has set a target of US$45/MWh by 2035, which is around the same as global levelized cost of electricity as solar and wind, but with the benefit of being a baseload energy with a lower land footprint, which makes it more deployable.

“Over the last year or so, we have seen a flurry of PPAs between big tech and geothermal and nuclear providers, in order to supply power for AI data

centers that’s compatible with carbon neutral or no carbon goals,” she says.

“Google, for example, wants to be entirely carbon free across its operations by 2030, but how is it going to do that in the next five years? It has to be nuclear or geothermal because even with solar and wind across their entire campus, it’s still intermittent and requires investment in battery storage solutions.”

Drilling Innovation

With next-generation geothermal offering a stable and essentially inexhaustible power source, it’s no wonder the technology is attracting the attention of big tech and clean energy investors.

“GEOTHERMAL IS THE ONLY GAME IN TOWN.” - THOMAS VON KOCH

MIT spinout Quaise Energy is advancing its proprietary millimeter wave technology at its field site in Central Texas. The technology harnesses a powerful gyrotron to ablate rock for the first time without any downhole hardware, allowing drilling to access to superhot rock (752°F) typically found deep within the earth’s subsurface.

The company now plans to build on this achievement with an upcoming gyrotron using ten times more power and complete a pilot power plant in the Western U.S. as early as 2028. Carlos Araque, CEO and president of Quaise, said progress in 2025 had “exceeded all expectations.”

Investment funds are taking note of the potential of these new technologies to unlock what backers call “a new energy frontier.” Underground Ventures, a Copenhagenbased investor in early-stage technology companies targeting enhanced geothermal, was among

Fervo Energy completed drilling the Sugarloaf appraisal well in June 2025. Credit: Fervo Energy

the backers of last year’s US$15 million financing by GA Drilling, the Slovakia-based company that has also secured investment from Nabors. Igor Kocis, co-founder and CEO of GA Drilling, says the demand for its plasma drilling technology, which is the result of more than ten years of R&D and over 25 registered patents, has “picked up at an incredible rate.”

Project Cargo: On the Radar

For the project cargo sector, EGS is one to watch for the future. According to the IEA, geothermal energy could meet 15% of global electricity demand growth between now and 2050 if project costs continue to fall. This suggests the deployment of as much as 800 gigawatts of geothermal capacity worldwide, delivering annual output equivalent to the current electricity demand of the U.S. and India combined, generating investment worth US$1 trillion by 2035.

There’s a huge gap to close, however, to make this a reality. On the regulatory front, more than 100 countries have policies in place for solar PV and onshore wind, but only 30 have such policies for geothermal. Costs are still high, and while companies like Fervo Energy are showing the art of the commercially possible, this remains an industry that is very much earlystage and unlikely to generate order flows to compete with traditional oil and gas and established renewable energy projects.

However, as data centers continue to create huge demand for baseload energy, the impetus to make EGS work means this is certainly an industry to put on the radar.

Award-winning freelance journalist Amy McLellan has been reporting on the highs and lows of the upstream oil and gas and maritime industries for over 20 years.

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WHAT ARE ENHANCED GEOLOGICAL SYSTEMS?

While conventional geothermal projects rely on the right confluence of geological conditions, enhanced geological systems use innovative drilling techniques to engineer the reservoir.

This is accomplished by drilling one or more injection wells, stimulating them by injecting colder water under pressure to create new fractures or open existing ones, and then drilling production wells into those fractures.

Water is then pumped into the injection well, allowing it to travel through the fractures in the hot rocks where it picks up heat, before being produced at the

surface. By drilling deep enough, the temperatures needed for electricity generation (greater than about 300°F) can be obtained almost anywhere.

While EGS involves similar processes to oil and gas fracking, there are some key differences which may make it a more palatable sell to the public. Whereas oil and gas fracking has attracted negative press for issues of water usage, groundwater contamination and induced seismic activity, these are not issues in EGS because the water used is continuously reinjected and, without the presence of methane, there’s no risk of contaminated groundwater.

BREAKBULK IN TRANSITION: SMARTER, CLEANER, CONNECTED LOGISTICS

The cargo landscape is rapidly evolving.

Our footprint in the Americas

DP World is leading this evolution.

These regional capabilities are amplified by our global smart logistics approach.

TRANSFORMING TRADE TOGETHER

At DP World, we know not all cargo can be moved by container. As construction, energy storage, wind farms, and heavy machinery businesses across the Americas adapt to meet growing demand, so does their need for agile breakbulk supply chains to keep their unusual cargo flowing seamlessly.

Our American operations seek to become the ultimate partner for leaders by providing innovative and e icient solution for the breakbulk sector in all markets.

JOHN AMOS: MR. BREAKBULK

From Bechtel to Breakbulk, a Life in Logistics

By Iain MacIntyre

Working on one of history’s largest civil engineering projects, moving cargo to the world’s most remote corners, surviving lifethreatening moments and leading the formation of Breakbulk Americas are just some features of the extensive career of John Amos.

Often referred to as “Mr. Breakbulk” for his extensive knowledge and longstanding influence in the industry, Amos’ early career involved roles with the Santa Fe Railroad, Fibreboard Corporation and United States Air Force 349th Troop Carrier Wing.

In 1970 he began an over 26-year tenure at Bechtel Corporation , initially engaged as senior expediter and ultimately rising to global manager of logistics with responsibility for 162 staff around the world. Amos recalls being both in awe of and inspired by the 50,000-employee engineering, procurement and construction (EPC) company and the opportunity presented to learn “real logistics” on massive global projects.

“I felt that I had found an area I could really enjoy and work in,” he told Breakbulk

“You’re working with thousands of professional men and just a few women in those days, dealing with engineers and solving the logistics problems.

“As the work progressed, I found that if this was going to be me, I would have to devote myself to problem solving and working towards the success of the company. Working on projects, you slowly gain an enormous amount of experience that you can apply.

“Your whole life is devoted to what we call the “time vice”: project material is due to arrive at a certain time and so, you may get delayed, but that time for delivery never changes.

“I’d look forward to going to work every day.”

Defining Career Moments

Amos highlights his involvement in the 1970s and 1980s development of the Jubail Industrial City in Saudi Arabia as a standout moment in his career.

“I spent three years in the Eastern Province of Saudi Arabia working on the largest civil engineering project in history [according to the 1983 Guinness Book of Records].

“That was a major break because I found myself, after being [at Bechtel] for eight years, promoted into construction management and that opened up a whole new area. And if you’re a construction manager, you can yell at everyone!

“We had 50,000 construction workers there. It’s a city, container port, project cargo port, airport and training facility with the concept that the Saudi Government decided they have to do something other than lift oil and ship it around the world.

“There were seven major industries built in the Jubail Industrial City. It’s still expanding; it’s just amazing.”

He groups the solving of logistics problems in remote global locations, such as the Highlands of Papua New Guinea or at Fort McMurray in Alberta, Canada, as well as coordinating logistics planning with project management and jobsite delivery, as recurring challenges.

“Solving logistics problems in global remote locations is difficult. You could go and study the terrain and the infrastructure, if any, but during a major project, something is always changing. It could be a delay, a change to the scope of the project. Everything gets bigger, it never gets smaller. So then it’s ‘we’re going to have to charter ships or charter airplanes.’

“Last but not least, you have to deal with the client who in global projects is frequently the government of the country where you’re working or it’s a mammoth oil company and they dictate how they want to do it, even though it may not be the way to go. So you have to learn to hear out what people say and then have a solution that works. And then cross your fingers!”

As Amos progressed upwards in management, he says overseeing a large global staff of professional logisticians presented a different challenge.

“I lost a lot of the hands-on. The first big boss I had, said ‘you’re taking over an organization that is not doing well’ and I said ‘well, I know what to do and I’ll do it’ and he said ‘if I catch you doing any work, I’ll fire you!’

“You are to manage a global function fitting in with others. You’re dealing with engineers and construction people and management people who really don’t know logistics, they just say ‘well, get a boat and get it over there.’ I say ‘the dimensions have changed, this is huge,’ and they say ‘well, so what? Just get it done anyway’.”

Trials Along the Way

Amos reflects that there are “ups and downs” in any career.

“There are times where you don’t think things are going right. For instance, I had a man that worked for me and he wasn’t happy – he thought he should be promoted – and he said ‘after all John, look how lucky you’ve been.’

“I said ‘I’ve been lucky? In the First

AT BREAKBULK AMERICAS…

Main Stage: Industry Legends: 35 Years of Breakbulk

and Beyond

Wednesday, Oct. 1 4:15pm - 4:45pm

Gulf War I had a gun pointed at my head and in Iran before the revolution I was grabbed by three Iranians on the street and they were going to kidnap me.’”

He references “always looking forward to the next challenge” –as per involvement in the First Gulf War clean-up, not long after starting at Bechtel.

“I was sent over to help structure the work to extinguish the oil well fires. Several hundred thousand tons of cargo were imported.

“It was really wonderful, but if you work for an engineering and construction company, you’ve got to be flexible when they say ‘we want you to go here or go there.’ You either go or find another profession.”

Evolving Industry

The world of project construction has changed a great deal over the past couple of decades, says Amos, with projects becoming larger, construction schedules shorter and costs rising.

“The size, dimensions and weight of cargo has expanded almost beyond the capability of available vessels. The logistics have gotten more and more difficult, and the conflicts – political and military – have made it very hard.

“And I think that many logistics managers do not have a logistics background, it’s a compilation of different skills, and so Breakbulk conferences are a great way for people to learn about logistics because it’s complicated.”

Furthermore, Amos observes that there has been a move away from family status foreign assignments on projects, noting the stark contrast from his first Saudi Arabia deployment where the family settled in for three years and friends were made “that have lasted a lifetime.”

“For years it was fine if you were in management, you could bring your wife and your kids along, but that’s very expensive to do. I personally feel you can do a much better job if your family is with you.

“I lived in Canada alone. I had a second tour of duty in Saudi Arabia and I was alone. I just went back to a single room at night,

and you can get depressed.

“So, I say that if you want to work in project logistics, whether it be with a carrier, freight forwarder, shipper or construction company, you have to want to have that kind of a career.

“I think you have to really enjoy the work and you have to either be single or have a family that understands it. I’ve seen some horrible examples of breakups.”

Sustaining a Career Through Family Backing

Amos jokes that someone might ask his wife “You and John have been married for 63 years, how could you possibly last that long?” and

she might respond “Oh, it was easy because he was never home!”

On a serious note, he expresses much gratitude for the support of his family throughout his career and including single-status deployments.

“It took a few years for my son to forgive me for making him live in the desert in a caravan!”

As well as a means of mental refuge during the tougher assignments, long-distance running also became a shared past-time with his son for Amos, who estimates that he has run about 17,000 miles and completed over 200 marathons and half-marathons since 1980.

“We started a run at Breakbulk more than 20 years ago, an early-morning run, and that always was fun.”

Having had to cease running in recent years – and quipping that, with cane in hand, he now enjoys having doors opened for him and convenient access to disabled parking spots –Amos says he now enjoys walking for exercise regularly with his wife on a local former railroad right of way.

“I also love to read. I like historical reading, mainly nonfiction, but some fiction.”

Establishing Breakbulk Americas

At the height of his career with Bechtel, Amos was separately engaged by the Journal of Commerce to lead the development of the Breakbulk Americas conference, first held in Atlanta in 1990 with around 100 attendees.”

“I was tapped to be the very first keynote speaker and recruit other speakers.

“There was support by senior management of companies, ocean carriers and freight forwarders in particular, that recognized they needed to be in front of people and that there needed to be a program for people to learn some of the ins and outs, to learn the language. There was support from the ports.

Amos surveying a project in Papua New Guinea, 1970s.

Credit: John Amos

John Amos onsite at Prudhoe Bay project in in Alaska, 1980.

Credit: John Amos

“We also had a focus on having people from regulatory government agencies come and speak, and for the maritime administration in Washington DC. They really needed to be better informed so it was important to have them come.

From Houston to the World

Having moved around different cities, Breakbulk Americas eventually settled in Houston, “ground zero for project cargo in the United States,” and today attracts close to 6000 industry professionals.

With a number of attendees having also been drawn from Europe, Amos says the event expanded overseas, initially to Belgium and then such countries as Singapore, Brazil, South Africa and China.

“This has developed more and more, now to where the two huge ones are in Rotterdam and Dubai with more than 10,000 people each. I just enjoyed all aspects of working on Breakbulk and seeing how it grew.”

“To this day I make a list of those that I want to make sure I stop and say hello to and I think I don’t know where else in the world you could go for a few days and see the whole universe of logistics.

“When I attend Breakbulk and participate on the program, I feel the energy. So I see it continuing to grow.”

Life After Bechtel

After stepping down from Bechtel around the middle of the 1990s, Amos joined Swiss-based global freight forwarder Danzas as director of business development for North America, before establishing San Francisco Baybased Amos Logistics in 2001.

“For years I was very busy solving logistics problems and designing logistics plans for shippers, freight forwarders and manufacturing companies, so I thought why not take my body of knowledge and put it out on the market?

“My future goal is to continue Amos Logistics consulting utilizing my logistics, procurement and construction management experience and knowledge.

“One of my best friends in the business accused me of handling the logistics on Noah’s Ark! But as I sit here and look around, I’ve got a very nice office. It’s got this and that on the walls from over the years, and I can’t imagine not doing it.”

Amos describes his career as having been just “fine.”

“I didn’t move left or right – I just moved straight ahead.

“And you know, it took me all over all over the world over the years. I always liked being with the staff wherever I was and meeting people, talking to them to get their take on things, and take the ribbing about America from them, that’s okay!”

Iain MacIntyre is a New Zealand-based, awardwinning journalist, with lengthy experience writing in the

*BGSN member

global shipping scene.

Breakbulk Americas 2013: (left to right) Anthony Braddock, International Risk Consultants, John Amos, Gregory Gowans, CH2M Hill. Credit: Breakbulk

Onstage at Breakbulk Americas 2024

Credit: Hyve

BREAKBULK AMERICAS 35 YEARS TOGETHER

The Places, People, Cargoes, Achievements and Game Changers That Shaped the Project Cargo Industry We Know Today

1990

June 25-26, 1990

1st Annual BreakBulk Transpo ’90, Atlanta, Georgia

Working with leaders at the Railway Industrial Clearance Association (RICA), this was the first conference devoted to the breakbulk shippers, forwarders, carriers and associated businesses.

Game changer: Containerization threatened traditional breakbulk shipping, but not everything fit into a 40-foot box.

1991

June 25-26, 1991

2nd Annual BreakBulk Transpo ‘91, Atlanta, Georgia

1992

June 23-24, 1992

3rd Annual BreakBulk Transpo ’92, Tampa, Florida

Lt. Gen. Edward Honor, president and chief executive officer of the National Defense Transportation Association, delivered the keynote address on the challenges facing breakbulk shipping in the wake of the Persian Gulf War.

Achievement: March 3, 1991: First engineers arrive at Kuwait oil fires after Iraq set fire to 85 percent of Kuwait’s oil wells. Bechtel leads effort to put out the fires, involving 200,000 tons of supplies, the biggest since the Berlin airlift of 1948.

Signature cargo: Bags of coffee beans shipped as breakbulk.

Held in conjunction with the Tampa Port Authority’s steel-shipping conference. U.S. steel flows experience “export surge/import doldrums,” says keynote speaker Robert Mann, Cargill Ferrous International’s newly appointed president.

Signature cargo: Steel shipment arrives at Port Tampa Bay.

Credit:

Port Tampa Bay

Signature cargo: Cement bags shipped as breakbulk. Credit: Port Tampa Bay

1993

June 27-28, 1993

4th Annual BreakBulk Transpo, New Orleans Hilton Riverside Hotel and Towers, New Orleans, Louisiana

Game changer: The Great Flood of 1993 devastated the Upper Mississippi River Basin, causing extensive disruption across 13 states. The response and subsequent infrastructure repairs, levee reconstructions and lock/ dam upgrades resulted in largescale movement of project cargo.

Achievement: Fluor builds first modularization yard in a sugar cane field in New Iberia, Louisiana, to handle 36,712 tons of module construction for GHX-2, named Project of the Century by ARCO.

1994

Sept. 11-13, 1994

5th Annual BreakBulk Transpo ’94, New Orleans Hilton Riverside Hotel and Towers, New Orleans, Louisiana

Game changer: North American Free Trade Agreement (NAFTA) was implemented on Jan. 1, integrating Canada, U.S. and Mexico markets, fundamentally changing project cargo and logistics by removing many trade barriers and boosting cross-border cargo flows.

Signature cargo: In March, NASA’s barge Orion transported fuel tanks for the space shuttle from New Orleans to the Kennedy Space Center. Its canopy is a novelty for barges, but necessary for sensitive space cargoes.

1995

Sept. 17-19, 1995

6th BreakBulk Transpo, Radisson Hotel, New Orleans, Louisiana

The American Institute for International Steel Inc., a key Breakbulk supporter, brought together leading voices to debate the future. Industry leaders warned that while antidumping measures might shield domestic producers, they could also limit U.S. steel’s reach abroad.

Game changer: Large-scale investments began in Mexico and Brazil focused on port terminals and rail expansions to support mining exports, setting the stage for future boom in oversized project cargo to and from Latin America.

Signature cargo: Steel coils were a core breakbulk cargo. Credit: Port Tampa Bay

Credit: Fluor

1996

Sept. 29-Oct. 1, 1996

7th Annual BreakBulk Transpo, Royal Sonesta Hotel, New Orleans, Louisiana

Achievement: The Amoco Pipeline Conversion Project, known as the Pony Express Pipeline Project, involved converting a 914-mile-long crude oil pipeline to natural gas service, set a precedent for future pipeline repurposing projects as the demand for natural gas began its rapid rise.

Signature cargo: Building a new pipeline. Credit: Pipeline Contractors Association

1997

Sept. 21-23, 1997

8th Annual BreakBulk Transpo, Royal Sonesta Hotel, New Orleans, Louisiana

Achievement: Located offshore from New Orleans, the Petronius Oil Platform was completed and became one of the tallest man-made structures in the world (2,001 feet tall) and a landmark achievement in deepwater oil infrastructure.

Signature cargo: In 1997, the Port of New Orleans and the Mississippi River system played a pivotal role in the delivery of heavy-lift and oversized components for the construction of Nucor’s new steel mill in Blytheville, Arkansas. Credit: G&G SteelAssociation

1998

Oct. 25-27, 1998

9th Annual BreakBulk Transpo ’98, Royal Sonesta Hotel, New Orleans, Louisiana

Panel tackled a question that still divides the industry: Do cargo preference laws help or hurt? Vince Guinto of Bechtel Power Corp. argued it was time to modernize the rules.

Achievement: Canada established local Port Authorities under the Canada Marine Act to modernize management of major ports, encouraging privatized investment and larger-scale cargo operations. Credit: Bobanny

Signature cargo: Lykes Lines was an active U.S.-flagged carrier in the 1990s and beneficiary of cargo preference laws. Credit: Lykes Lines

1999

Oct. 3-5, 1999

10th Annual International BreakBulk Transpo Conference & Exhibition, New Orleans Marriott, New Orleans, Louisiana

Sen. Mary L. Landrieu, D-LA, became the first woman from Louisiana ever elected to the U.S. Senate, and delivered the keynote at this year’s event.

Achievement: Sept. 24, 1999: Mayakan begins pumping natural gas. Mayakan was Mexico’s first privately developed natural gas pipeline and Bechtel’s first EPC contract in Mexico. The 700-kilometer pipeline along the Yucatan Peninsula cost $250 million to build. Credit: Energia Mayakan

Signature cargo: Heavy-lift at the Port of

Credit:

2000

Oct. 1-3, 2000

11th Annual International BreakBulk Transpo Conference & Exhibition, New Orleans Marriott, New Orleans, Louisiana

2001

Sept. 30-Oct. 2, 2001

Keynote given by Kurt J. Nagle, president and CEO of the American Association of Port Authorities (AAPA). In his remarks, Nagle covered what successful breakbulk ports are doing to remain competitive.

Achievement: Dec. 28, 2000: Alma Aluminum Smelter starts production in Quebec. Bechtel provided engineering, procurement and construction management for the $1.7 billion Alcan Alma smelter’s capacity of more than 400,000 tons per year made it one of the world’s largest. Credit: Bechtel

Signature cargo: Port Houston ranked number one in the U.S. for international trade by weight, handling 109.2 million tonnes.

12th Annual Breakbulk Transportation Conference & Exhibition, New Orleans Marriott, New Orleans, Louisiana

Roger Kavanagh, president and CEO of Intermarine, who pioneered the concept of on-demand liner services, offered the keynote address. Kavanagh would later be honored by Breakbulk as a Lifetime Achievement award recipient.

Game changer: Sept. 11, 2001 –Within hours of the terrorist attack on September 11, Caterpillar joins forces with Caterpillar dealers to provide machines, power and people for the rescue and relief efforts. In the days following the attack, most of the equipment at Ground Zero was manufactured by Caterpillar.

Credit: WikiCommons

San Francisco.

Port of San Francisco

2002

Sept. 8-10, 2002

13th Annual Breakbulk Conference & Exhibition, Hyatt Regency, New Orleans, Louisiana

Port of New Orleans is a hub for breakbulk cargoes and draws White House attentionand a visit from President George W. Bush. Credit: Eric Draper

Achievement: The Leonard P. Zakim Bunker Hill Bridge in Boston, part of the Central Artery/Tunnel “Big Dig” megaproject, opens. The megaproject was built under the construction management of the Bechtel/Parsons Brinckerhoff (B/PB) consortium, and it is one of the largest and most complex urban infrastructure projects in U.S. history. Credit: Bechtel

2003

Sept. 25-27, 2003

14th Annual Breakbulk Conference & Exhibition, New Orleans Marriott, New Orleans, Louisiana

changer: March 3, 2003 – U.S. invades Iraq. Photo: President George W. Bush Waits to Deliver Remarks on Operation Iraqi Freedom from the Flight Deck of the USS Abraham Lincoln off the Coast of San Diego, California. Credit: National Archives

Signature cargo: Clipper is well known for its steel services. Credit: Clipper

2004

Sept. 15-17, 2004

15th Annual Breakbulk Transportation Conference & Exhibition, New Orleans Marriott, New Orleans, Louisiana

Hon. Jeffrey N. Shane, Under Secretary of Transportation for Policy at the U.S. Department of Transportation gave luncheon address, “Future of Trade and Trade Barriers.” He was known for his role in establishing an Open Skies aviation policy and established USDOT’s approach to international aviation alliances and antitrust immunity.

Signature cargo: Steel was the most prevalent breakbulk cargo of this era. Credit: ArcelorMittal

Game

2005

Oct. 30-Nov. 1, 2005

16th Annual Breakbulk Transportation Conference & Exhibition, The Woodlands, Texas

John S. Gunderson, senior director of supply chain, contracts and facilities at Newmont Mining presents 10year forecast for breakbulk cargo.

Credit: Newmont Mining

Game changer: Aug. 29, 2005: Hurricane Katrina devastates the Gulf region causing an esti-mated $108 billion in property damage, making it the costliest natural disaster, as well as one of the five deadliest hurricanes, in U.S. history. This year’s conference was moved to The Woodlands in Texas.

Credit: Shutterstock

Signature cargo: Refinery column arrives on BigLift vessel at California’s Port Hueneme. Credit: Port Hueneme

2006

17th Annual Breakbulk Transportation Conference & Exhibition, New Orleans Marriott, New Orleans, Louisiana

Achievement: Fluor and American Bridge awarded contract to replace the East Span of the San FranciscoOakland Bay Bridge, following the 1989 earthquake. A contract with an approximate value of $1.9 billion, and the first-ever, single-tower, selfanchored suspension (SAS) bridge.

Credit: Fluor

Achievement: May 31, 2006: Port of New Orleans, which sustained heavy damage from Hurricane Katrina in the fall of 2005, regains nearly 94 percent of its pre-storm cargo handling operations. Credit: Gnovick at English Wikipedia

Signature cargo: Chipolbrok carries windblades bound for the U.S.

Credit: Chipolbrok

2007

18th Annual Breakbulk Transportation Conference & Exhibition, Ernest N. Morial Convention Center, New Orleans, Louisiana

Achievement: June 27, 2007: Panama Canal expansion begins construction. Consortium begins the $5.3 billion project to add two new sets of locks and widen the canal. Credit: Panama Canal Authority

Signature cargo: WInd blades arrive at the Port of San Diego. Credit: Port of San Diego

2008

Oct. 14-16, 2008

19th Annual Breakbulk Transportation Conference & Exhibition, Ernest N. Morial Convention Center, New Orleans, Louisiana

2009

Oct. 13-15, 2009

20th Anniversary Breakbulk Transportation Conference & Exhibition, Ernest N. Morial Convention Center, New Orleans, Louisiana

Game changer: The financial crisis of 2008, also known as the Global Financial Crisis, is considered by many economists to have been the worst financial crisis since the Great Depression of the 1930s, and had chilling effects throughout the breakbulk industry. Credit: Shutterstock

Signature cargo: Oil & gas vessels preparing for export from China to the U.S. Credit: Intermarine

Achievement: On Nov. 17, 2009, CB&I was awarded a $1.4 billion EPC contract from Refinería de Cartagena to build a new 165,000-barrel-per-day refinery in Colombia. Credit: Mammoet

Signature cargo: Tandem lift for highvalue cargo off a Jumbo vessel at Port Tampa Bay. Credit: Port Tampa Bay

2010

Oct. 12-14, 2010

21st Annual Breakbulk Americas Transportation Conference & Exhibition, Hilton Americas Houston and George R. Brown Convention Center in Houston

Achievement: The first Breakbulk Education Day. This full day event started with a breakfast and ended with round tables where students could discuss career prospects in different sectors at each table, including carriers, forwarders, shippers and ports.

Signature cargo: Wind blades at Port Houston. Credit: Port Houston

Rickmers Chairman Bertram Rickmers receives Lifetime Achievement Award.

John F. Mika, senior vice president of procurement at CH2M HILL delivers keynote address on industry outlook.

Credit: Payne & Ladner

2011

Oct. 25-27, 2011

22nd Annual Breakbulk Americas Conference & Exhibition, Ernest N. Morial Convention Center, New Orleans, Louisiana

One of the most popular sessions tackled carrier solvency in an unstable global environment, BBC Chartering’s president and CEO Svend Andersen represented ocean carriers.

Game changer: Industry reports highlighted the alarming state of U.S. infrastructure with recommendations for an estimated $2 trillion investment to rebuild roads, bridges, water systems, and energy transmission assets. Later that year President Obama designated 14 infrastructure for fast-tracking. Credit: Nrbelex at English Wikipedia

Signature cargo: Wind blade discharge.

2012

Oct. 8-11, 2012

23rd Annual Breakbulk Americas Conference & Exhibition, George R. Brown Convention Center in Houston

Speaking to a standing-roomonly crowd in the ballroom, Ronald D. Widdows, newly appointed president and CEO of Rickmers Holding GmbH, warned global recovery was still a ways out. However, he said the breakbulk sector recovers faster than almost all the others.

Sept. 23-26, 2013

Breakbulk Americas Conference & Exhibition, Ernest N. Morial Convention Center, New Orleans, Louisiana

Hon. Bill Graves, president and chief executive officer of the American Trucking Associations, discusses the controversial issue of increasing federal standards for tractortrailers, as well as other hot regulatory topics brewing in Washington, D.C.

Game changer: The shale boom is on! This year shale gas would make up about 40% of all the natural gas produced in the U.S., a huge increase from just a few percent a decade earlier, thanks to horizontal drilling and hydraulic fracturing. Credit: Shutterstock

Signature cargo: Space shuttle replica starts barge journey from Houston to

Achievement: DP World began operations at the Port of Santos in Brazil, launching a large private terminal for containers and general cargo (including breakbulk), which quickly became a pivotal logistics hub for Latin America. Credit: DP World

Signature cargo: Dockwise’s Mighty Servant 1 semisubmersible transports Chevron’s extended tension leg platform (ETLP) hull from Silli-do Island, South Korea, to Corpus Christi. Credit: Dockwise

Credit: Liebherr

New York City. Credit: CK Productions

Sept. 29-Oct. 2, 2014 25th Anniversary Breakbulk Americas

Game changer: U.S. crude oil exports were effectively freed when the Commerce Department allowed condensate exports. This marked the first break in the 40-year crude oil export ban, triggering a surge in infrastructure projects for pipelines, storage, and port facilities.

Credit: Shutterstock

Achievement: Mammoet executed some of the heaviest lifts in North America at the El Segundo Refinery in California, transporting massive coke drums and processing units through complex urban routes. Collaborating with Mammoet, Foss Maritime transported the six huge coke drums by barge from the Port of Los Angeles to Redondo Beach for installation.

Credit: Foss Maritime

Signature cargo: Barnhart transports cargo for El Segundo Refinery.

Credit: Barnhart

Oct. 5-8, 2015

Breakbulk Americas, George R. Brown Convention Center in Houston

Achievement: The Freeport LNG export terminal on the Texas Gulf Coast began major construction in 2015 under contractor consortium CB&I, Chiyoda and Zachry Industrial. Credit: Travis Bubenik, Houston Public Media

Game changer: Oil prices collapsed in 2015, falling below $40 per barrel by year end. This downturn froze or delayed energy megaprojects across the Americas. Credit: Shutterstock

Signature cargo: Heading from Wyoming to Alberta, a 40,000 gallon surge tank on a 150-ton perimeter dual lane loading trailer gets parked for the night. Credit: Perkins

Breakbulk Americas, George R. Brown Convention Center in Houston

Capt. Bill Schubert, former U.S. Maritime Administrator talks about the loss of billions of dollars in contract revenues if the U.S. EXIM Bank is not reauthorized.

Achievement: The Panama Canal Expansion opened on June 26, 2016, doubling the Canal’s capacity.

Credit: Panama Canal Authority

Game changer: The Paris Agreement on climate change entered into force in 2016, accelerating investment in renewable energy projects across the Americas. Credit: BNSF Logistics

Signature cargo: Transport Bellemare International organizes major oil & gas shipment to Quebec. Credit: Transport Bellemare International

2017

Oct. 17-19, 2017

Breakbulk Americas, George R. Brown Convention Center in Houston

University of Houston grad students organize a technology demo on the show floor.

Game changer: Hurricane Harvey hit Texas and Louisiana with devastating force in August. Clean-up was swift in Houston, and while the GRB was used as a shelter just days before the event, it was ready as scheduled for Breakbulk Americas.

Signature cargo: Mining equipment in Colombia.

2018

Oct. 2-4, 2018Breakbulk Americas, George R. Brown Convention Center in Houston

BUSINESSrun organized by Flensborg & Associates.

Achievement: Breakbulk VIP Shipper ExxonMobil launched construction of its $9 billion ethane cracker in Baytown, Texas, one of the largest petrochemical projects ever in North America. Fluor and JGC managed the project.

Signature cargo: Container crane arrives at the Port of Virginia.

2019

Oct. 8-10, 2019

30th Anniversary Breakbulk Americas, George R. Brown Convention Center in Houston

Game changer: The International Maritime Organization’s IMO 2020 sulfur cap, adopted in 2019 for enforcement the following year, forced a global shift in marine fuels. Credit: G2 Ocean

Credit: Goldhofer

Credit: Berard Transportation

Opening party on the wharf (above) and executive summit (below).

Signature cargo: Boskalis semisubmersible carries cruise ship. Credit: Boskalis

2020

Nov. 3-4, 2020

Breakbulk Americas The Digital Special

Like our in-person events, the remote event kicked off with a business outlook.

Game changer: Global pandemic forces industry lockdown, resulting in drop in new project starts, but tech adoption accelerates. Credit: Shutterstock

Signature cargo: NASA Artemis rocket segments go by Union Pacific rail from Utah to Florida. Credit: NASA

2021

Sept. 28-30, 2021

Breakbulk Americas returns “Safe & Secure” to the George R. Brown Convention Center in Houston

Game changer: Global supply chains buckled under pandemic aftershocks with port congestion, equipment shortages and record freight rates. These disruptions redefined risk planning. Credit: Shutterstock

Signature cargo: “Makin’ Hay” submission to Hello Summer photo contest. Credit: Omega Morgan

2022

Sept. 27-29, 2022

Breakbulk Americas, George R. Brown Convention Center in Houston

Achievement: Georgia Power and EPC partners Bechtel and Westinghouse completed hot functional testing at Vogtle Unit 3, the first new nuclear reactor built in the U.S. in decades. Credit: Bechtel

Game changer: Russia invaded Ukraine in February 2022, disrupting global energy and grain flows. Sanctions reshaped trade lanes, while the destruction of the Antonov An-225, the world’s largest cargo plane, symbolized a new era of uncertainty. Credit: Antonov

Signature cargo: Passing by the Statue of Liberty. Credit: BBC Chartering

2023

Sept. 26-28, 2023

Breakbulk Americas, George R. Brown Convention Center in Houston

As sponsors of Women in Breakbulk, dship Carriers organized an all female shipper panel.

Achievement: Venture Global’s Plaquemines LNG project in Louisiana reached full construction phase in 2023, with Zachry and KBR as EPCs. The $21 billion development became one of the largest LNG export projects in the U.S. Credit: Venture Global

Signature cargo: Winner of the Americas Waves of Cargo photo contest. Credit: Contractors Cargo Company.

2024

Oct. 15-17, 2024

Breakbulk Americas, George R. Brown Convention Center in Houston

Bechtel, 4D Supply Chain Consulting and UTC Overseas sponsor the Breakbulk Americas Poster Contest, organized by Margaret Kidd at the University of Houston. Grad students competed for a cash prize for the most innovative research project.

Achievement: Constellation rebranded Three Mile Island Unit 1 as the Crane Clean Energy Center and announced plans to return it to service under a 20-year clean energy agreement with Microsoft. Credit: AP1000

Signature cargo: The Claw was designed to retrieve topsides from the sea floor. Credit: Berard Transportation

2025

Sept. 30 - Oct. 2

30th Anniversary Breakbulk Americas, George R. Brown Convention Center in Houston

HOT SOME LIKE IT

SAUDI SETS STAGE FOR 2034

By Simon West

With its vast pipeline of megaprojects and a growing track record of holding world-class events and expos, you may be forgiven for underestimating the significance of Saudi Arabia staging the 2034 FIFA World Cup.

Governing body FIFA’s announcement in late-2024 confirming the kingdom would host the largest and most widely watched sporting event on the planet marked a crowning moment in Saudi Arabia’s decades-long effort to position itself on the global stage.

“Anyway you cut the cake, it’s massive for Saudi,” said Lars Greiner, managing director of multipurpose business at Red Sea Gateway Terminals (RSGT). “To

host the World Cup is a big deal for them and a very big source of pride for the Saudi people.”

Saudi Arabia will become the second Middle East country to host the tournament after Qatar in 2022, but its far greater size means the logistics of moving materials and equipment will be a whole different ball game.

Jigar Shah, director of projects and third-party logistics at JSL Global, said major items for the Qatar World Cup typically came in through Hamad Port and Hamad International Airport, then hauled short distances in a “tightly run operation” that relied on local capacity and smooth last-mile delivery.

In contrast, Saudi Arabia’s World Cup will pose a “mega-logistics challenge” involving multiple border crossings, inter-city scheduling, grueling road trips and resource competition with gigaprojects. Cargo will arrive at various gateways including Jeddah Islamic Port and King Abdullah Port on the Red Sea and Dammam on the Gulf.

“Saudi 2034 will be closer to running five simultaneous mini-World Cups rather than one compact event,” Shah said.

Plans for the tournament are closely tied to Vision 2030, Saudi Arabia’s blueprint to shake up its fossil fueldependent economy and lure investment into more sustainable, private sectordriven industries. Many stadiums and related infrastructure are being developed as integrated assets within larger masterplan projects, such as NEOM on the Red Sea coast and Qiddiya on the outskirts of capital city Riyadh.

Lars Greiner, RSGT

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Unlike Qatar, Saudi Arabia has the advantage of staging several major “dry run” events before the World Cup, including the Asian Football Confederation (AFC) Cup in 2027, the Asian Winter Games in 2029 and Riyadh’s World Expo 2030.

“It helps them with organizing, but also from a construction point of view it gives them an impetus to get going on some of the groundwork in advance,” said Colin Foreman, editor and construction specialist at the Middle East Economic Digest (MEED).

Turning Vision Into Venues

Billions of dollars are expected to be invested in stadium construction and other major infrastructure projects to support the World Cup, guaranteeing opportunities for breakbulk and project cargo for years to come.

Saudi Arabia’s bid document pledges 15 stadiums across five host cities — eight in Riyadh, four in Jeddah and one each in NEOM, Abha and Al Khobar. Four of those stadiums are existing but will be extensively renovated, three have already begun construction and eight are planned newbuilds.

In comparison, Qatar scaled back its original 12-stadium plan for the 2022 World Cup, ultimately building seven new stadiums and renovating one. Russia added nine new stadiums and renovated three for 2018, while Brazil built seven and renovated five for 2014.

SAUDI’S 15 STADIUMS FOR THE 2034 FIFA WORLD CUP

NEOM

NEOM Stadium

Status: Planned

Capacity: 46,010

Start of construction: 2027

Expected completion: 2032

Highest match category: Quarter-final

Al Khobar

Aramco Stadium

Status: Under construction

Capacity: 46,096

Start of construction: 2024

Expected completion: 2026

Highest match category: Round of 16

Riyadh

King Salman International Stadium

Status: Planned

Capacity: 92,760

Start of construction: 2025

Expected completion: 2029

Highest match category: Opening, Final

New Murabba Stadium

Status: Planned Capacity: 46,010

Start of construction: 2027

Expected completion: 2032

Highest match category: Round of 32

King Fahad Sports City Stadium

Status: Existing Capacity: 70,200 (after renovation)

Start of construction: 2024

Expected completion: 2026

Highest match category: Semi-final

Jeddah

King Abdullah Sports City Stadium

Status: Existing Capacity: 58,432

Start of construction: 2030

Expected completion: 2032

Highest match category: Quarter-final

Qiddiya Coast Stadium

Status: Planned Capacity: 46,096

Start of construction: 2029

Expected completion: 2032

Highest match category: Round of 16

King Abdullah Economic City Stadium

Status: Planned

Capacity: 45,700

Start of construction: 2027

Expected completion: 2032

Highest match category: Round of 32

Jeddah Central Development Stadium

Status: Under construction

Capacity: 45,794

Start of construction: 2024

Expected completion: 2027

Highest match category: Round of 32

Abha

King Khalid University Stadium

Status: Existing Capacity: 45,428

Start of construction: 2030

Expected completion: 2032

Highest match category: Round of 16

King Saud University Stadium

Status: Existing

Capacity: 46,319

Start of construction: 2030

Expected completion: 2032

Highest match category: Round of 32

Prince Faisal bin Fahad Sports City Stadium

Status: Under construction

Capacity: 46,865

Start of construction: 2024

Expected completion: 2027

Highest match category: Round of 32

Prince Mohammed bin Salman Stadium

Status: Planned

Capacity: 46,979

Start of construction: 2026

Expected completion: 2029

Highest match category: 3rd place playoff

South Riyadh Stadium

Status: Planned

Capacity: 47,060

Start of construction: 2029

Expected completion: 2032

Highest match category: Round of 32

Roshn Stadium

Status: Planned

Capacity: 46,000

Start of construction: 2028

Expected completion: 2032

Highest match category: Round of 32

Al Khobar

Jeddah

NEOM

Riyadh

Abha

King Abdullah Sports City Stadium

Jeddah Central Development Stadium

South Riyadh Stadium

Roshn Stadium

King Salman International Stadium

In Saudi Arabia, multibilliondollar contracts for stadium work have been inked, with international and Saudi firms already on site.

BESIX Group, a Belgian conglomerate that worked on Qatar’s Khalifa and Al Janoub stadiums for the 2022 World Cup, has partnered with local constructor Al Bawani to design and build the Aramco Stadium in Al Khobar in Saudi’s Eastern Province. The 46,000-seat arena broke ground in mid-2024 and is expected to be ready for the AFC Asian Cup in 2027.

In Riyadh, Saudi Binladin Group has begun redeveloping and expanding the King Fahd Sports City Stadium, securing a SAR 2 billion (about US$530 million) financing facility from Saudi Awwal Bank in April to support the project. Work to boost the arena’s capacity from 58,000 to 70,200 began in 2024 and is slated for completion in 2026. U.S.-headquartered infrastructure consulting firm AECOM will serve as a key partner for the overhaul.

Elsewhere, a joint venture between Beijing-based China Railway Construction Company (CRCC) and local contractor Sama Construction has broken ground on the Jeddah Central Development Stadium, while Spain’s FCC Construction and Saudi Arabia’s Nesma and Partners have teamed up to build the Prince Mohammed bin Salman Stadium at Qiddiya.

Meanwhile, tendering for Riyadh’s King Salman International Stadium is expected to begin this year. The 92,760seat arena, the jewel in Saudi Arabia’s World Cup crown, has been designed by U.S. architects Populous and will host the tournament’s opening and final matches.

“To be honest, I’ve been surprised by the progress,” Foreman said. “I thought they would have spent a little bit longer in the planning and design phase, but the stadiums have come on quite a bit quicker. Does that mean all of them will be ready for 2027 (and the Asian Cup?) No. But it does mean that the ones for 2034 are progressing more quickly than perhaps you would have expected.”

An Opening to Seize

Logistics specialists will be in high demand to support new stadium construction and renovations. Work will range from moving machinery for ground preparation and piling to transporting material and oversized components. Stadium projects will require vast quantities of steel sourced both domestically and through imports, along with concrete, glass, HVAC and MEP systems, cables, seating, turf and other oversized loads.

In addition to the stadiums, 10 team base camps are being planned in the cities of AlUla, Medina, Al Baha, Tabuk, Hail, Umluj, Buraidah, Taif, Jazan and Al Ahsa, creating further demand for construction and logistics.

Saudi Arabia has also pledged more investment in airports, public transport systems, roads and bridges to handle the influx of visitors during the fourweek tournament. As the first sole host of the expanded 48-team World Cup (the 2026 and 2030 versions will also feature 48 teams, but shared across multiple nations), the kingdom is likely to surpass the 1.4 million international visitors who traveled to Qatar in 2022.

Bilal Mian, regional director at Hamco Logistics, an approved project logistics partner for Saudi Telecom Company (STC), said he expects additional cargocarrying opportunities to come from the power sector, as utility firms work to strengthen the national grid amid surging consumer and industrial demand.

An artist’s impression of the NEOM Stadium Credit: saudi2034.com.sa

An artist’s impression of the King Salman International Stadium in Riyadh. Credit: saudi2034.com.sa

“We’ve been working with key players in the Saudi market for a long time. We’re pretty sure we’re going to get a big chunk from the upcoming FIFA projects,” Mian said.

Lessons From Doha

Breakbulk movers may want to look to Qatar 2022, where various supply chain challenges had to be overcome to keep projects on track.

GAC Qatar managed the customs clearance and local delivery of more than 3,500 containers and several breakbulk shipments for the Al Rayyan, Lusail and 974 stadium projects. Tushar Datir, group director of logistics, pointed to the high-security environment and “exceptionally tight” timelines.

“Each shipment had to be cleared within a single working day, and their delivery was planned in line with the number of containers contractors could offload daily,” Datir said. “One of the biggest challenges was aligning the unloading schedules at the construction sites, but we overcame this by staggering arrivals to reduce the impact on costs and ease the cargo flow.”

According to Datir, most of the cargo used for stadium construction was structural steel, much of it loaded in 40-foot-high cube containers and flat racks. Oversized steel units up to 25 meters long were carried on breakbulk vessels and delivered on extendable trailers.

JSL Global, a member of The Heavy Lift Group, was charged with marshalling two shipments of heavy steel structures for one of the Qatari stadium projects. After the steel had arrived from China into Hamad Port, JSL Global deployed port MAFIs and heavy low-bed trailers for last-mile delivery.

“Challenges included arranging special trucks and permits to enter restricted and narrow areas of stadiums under construction,”

Shah said. “You also had to contend with tight urban areas for heavy-lift deliveries as well as high-temperature working restrictions in Qatar.”

Datir and Shah agreed that Qatar’s staging of the World Cup has helped raise the country’s standards for logistics and supply chain coordination.

“The World Cup highlighted the relevance of working with tighter timelines, more transparent coordination and stricter security protocols than ever before. These practices have carried over to other sectors, creating a higher baseline for project execution,” Datir said.

Positioning for the Long Game

According to Foreman, Saudi Arabia’s logistics sector has faced concerns over having enough contractors and suppliers to meet soaring demand, worries that peaked about two years ago.

“Over the last 18 months, as the project pipeline has gotten bigger and bigger, they’ve prioritized the projects that they’re focusing on. And the World Cup is one of them. So some of those concerns in terms of supply chain overload have dissipated quite significantly over the last year.”

Logistics companies operational in Saudi Arabia are moving fast to prepare for the exciting opportunities, investing in assets and boosting their on-the-ground presence.

Hamco Logistics is expanding warehouse space across Saudi Arabia and beefing up its heavy-lift fleet with 20 new trucks in Jeddah to meet rising demand at NEOM, while Roll Group this year launched a new 15,000 square-meter facility equipped with heavy-duty equipment at Jubail in the Eastern Province.

Companies are also joining forces to tap into Saudi’s thriving project sector. CEVA Logistics and Almajdouie Logistics last year launched their new venture, CEVA-Almajdouie Logistics, while Japan-headquartered DENZAI

An artist’s impression of the King Abdullah Economic City Stadium, Jeddah. Credit: saudi2034.com.sa

Tushar Datir, GAC Qatar

formed a JV called FTE Logistics with Saudi road haulage specialist Fawaz Alshammari Co. For Transportation.

More recently, RSGT expanded its footprint into multipurpose terminal operations after securing 20-year concessions to operate and develop four port facilities on the Red Sea coast. The deals, signed with the Saudi Ports Authority (Mawani) and backed by a planned US$418 million investment, grant RSGT operational responsibility at Jeddah Islamic Port, King Fahd Industrial Port in Yanbu, Yanbu Commercial Port and the Port of Jazan.

The move will allow the terminal to capture emerging opportunities in roll-on, roll-off (ro-ro), breakbulk, bulk and project cargo, all sectors aligned with Saudi Arabia’s evolving industrial base, Greiner said.

“The terminals are beautiful with a lot of potential,” Greiner said. “These are strategically located terminals and to a large degree very open and developable. And they’re vital for development, not just for the World Cup. Our role is to turn these into world-class assets to support industrialization and industrial growth.”

RSGT is now focusing on the handover before working out the long-term plan for the terminals and the types of cargo it will be targeting, with Greiner highlighting Jeddah’s potential to become a global hub for ro-ro and machinery.

Ready for Kickoff?

Whichever way you look at it, staging a World Cup is a huge undertaking. The Saudis will be buoyed by the success of Qatar 2022.

And while 2022 was a standalone national project, Saudi Arabia’s tournament is one piece of a much broader development drive, Foreman said, adding that the nation’s extensive experience in developing multibilliondollar oil and gas projects has given it the know-how to handle the challenge.

Visiting fans, meanwhile, may be surprised by a Saudi Arabia that is

GAC Qatar managed the customs clearance and local delivery of more than 3,500 containers and several breakbulk shipments for the Al Rayyan, Lusail and 974 stadium projects.

Credit: GAC Qatar

increasingly open and welcoming.

“Going to Saudi Arabia over the last five years has become a lot easier. The immigration system’s a lot better. The airports operate more efficiently. It’s getting better all the time,” Foreman said. “I would imagine by 2034, they’ll

be in a much better place than they are even today to handle a World Cup.”

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*BGSN member

Colombia-based Simon West is senior reporter for Breakbulk

An artist’s impression of the Qiddiya Coast Stadium, Jeddah. Credit: saudi2034.com.sa

THE DEALMAKERS IN DUBAI

When we meet in Dubai in midAugust, Thomas Skellingsted is fresh off the plane from Houston and embracing his new role at LPX Partners (LPXP). “It’s been a fantastic first week,” he tells me, clearly relishing the opportunity to hit the ground running.

LPX Partners Targets Early-Stage Logistics Tech and Strategic Infrastructure

By Luke King

As managing director of LPXP, the recently-launched investment and advisory arm of U.S.-headquartered Logistics Plus, Skellingsted brings more than two decades of global leadership experience and is charged with building the firm’s consulting practice. The concept

behind LPXP represents something relatively unique in the logistics sector, combining investment capital with operational capability. But for Logistics Plus, the motivation extends beyond pure financial returns.

For its parent company, LPXP serves a dual purpose: generating

Thomas Skellingsted (left) and Keertan Menon (right) of LPX Partners.

Credit: Talal Berkdar

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returns while also strategically positioning Logistics Plus to meet future challenges. The focus on supply chain resilience isn’t an abstract concept — it’s about investing at an early stage in technologies that will future-proof their business, while also securing access to critical infrastructure in an increasingly volatile global trade environment.

“Most supply chain disruptions we’ve seen over the last few years has underscored a simple truth: resilience depends on control of both technology

“AS YOU SET UP SHOP IN A NEW GEOGRAPHY, YOU TYPICALLY COME TO A CROSSROADS WHERE YOU ASK YOURSELF: DO YOU WANT TO BUILD, OR DO YOU WANT TO BUY?”

and infrastructure,” says Keertan Menon, managing partner of LPXP.

“In today’s world, with everything that’s going on with dislocations across global supply chains, from geopolitical tensions to shifting trade corridors, actively having a stake in frontier logistics technologies as well as critical logistics and infrastructure assets provides a real advantage,” says Menon, who recently moved from Singapore to Dubai.

“It allows us to shape and secure trade flows, mitigate volatility and ultimately deliver greater reliability for us, our partners and clients.”

The firm is also scouting for acquisition opportunities as Logistics Plus expands into new markets. “As you set up shop in a new geography, you typically come to a crossroads where you ask yourself: do you want to build, or do you want to buy?” Menon explains.

“We would evaluate a traditional LSP-type business and see whether that’s something we would want to acquire to turbocharge growth from day one, or whether it makes more sense to build out a team from the ground up with the right people.”

Skellingsted points to their current Middle East expansion as an example: “We’re setting up shop as a consultancy in Dubai, and we’re also looking into the freight forwarding side. Within the next six months, we’re looking at either buying something existing and driving it to success, or building it from scratch.”

A Dual Approach to Growth

LPXP operates with two distinct but complementary business strands. The consulting division works with corporates, multinationals and SMEs to solve operational challenges, drive efficiency and optimize supply

chain strategies. The investment arm, meanwhile, targets earlystage logistics and supply chainrelated technology companies and strategic infrastructure assets that can strengthen global supply chain resilience.

“Our services can be separate or complementary,” Menon says when asked about the dual approach. “You can have a case where the consulting division partners with the folks in our network, and it doesn’t necessitate an investment. But on the flip side, there are companies we invest in where, once we deploy capital, we’re able to help them with new market entry and business development.”

For Skellingsted, the approach represents a new challenge. “My network is coming alive again in some shape and form,” he says, reflecting on recent client meetings that he says have generated significant traction.

“I’m bringing all my past experience and my toolbox, as I usually call it. My toolbox just got bigger. With a client, you never say no, especially when you can deliver all the things they’re asking for.”

On the early-stage investment side, LPXP focuses primarily on early-stage opportunities between the Seed to Series A rounds with check sizes starting from US$200,000 and up. Their target sectors include warehousing automation and robotics, AI-driven SaaS for logistics management, customs and regulatory technology, and sourcing and procurement platforms, as well as sustainability, visibility and control towers, and niche vertical solutions like cold chain and aerospace.

For later-stage investments, where the focus is on infrastructure assets like ports, dual-use logistics facilities, intermodal rail yards and air cargo terminals, the firm partners with larger co-investors, rather than investing alone. These investments chime with the greater goal of strengthening global supply chain resilience.

Operational Independence With Strategic Oversight

The firm operates independently in sourcing, reviewing and conducting due diligence on opportunities, though ultimately investment decisions are approved by Logistics Plus’ investment committee, since they’re investing from the parent company’s balance sheet.

What differentiates LPXP from traditional venture capital firms is their operational foundation. Rather than starting as financial investors and adding operational expertise, they’ve built from operational strength and subsequently added investment capabilities.

“Capital is such a commodity in today’s world,” Menon observes. “What founders and companies value in a firm like ours is that we’re bringing more to the table than just capital. We offer a vast network and deep operational expertise that has been cultivated since Logistics Plus was founded in 1996.”

That network advantage allows LPXP to fast-track nascent companies into established

markets. “Think of an early-stage company that’s looking to test out its go-to-market strategy or scale in a particular geography. We would be able to plug them in relatively quickly, depending on the product, company and the geography they’re looking to get into,” said Menon.

A significant focus for LPXP’s consulting practice is control tower implementation, essentially becoming the 4PL logistics partner for companies that have outsourced their logistics departments but need expert oversight.

“There’s actually a large number of companies, manufacturers, oil and gas companies, who are downsizing. They have no logistics department left,” Skellingsted explains. “That’s where we can do a 4PL, we go in and become the logistics partner for them and run the operation.”

Geographic Strategy and Market Differences

With Menon opening LPXP in Dubai earlier this year, the firm is strategically positioned to capitalize on opportunities across multiple

continents. The Middle East is an obvious area of focus, where firstmover advantages are more readily available in nascent markets.

“The markets in MENA are, on a standalone basis, relatively smaller today in areas like logistics tech,” says Menon. “But despite the nuances of each individual country, we view the region as one parcel of opportunity. With sovereign wealth funds actively backing innovation and infrastructure, their support is pushing the ecosystem forward in ways that can make growth very explosive.”

What’s particularly interesting in the Middle East is the rise of green and sustainable logistics companies with strong support from their governments. “Across Saudi, Qatar, and the UAE, many of these firms operate with explicit government mandates – a clear signal of the region’s proactive push to drive forward sustainability initiatives. That level of public-sector support is extremely attractive,” Menon notes.

The regulatory environment in the region is also appealing. “There’s a lot more support from the

LPX Partners supports Logistics Plus by combining investment returns with long-term supply chain resilience.

Credit: LPX Partners

ABOUT LPX PARTNERS

LPX Partners is the dedicated strategic investment and advisory arm of Logistics Plus, a global logistics company approaching US$1 billion in annual sales and more than 1,200 employees operating in over 50 countries. Founded in 1996 by Jim Berlin in Erie, Pennsylvania, Logistics Plus has grown into what it calls a “21st Century Logistics Company” and global leader in transportation, warehousing, fulfillment and supply chain solutions.

Thomas Skellingsted leads the firm’s consulting practice from Dubai and Houston. With more than 30 years in global logistics, he has held senior roles across Europe, the Middle East, and the Americas, specializing in project cargo, heavy-lift, and energysector supply chains. Skellingsted is recognized for aligning strategic vision with operational execution, streamlining supplier networks,

and delivering complex multimodal logistics for both conventional and renewable energy projects.

Keertan Menon is managing partner of LPX Partners. He focuses on investment opportunities that bring strategic value to Logistics Plus and its partners. Previously, he was a private equity investor with Cerberus Capital, where he worked on transactions across Asia, the Middle East and other emerging markets in infrastructure, healthcare, and diversified industries. He has also advised on multiple successful cross-border exits with Singaporebased Sansa Advisors, spanning technology, media, and analytics. Menon began his career with a pan-European venture capital firm founded by the creator of MySQL, where he opened the London office and built early-stage deal flow across B2B tech. He is based between Dubai and Singapore.

government here,” Skellingsted notes.

“It’s a low- or no-tax environment and the government of the UAE is definitely keen on encouraging tech adoption. Even within the government itself, everything is digitalized, whereas a lot of countries, like those in Europe, are still bureaucratic and running on paper.”

The dynamic approach contrasts sharply with slower-moving jurisdictions. “Just look at Saudi, how they’ve started up the NEOM project over a short period. That would never have happened in Europe or the U.S., they’d still be talking about it. Here you’ve got governments who are proactive, just doing it,” Skellingsted adds.

Investment Criteria and Future Opportunities

When evaluating potential investments, LPXP looks beyond financial metrics to assess founder quality and vision alignment.

“We make calculated investments in founders,” Menon explains. “We wouldn’t be in a situation where we want to take control and run the ship, but instead provide guidance. At an earlier stage, this process is about reading people as much as it is business analysis because, the later stage you go, the more the weight shifts toward financial performance, scalability and asset quality. But it’s very important to have strong conviction in the people behind the business at the early stage.”

Red flags that might scupper a potential deal include weak unit economics disguised by topline growth, a lack of defensible competitive advantages and, most critically, misalignment in founder vision. “If there’s excessive leverage, unmanaged political or regulatory risk, or unclear execution plans, those would raise concerns,” Menon notes.

Looking ahead, LPXP sees significant potential in AI-driven technologies that solve genuine

Logistics

logistics pain points. The firm has even recently hired a global specialist in customs, trade and compliance to capitalize on opportunities arising from changing global trade policies.

“With the whole tariff thing, there’s a huge potential for us right now,”

Skellingsted notes. “There’s so much money to save if you know how to move your shipments around.”

The technological possibilities are expanding rapidly, too. “There’s been a huge lack of HTS (Harmonized Tariff Schedule) coding engineers, the ones who sit with products and find out what the right code is when a company wants to export or import,”

Skellingsted explains. “Now with new technology and artificial intelligence, you’ll have robots which can simply start working on this automatically and get you the best coding.”

The firm also sees opportunities in renewable energy logistics, green port operations and sustainable logistics technologies. “Right now,

much of our focus is on supporting the traditional energy sector, where we’ve built strong expertise in oil and gas supply chains and industrial logistics.

“At the same time, we are expanding rapidly into renewables, from wind and solar projects to broader energy-transition supply chains, while continuing to serve traditional warehousing and distribution clients,” says Skellingsted.

Building for the Long Term

As LPXP continues building its team and expanding its geographic reach, the combination of Logistics Plus’s operational expertise with strategic investment capability positions them uniquely in a market where traditional financial investors increasingly struggle to differentiate themselves.

deep sector expertise, there’s not much operational value. But in our case, we started off with the operational edge and now we’re adding the investment side to it.”

The firm’s approach to exits reflects this long-term perspective. “We want to partner with these companies for the long haul,” Menon explains. “We’re not solely in the business of acquiring companies that we would integrate wholly into LP without any exit path.

“We would be open down the road to secondary sales to other like-minded investors or financial sponsors, or strategic sales if we acquire a company. But for the time being, we’re less focused on the exit and more on finding outstanding companies to invest in.”

“In the traditional VC space, most investors are focused on financial returns above all else,” Menon observes. “They look at spreadsheets, they bring capital, but unless there’s *Breakbulk Exhibitor

Involved in the project cargo industry since 2007, Luke King is a regular contributor to Breakbulk magazine.

INSIDE DEUGRO’S HIGH-STAKES CABLE MOVE

By Simon West

From Japan and Norway to Abu Dhabi: Forwarder Keeps HVDC Project on Track

When it comes to moving complex cargo, timing really can make or break a project.

Even the smallest delay or misstep in communication can derail an entire venture, which is why precision planning, the right transport choices and flawless teamwork are vital. This was the challenge for deugro when it was tasked with transporting 15,500 tons of subsea cable from ports in Japan and Norway to a high-tech cable-laying vessel in Abu Dhabi.

Working for client Samsung C&T , the cables, measuring a combined 700 kilometers long, were required to keep cable-laying operations on track for a high-voltage direct current (HVDC) submarine cable electrification project off the coast of Abu Dhabi. Supporting the

effort were deugro’s local teams in Korea, Japan and the UAE.

“From cargo collection at the various ports up to the final delivery, each operational phase depended on the previous one being completed on schedule,” Jong-Yub Han, sales and business development manager of operations at deugro Korea, told Breakbulk . “A delay in one location could have disrupted the entire supply chain.”

To meet the project’s extremely tight schedule, deugro and Samsung C&T agreed on an end-to-end solution covering vessel chartering, ocean transport, inspections, coordination among contractors, scheduling and technical support.

A first delivery originated at the Port of Osaka, Japan. Some 140

kilometers of multi-core round cable (MRC) were loaded directly from a barge to the heavy load carrier UHL

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Some 140 kilometers of cable were loaded onto the UHL Falcon at the Port of Osaka, Japan. Credit: deugro

Falcon , part of United Heavy Lift’s 19-strong F900 Eco-Lifter fleet. The vessel was equipped with large steel static tanks to carry the cables.

Ahead of the tank installation and spooling operations, and to secure timely departure from Osaka, deugro’s local team worked to meet all the requirements set by the Maritime Warranty Surveyor (MWS), appointed by the consignee.

“The biggest challenge arose from a short-notice requirement by the consignee’s MWS to record acceleration data during the sea voyage to the UAE,” Han said. “Since no measuring system was installed on the UHL Falcon , we quickly rented a motion monitoring system and had it hand-carried to Osaka for immediate installation. For the next two shipments, we chartered suitable F-900s already equipped with their own motion monitoring systems.”

Meanwhile, at Japan’s Port of Hitachi, 280 kilometers of DC400kV cable were spooled directly from the pier onto the UHL Force and the UHL Fierce , also part of UHL’s EcoLifter fleet. Each vessel was loaded with 140 kilometers of cables.

The remaining shipment of 280 kilometers of fiber-optic (FO) cable was collected from the Port of Rognan in Norway by BBC Chartering’s heavy-lift vessel BBC Austria . For this phase of the project, two empty FO cable baskets were loaded at the Port of Finneid and

shipped to Rognan, where the cables were then spooled into the baskets for their onward voyage to the UAE.

According to Han, the original plan for the FO cables called for the loading of pre-spooled baskets at Rognan. But with the jetty unable to support the weight of two 280ton units, deugro, the client and the shipper opted instead to load the empty baskets onto the vessel and spool the cables directly from the berth into the ship’s hold.

The technical specifications and sensitivity of all the subsea cables delivered by deugro meant handling required in-depth expertise and experience. “Be it minimum bending diameters, drop height, maximum pulling forces, crush load parameters, sidewall pressure or axial compression, every operational step had to be executed with precision to the centimeter and in accordance with the highest safety standards,” he said.

Operation Enters Critical Phase

In Abu Dhabi, the MRC and DC400kV cables were scheduled to be transloaded onto the Isaac Newton , the largest cable-layer in Jan De Nul’s fleet. Specializing in the deployment of submarine cables, the multipurpose Isaac Newton is capable of carrying and installing 10,500 tonnes of cable in a single trip. The 138-meter-long vessel is also

used for offshore support, trenching and subsea rock installation.

For a project forwarder, securing such a highly specialized ship is one of the most critical factors in supply chain planning. Costly to operate and often booked years in advance, any delay in cable delivery can leave an installation vessel sitting idle, triggering project delays, financial losses and potential contractual penalties.

“In the worst case, the vessel is already chartered out and booked for other operations or another project, causing considerable waiting times for all stakeholders,” Han said.

“Weather and sea conditions can also play a critical role, as subsea cablelaying must be done at favorable moments. These are often limited to narrow timeframes, which means that missing a delivery deadline can also lead to considerable waiting time for the next safe opportunity.”

With deugro ensuring the safe and timely arrival of all the cables into Abu Dhabi, the next phase of the project could proceed as planned. Because of the cargo’s sensitivity and the lengthy transpooling process, exact alignment between the cable-layer and each of the heavy-lift vessels was paramount.

Anchored alongside one vessel at a time, the Isaac Newton acted as the “master unit,” pulling the cable while controlling the speed and overseeing the entire process.

Once the carousel and drive systems were activated, the hauling began, supported by a bow cable engine (BCE), a cable pass system at the shore, and linear cable engines (LCEs) located both onshore and onboard.

“A key operational requirement was to ensure synchronized spooling speeds across all components: BCE, LCEs and the carousel. Each unit had to operate at precisely the same speed to avoid tension imbalances or damage to the cable,” Han said.

While the cable-laying vessel

Jong-Yub Han, deugro Korea

Nils Sauerborn, deugro

controlled the transpooling, skilled operators monitored each piece of equipment around the clock to respond quickly to any issues. The non-stop operation also called for timely fuel deliveries for the shorebased LCEs, while the transport vessel maintained constant communication with stakeholders, as its onboard crane held and positioned the BCE throughout the operation. Meanwhile, deugro implemented a different solution for handling the 280 kilometers of FO cable. On reaching Abu Dhabi, the heavy-lift vessel’s crane carefully discharged the cable before it was moved to a storage site at the pier, where it remained until it was ready for loading onto the installation vessel. A mobile crane was deployed to lower the cable into the vessel.

280 kilometers of DC400kV cable were loaded onto two UHL vessels at the Port of Hitachi, Japan.

Credit: deugro

Two steel static tanks are installed in the UHL vessel’s cargo hold. Credit: deugro

“In general, the handling methods are determined by the nature of the cables and several additional factors,” Han said. “Typically, HVDC cables such as MRC and DC are managed through spooling operations due to their structure and weight. In contrast, FO cables are lighter and smaller, allowing for more flexible handling options.”

Static Tank Disposal

Still, deugro’s work was not finished. Once all the subsea cables had been successfully discharged, the forwarder was tasked with dismantling and disposing of the steel static tanks that had been used to ship the cargo. For this job, permits were secured and close coordination maintained with port authorities to ensure smooth customs

processing and berth availability.

Jayanth Suvarna, operations manager at deugro UAE, said 40 skilled workers were mobilized, operating in two shifts to maintain a continuous 24-hour workflow. Despite tight vessel laytime constraints, the disposal was completed in less than four days.

“Port cranes and Mafi trailers were used daily in three shifts to move the cut steel sections ashore. Once completed, a customs inspection was conducted at the designated area, followed by the delivery of the scrap steel to an authorized disposal company,” Suvarna said, highlighting the strong collaboration during this stage of the project between deugro’s operations team, AD Ports Group and port contractors.

Assessing the overall success of

the project, Nils Sauerborn, director of offshore solutions at deugro’s global wind renewable energy division, described the project as “an excellent example” of how close cooperation across departments and regions can transform complex cable deliveries into seamless operations.

“By combining our technical knowledge with precise planning and execution, we ensured that every stage met the highest standards,” Sauerborn told Breakbulk . “It’s a great demonstration of what we can achieve together for our clients.”

Colombia-based Simon West is senior reporter for Breakbulk

*Breakbulk Exhibitor

*BGSN member

FO cables are lifted by mobile crane in Abu Dhabi. Credit: deugro

The project team oversees cable unspooling operations at Abu Dhabi. Credit: deugro

CF&S carrying out operations at Estonia’s Port of Paldiski, which has emerged as a critical facility for wind energy logistics.

By Luke King

BALTIC SECURITY BOOST CREATES PROJECT CARGO BOOM

Grid Synchronization Sparks Regional Logistics Revival

The Baltic states severed their last energy link to Russia in February 2025, switching from the Sovietera BRELL system that had connected Estonia, Latvia and Lithuania to Moscow’s grid for nearly 80 years. But for the project cargo sector, the real story lies in the complex logistics operations that made this historic disconnection possible, and the wave of security-driven infrastructure investments now reshaping the region’s transport landscape.

This transformation reflects a much larger shift across the region. The three Baltic states have pledged to reach 5% of GDP in defense spending, with significant

funding allocated to logistics infrastructure, mobility corridors and cybersecurity systems covering roads, ports and critical cables.

The Ukrainian war has accelerated this activity, with officials across the Baltic states recognizing that infrastructure resilience is now inseparable from national security. Projects that might once have been planned over decades are being fast-tracked, creating urgent demand for specialized transport and logistics services.

As one EU diplomat involved in the synchronization process told the Financial Times: “With Russia, you never know. It is one of the

thoughts and scenarios that could happen: They could cut us off.”

That uncertainty has become a powerful driver of investment.

Complex Cargo, Critical Mission

At the heart of Lithuania’s grid synchronization effort was the delivery of a 260-tonne synchronous condenser to the Neris substation near Vilnius — a rotating machine crucial for stabilizing voltage and frequency as the country prepared to integrate with continental Europe’s power network. The project, commissioned by Siemens Energy for Lithuania’s transmission

Credit: CF&S

system operator Litgrid AB, required one of the most complex multimodal transport operations ever executed in the Baltic region.

When the war in Ukraine disrupted the original transport plan, which had relied on a Russian rail wagon, German freight forwarder Rolf Riedl, a member of The Heavy Lift Group, needed to completely redesign the logistics strategy.

The solution involved disassembling a unique Ukrainian girder railcar, something that had never been attempted before, shipping it by barge to Rotterdam, then by sea to Klaipeda on a BigLift vessel, before reassembling it for the condenser’s final overland journey to the substation.

The cargo was subsequently moved by Goldhofer axle trailer (20 axles, three-file) and transported by road to the Neris substation site. The final overland leg, carried out in June last year, required substantial infrastructure adaptation: one bridge was reinforced with a flyover system and a traffic detour was created to maintain public safety, while a second bridge was strengthened using a steel plate overlay.

“This was a highly complex project, and one of significant strategic importance for Lithuania,” said Iris Katrin Muellejans, managing partner at Rolf Riedl, a company founded by her late father, the heavy lift legend Rolf Riedl.

She told Breakbulk: “Traditional routes and methods were no longer viable due to geopolitical constraints. We had to engineer entirely new solutions, working with partners across multiple countries while maintaining the highest safety standards for critical infrastructure components.”

The operation required custom lifting beams fabricated within a week, extensive testing to validate load-securing systems, and even the construction of a

full-scale dummy condenser for simulation purposes. “The level of engineering complexity was unprecedented,” Muellejans added.

“We coordinated with stakeholders across Germany, Belgium, Ukraine, Romania, Norway, the Netherlands, Estonia, Czech Republic, Poland and Lithuania, and with partners including Prime Logistic Group, Jurtransa, Kaarlaid, LTG Cargo and LTG Infra.

“This project truly demonstrated both the challenges and opportunities that security-driven infrastructure developments present to our sector.”

Rolf Riedl’s partnership with Estonian logistics specialist Kaarlaid has been central to multiple critical deliveries across the region, including synchronous compensator installations at three Estonian substations: Püssi (2023), Kiisa (2024), and Viru (2024).

The Püssi delivery was particularly significant as the first of nine compensators installed across the Baltics, establishing the technical and logistical framework for frequency stability as the region prepared to leave the Soviet-era grid system.

Ports Prepare for Oversized Opportunities

The ripple effects of the region’s security transformation are now visible across Baltic ports, which are adapting their infrastructure to handle increasingly complex project cargo requirements.

In Latvia, the Port of Ventspils

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has begun work on an oversized cargo logistics corridor, modifying three key road junctions between the port and the national highway network to accommodate convoys up to 100 meters in length. While port officials don’t specify military objectives, their emphasis on handling large convoys points to broader strategic considerations beyond commercial shipping.

The €100,000 upgrade comes as the port handles increasingly large wind turbine components, including 87-meter blades, the largest ever processed at any European port. “With this project, Ventspils is taking a significant step forward in strengthening its position as a key player in the development of both offshore and onshore renewable energy parks in the Baltic states,” said Igors Udodovs, acting CEO of the Freeport of Ventspils.

Lithuania’s Port of Klaipėda is positioning itself as a critical gateway for the region’s securitydriven infrastructure build-out, backed by more than €300 million in new investment. Projects include the reconstruction of 453 meters of quay on the Smeltė Peninsula to support the handling and assembly of offshore wind turbines, upgrades to rail and road links serving the port, dredging of access channels, and the planned development of a 100-hectare southern expansion.

Sustainability features prominently, with shore-power systems for vessels

Iris Katrin Muellejans, Rolf Riedl

THLG member Rolf Riedl handled a 260-tonne synchronous condenser, critical for Lithuania’s disconnection from the Russian energy grid.

Credit: Rolf Riedl

under installation and the Baltic states’ first green hydrogen production facility under construction. Together these works reflect Klaipėda’s growing role as a hub for complex multimodal operations that security and energy projects increasingly demand. The port’s enhanced capabilities proved crucial in the Neris substation project, where specialized equipment and coordination with Klaipėda Western Shipyard enabled highly complex transfer operations.

Estonia’s Port of Paldiski, meanwhile, has emerged as a critical

Tiit Arus, CF&S

facility for wind energy logistics, according to regional specialist CF&S Group. Paldiski serves the nation’s largest wind farm, SopiTootsi, and is expanding its capacity with new quay infrastructure.

CF&S, a major logistics provider for renewable energy projects in the Baltics, has carried out hundreds of wind-related moves since 2001, with particularly strong activity since 2022.

“We are expecting the development of onshore wind farms to continue until 2030 at minimum,” Tiit Arus, board member and CEO of CF&S Estonia, told Breakbulk. “The renewable energy boom is creating sustained demand for specialized logistics services across the region.”

CF&S has historically provided heavy transportation services to Central Asia countries including Kazakhstan, Uzbekistan and Turkmenistan, largely relying on their specialized railway fleet. However, as Arus notes: “Because of the Ukrainian-Russian war, transit via the Baltics is not happening much

anymore, but we have continued to provide services for our customers via different transit corridors instead. Today, we’re mostly operating overland via Georgia, Türkiye and China.”

Private Sector Joins Security Push

It’s not only state-owned entities like ports that are responding to the regional security challenges. Private logistics companies across the region are making significant investments in resilience and autonomy, recognizing that energy security has become a competitive advantage.

Estonian logistics firm Via 3L recently completed a major renewable energy project at its Lagedi complex in Harju County, installing 1,280 solar panels and a 2.15 MWh battery system. The investment enables the logistics facility to operate independently for at least 24 hours during power outages or several days in sunny conditions.

“The off-grid capability of the entire solution is an important aspect,” said Urmas Uudemets, CEO of Via 3L.

“Should there be a problem with the security of electricity supply, the battery capacity is such that the entire logistics center’s daily demand can be covered from storage, and work will not stop for a moment.”

The timing of Via 3L’s project is significant, coming just as Estonia joined its Baltic neighbors in disconnecting from the Russian grid and the company’s investment in energy autonomy reflects a broader trend among logistics providers who recognize that operational continuity has become a critical service differentiator.

The system enables Via 3L to produce more than 65% of its electricity needs while providing price stability for customers through strategic energy storage and grid arbitrage. For a logistics company handling temperature-sensitive goods and operating under tight delivery schedules, such resilience capabilities are increasingly valuable to clients concerned about supply chain disruptions.

For logistics companies willing to navigate the technical and regulatory complexities of security-sensitive projects, the Baltic transformation represents a significant growth opportunity.

The successful delivery of Lithuania’s synchronous condenser demonstrated both the challenges and rewards of this new operating environment. With proper planning and international coordination, even the most complex securitycritical projects can open doors to an expanding market for specialized logistics services.

Involved in the project cargo industry since 2007, Luke King is a regular contributor to Breakbulk magazine.

*Breakbulk Exhibitor

*BGSN member

The heaviest component, the generator stator, was transported by rail for the final leg.

Credit: Rolf Riedl

The synchronous condenser project involved the disassembly of a one-of-a-kind Ukrainian rail wagon, never previously taken apart. It was shipped by barge to Rotterdam, then by sea to Klaipeda on a BigLift vessel.

Credit: Rolf Riedl

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VIETNAM, VERIFIED

Southeast Asian Nation’s Transition From Fallback to Frontline Sourcing Hub

Like everything else in supply chain strategy today, there’s never a onesize-fits-all answer. But as trade tensions heat up, tariffs bite and protectionist policies take hold, more companies are rethinking where and how they source.

Increasingly, one country is the subject of boardroom conversations: Vietnam. What once served as a fallback when China became too costly or complicated is now a bona fide sourcing power. Vietnam is no longer the footnote in the China+1 strategy, it’s the headline.

“Over the past decade, Vietnam

has evolved into a strategic pillar of global supply chains,” said Laurence Cheung, managing director at DHL Global Forwarding in Vietnam.

“Once viewed primarily as a tactical alternative, Vietnam has now firmly established itself as a manufacturing and logistics base. The country has built deep capabilities in production, trade connectivity and infrastructure, emerging as one of Asia’s fastestgrowing export economies.”

In 2024, Vietnam’s exports rose 14.3% year-on-year to over US$405 billion, the growth underpinned by robust trade agreements

By Liesl Venter

like the Comprehensive and Progressive Agreement for TransPacific Partnership (CPTPP) and the Regional Comprehensive Economic Partnership (RCEP), which grant Vietnam preferential access to markets representing over 30% of global GDP.

According to Cheung, companies are also investing in Vietnam’s local logistics ecosystem, workforce development and long-term infrastructure. “It signals a shift from short-term diversification to longterm anchoring,” he said, noting that the country’s commitment to digital

Vietnam’s project sector has been boosted by the nation’s ambitious wind power program.

Credit: Insignia Shipping

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transformation and sustainability further reinforces its position as a resilient, future-ready supply chain hub. “At DHL, we’ve identified Vietnam as one of the top 20 fastestgrowing markets for the group.”

Carsten Schwenke, regional director of Vietnam, South Korea & Philippines at Rhenus Air & Ocean , agreed that companies no longer saw Vietnam as a temporary alternative but as a long-term investment. “It has definitely transitioned from a ‘China workaround’ to a strategic manufacturing and logistics base,” he told Breakbulk . “It now exports machinery, industrial components and high-tech products like solar panels and semiconductors.”

Other forwarders agree that project cargo is on the rise. “Five years ago, most exports were still dominated by consumer goods and textiles. Today, we’re regularly moving complex industrial cargo: modular building units, renewable energy components, machinery and fabricated steel structures,” said Grant Bell, operations director for NMT Projects

“For example, a company like TLC Modular now manufactures in Vũng Tàu and ships complete building modules breakbulk from Phú Mỹ to markets worldwide. In addition to modular construction and fabricated steel, there’s a small but growing shipbuilding and marine equipment sector emerging out of the industrial estates around Vũng Tàu.”

Laurence Cheung, DHL Global Forwarding

According to Stephen Westfield, a global category manager at Blue Water Shipping , several of their industrial project clients and partners have expressed growing caution around sourcing from China, with some actively reassessing their China strategies in light of broader supply chain diversification efforts.

“This trend has benefited Vietnam and other Southeast Asian economies, as our clients look to diversify sourcing and reduce both economic and geopolitical risk in their supply chains,” he said.

Costs Down, Capacity Up

A combination of factors is driving Vietnam’s rise as a manufacturing and logistics hub. “Competitive labor costs, coupled with rising investments in industrial parks, deep-water ports and expressway networks, make Vietnam increasingly attractive for long-term manufacturing,” said Jason Goh, a regional senior vice president at Blue Water Shipping.

“Project cargo and breakbulk capacity is steadily expanding, supported by major port developments and growing expertise in handling oversized and heavy-lift components.”

There are clear advantages to the country, said Bell. “It’s more cost-competitive than Thailand and Malaysia, and logistically more efficient than Indonesia. The government has also been aggressive

in attracting FDI and upgrading infrastructure, particularly ports and industrial zones. Where others have remained fragmented, Vietnam has moved forward to offer scale, efficiency and momentum.”

Major project investments such as Long Thanh airport near Saigon, the North-South Expressway and port expansions are all underway. “Add to this policy reforms that include digital customs, ESG incentives and trade facilitation measures, all of which put the country on track as a regional logistics leader by 2030,” said Schwenke.

Another game-changer, said Cheung, is the Lao Cai–Haiphong railway which, along with the NorthSouth Expressway, is set to be a boon for inland logistics by cutting travel time and linking industrial zones to ports. The railway will stretch over 390 kilometers and is expected to be completed by 2030.

“Sea routes from Cai Mep and Haiphong are already seeing increased direct calls, while multimodal corridors are being prioritized to reduce dependency on road freight, which still handles over 70% of cargo in the country,” he added.

At least US$36 billion has been earmarked for infrastructure investment this year alone, with a focus on transport corridors, port upgrades and digital logistics systems. Continued investment into the Cai Mep-Thi Vai port complex, along with upgrades to National Route 51 and the ongoing development of Long Thanh Airport are all significant, according to Bell.

“Project cargo handling capacity is strengthening year-on-year,” he said. “Phu My and Cai Mep–Thi Vai are the standout corridors for heavy and breakbulk cargo, with deep-water access and growing connectivity. These ports are now supporting everything from modular buildings to renewable

energy projects, with facilities on par with regional competitors.”

The fastest growth is being observed in the south of the country, particularly along the Vung Tau-Phu My corridor, thanks to industrial clustering and direct deep-water access.

Structural Challenges Remain

Despite the positive indicators, Vietnam faces several structural challenges, noted Cheung.

“Logistics costs remain high at 16.5% of GDP, well above the global average of 11.6%. Port congestion, developing transport networks and limited hinterland access impact overall efficiency.”

Customs delays are also a real

concern. “While procedures are improving, more can be done to further integrate digitization and develop a local workforce to support complex logistics operations and scale sustainably.”

According to Bell, port congestion remains problematic and limited hinterland connectivity for oversized cargo can create added complexity. “We recently had to move a consignment, but due to road restrictions, we had to then barge from Phu My to Haiphong to meet a vessel bound for the U.S. on time.”

Schwenke agreed that the heavy reliance on roads causes major bottlenecks. “Rail and waterway networks remain underdeveloped. Addressing these gaps is crucial for scaling logistics capacity,” he said.

“VIETNAM’S COMPETITIVENESS HINGES ON ITS ABILITY TO MOVE

While the country’s capacity to handle out-of-gauge and heavy-lift cargo is improving, it still lags behind more mature logistics hubs. “Deepwater ports such as Cai Mep–Thi Vai, Haiphong and Quy Nhon are equipped with heavy-lift cranes and dedicated project cargo terminals capable of managing wind towers, blades and other oversized components. But availability of specialized equipment, such as multi-axle hydraulic trailers, self-propelled modular transporters (SPMTs), and high-capacity lifting gear, remains limited,” said Goh.

He added that moving large cargo often involves complex coordination. “Road transport for wind tower and blade movements frequently requires police escorts, convoy planning, temporary infrastructure adjustments such as the removal of roadside obstacles and clearance with local authorities due to narrow or low-clearance routes.”

Nevertheless, Vietnam can handle these operations, Goh emphasized, though successful execution hinges on early planning and partnerships with experienced logistics providers. “For instance, we recently managed the transport of 27 full-size dampers, a critical wind energy component, from a manufacturing site in Vũng Tàu to Taiwan. Due to their oversized width of 6.5 meters, the project required careful preplanning over several months.

“Our team secured long-term freight rates to ensure cost competitiveness, obtained road permits one month in advance and scheduled silent-hour convoy transport with police escorts to navigate narrow routes safely. Empty flat racks were pre-delivered to the site; custom stoppers were designed and adjusted for secure lashing.

“A mix of low-bed and container trailers was deployed. The trucking plan had to be carefully coordinated with the vessel schedule and port gate-in plan, as authorities only

Grant Bell, NMT Projects

Jason Goh, Blue Water Shipping

accept out-of-gauge cargo 48 hours before a vessel’s arrival.”

Logistics as the Differentiator

Logistics is fast becoming the key differentiator in Vietnam’s competitiveness as a sourcing hub.

“Beyond labor costs and favorable trade agreements, the expanding port and transport infrastructure, as well as the adoption of digital customs systems, is driving faster, more reliable export flows,” said Goh.

According to Cheung, there is a clear strategic recalibration underway in how customers approach logistics in Vietnam, especially as scrutiny from the U.S. and EU intensifies around origin verification, ESG compliance and trade transparency.

“These factors are no longer peripheral, they’re now central to supply chain strategy.

Customers are demanding end-to-end visibility, including robust origin documentation, digital traceability, and real-time tracking of cargo movements.”

This means manufacturing capacity alone is no longer enough. “Logistics execution is the differentiator,” said Bell. “Vietnam’s competitiveness hinges on its ability to move complex cargo efficiently and transparently to global destinations.”

more high-value, complex cargo, more project cargo and renewable energy equipment, and stronger integration into global supply chains.”

More importantly, said Schwenke, Vietnam is resilient. “This, along with its trade connectivity and political stability, continues to make it attractive for longterm investment. Firms will increasingly embed Vietnam into their core sourcing strategies.”

Vietnam, he said, is not trying to be the next China. Rather, it’s staking a claim as a sourcing and logistics power in its own right.

He believes the country is poised to solidify its position as Southeast Asia’s most dynamic sourcing hub outside of China. “We expect to see growth not just in volume, but in sophistication: *Breakbulk Exhibitor

Liesl Venter is a transportation journalist based in South Africa.

NMT Projects regularly ships complex industrial cargo such as modular building units and renewable energy components from Vietnam to markets worldwide. Credit: NMT Projects

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FELBERMAYR DRIVES EU ENERGY SHIFT WITH RECORD HAUL

Felbermayr has carried out one of its largest transport projects to date, delivering more than 34,000 freight tonnes of equipment for the conversion of Romania’s Mintia power station.

The yearlong project has involved about 1,600 packages, including three 380-ton generators from the U.S., 313-ton transformers from China and huge gas and steam turbines shipped from Germany.

Peter Niedermair-Auer, project manager of Felbermayr’s Wels project department, said the operation posed significant technical and logistical hurdles owing to Mintia’s location more than 250 kilometers

from all navigable waterways.

380-tonne generators are transshipped onto a push barge at the Port of Linz, Austria. Credit Felbermayr

“All core competences of the Felbermayr Group were called upon: Inland water transport, port transshipment, RoRo shipping capacity and road haulage,” the executive said.

Project planning took just under a year. The first significant components arrived in May and June 2024, with two gas turbines shipped in dismantled form from Berlin via Linz and Budapest, then onwards by lowloader to the site. Individual turbine pieces weighed as much as 150 tonnes and called for multiple lifts and eight separate transports per turbine.

Meanwhile, the steam turbine was

shipped from Mühlheim in April this year and barged via Linz to Szeged in Hungary, then dismantled and sent to Mintia in seven heavy transports. Its largest section weighed 150 tonnes and measured nearly 10 meters long and six meters wide.

“We had to overcome the usual challenges on Romanian and Hungarian roads, such as old bridges and narrow through-roads. We had to carry out a lot of structural calculations and route tests in advance,” Niedermair-Auer said. “The project would not have been possible in this way without the local support of Eszter Balog in Hungary and Marius Tudose in Romania.”

The most difficult move came earlier this year when one of the generators –weighing 770 tons with transport gear – was hauled 270 kilometers by road across Hungary into Romania. The operation, which required dismantling road signs, shoring up bridges and cutting trees, was the largest road haulage project ever undertaken in Hungary, according to Felbermayr.

The equipment will be installed at Mintia, where a former coalfired facility is being rebuilt as a 1,700-megawatt gas and steam power plant. Once commissioned in 2026, it is expected to be the largest of its kind in the EU.

*Breakbulk Exhibitor

BUOY, OH BUOY:

UTC OVERSEAS SHIPS FLOATING GIANT TO COLOMBIA

UTC Overseas has successfully completed the transport of a massive Single Point Mooring (SPM) CALM buoy from Dubai to the Port of Santa Marta, Colombia.

The 322-ton unit, measuring roughly 16 meters long and 17 meters wide, will serve as an offshore mooring and crude oil offloading terminal, bolstering Colombia’s offshore oil and gas infrastructure, UTC said. The buoy was shipped as breakbulk cargo alongside a 20-foot container of spare parts and tools.

Specialized equipment and engineering were critical for the operation, UTC said, with the buoy lifted in Dubai using a DD2000 Sheer

Leg Floating Crane. Custom rigging including spreader beams, stoppers and a prefabricated grillage system for safe ocean transit was deployed.

UTC carried out detailed planning ahead of the move, including vessel stability checks, rigging analysis and code compliance reviews. Site visits, pre-lift risk assessments, and Marine Warranty Surveyor (MWS) oversight ensured the operation met strict technical and safety standards.

According to the U.S.-headquartered forwarder, lifting the buoy required precise planning due to the overhang of its top ring. This included detailed top-view drawings and spreader bar compatibility checks to ensure a safe, balanced lift. Other operational hurdles included berth constraints, demurrage risk due to port congestion, and compliance with a no-weld policy required for ABS certification. On arrival in Colombia, the buoy was floated off directly into the water, ready

for deployment as part of a larger offshore marine terminal system designed to enable tanker loading and unloading without port entry.

UTC’s Colombia office was supported by chartering lead Juha Karmanto and UAE agent Asian Tiger. UTC said the project highlighted the value of integrated engineering and logistics in delivering complex global transport projects.

“Throughout the project, UTC was responsible for a wide range of critical logistics and marine services. This included vessel nomination and chartering, coordination of marine engineering and surveyor approvals, export customs clearance at origin, and full oversight of destination float-off operations,” said UTC’s Ignacio Benedetti.

“UTC’s team also led the development and validation of risk assessments, route surveys, method statements, rigging plans, export documentation, and local agent management. UTC’s project managers ensured seamless coordination across all stakeholders, maintaining clear communications and continuity of execution to prevent any disruptions.”

*Breakbulk Exhibitor

The 322-ton buoy was safely secured aboard the vessel before its onward journey to Colombia.

Credit: UTC Overseas

A BBC Chartering vessel carried the buoy from Dubai to Colombia. Credit: UTC Overseas

AAL WRAPS UP WAMBO WIND FARM DELIVERIES

AAL Shipping has completed its final delivery to the 500-MW Wambo Wind Farm in Queensland, Australia, rounding off a two-year logistics campaign involving 18 sailings and nine different multipurpose heavy-lift vessels.

The carrier transported all 83 wind turbines required for the project, located near the town of Jandowae, using vessels from its 31,000-dwt A-Class, 25,800-dwt G-Class and 19,000-dwt S-Class fleets. Shipments were staged between 2023 and 2025, with the final sailing completed this month by the AAL Genoa, delivering the last 41 turbines.

The Wambo Wind Farm is a 50:50 JV between green energy investor Cubico Sustainable Investments and Queensland governmentowned energy provider Stanwell.

“Around 312,000 homes will now be powered by clean energy sources as a direct result of the team’s hard work on this long-term project,” said Frank Mueller, general manager Oceania at AAL Shipping. “Australia has the potential to generate 82 percent of its energy from renewable sources by 2030, and I am proud of our work to

support the transition and strengthen Australia’s energy security.”

Each wind turbine shipped by AAL comprised towers split into eight sections weighing up to 90 tons apiece, blades more than 80 meters long, and other units weighing as much as 76 tons each. The cargo was loaded across multiple Chinese ports including Dongzao, Lüsi, Tianjin and Taicang, and discharged in Brisbane.

Andrew Mangan, chartering manager at AAL Oceania, highlighted the expertise of the carrier’s engineering and operations teams in handling complex cargoes and their ability to develop innovative solutions

to optimize handling methods.

“For the wind blade shipments, we employed revolutionary synthetic lashing chains and slings for the first time. Traditional steel chains can swing during lashing and pose a risk of damage to cargo. In contrast, synthetic lashings significantly reduce that risk,” Mangan said.

“They’re also much lighter, improving both the safety and timing efficiency of our lashing operations – especially when gangs are working at heights of over nine meters to secure the uppermost blade tiers.”

*Breakbulk Exhibitor

The turbine components were hauled from the Port of Brisbane to the construction site.

Credit: AAL Shipping

AAL Hong Kong discharging wind turbines in Brisbane. Credit: AAL Shipping

PROJECTS IN THIS ISSUE

Americas

Project: Cape Station

Story: Geothermal on the Rise (p. 80)

Country: United States

Company: Fervo Energy

Sector: Geothermal

Middle East & Africa

Project: Aramco Stadium

Story: Saudi Sets Stage for 2034 (p. 104)

Country: Saudi Arabia

Company: BESIX Group, Al Bawani

Sector: Construction

Project: King Fahd Sports City Stadium

Story: Saudi Sets Stage for 2034 (p. 104)

Country: Saudi Arabia

Company: Saudi Binladin Group Sector: Construction

Project: Jeddah Central Development Stadium

Story: Saudi Sets Stage for 2034 (p. 104)

Country: Saudi Arabia

Company: China Railway Construction Company, Sama Construction

Sector: Construction

Project: Prince Mohammed bin Salman Stadium

Story: Saudi Sets Stage for 2034 (p. 104)

Country: Saudi Arabia

Company: FCC Construction, Nesma and Partners

Sector: Construction

Europe

Project: Port of Ventspils cargo logistics corridor

Story: Baltic Security Boost Creates Project Cargo Boom (p. 122)

Country: Latvia

Company: Freeport of Ventspils Sector: Ports and Terminals

Project: Port of Klaipėda expansion

Story: Baltic Security Boost Creates Project Cargo Boom (p. 122)

Country: Lithuania

Company: Port of Klaipėda Sector: Ports and Terminals

Project: Mintia power station conversion

Story: Felbermayr Drives EU Energy Shift With Record Haul (p. 133)

Country: Romania

Company: Mass Group Holding Sector: Power

Asia / Oceania

Project: Greenbushes lithium mine

Story: How High Rollers Play for Critical Minerals (p. 44)

Country: Australia

Company: Albemarle Corporation Sector: Mining

Project: Lao Cai-Hanoi-Haiphong Railway

Story: Vietnam, Verified (p. 127)

Country: Vietnam

Company: State-led Sector: Infrastructure

Project: Wambo Wind Farm

Story: AAL Wraps Up Wambo Wind Farm Deliveries (p. 135)

Country: Australia

Company: Cubico Sustainable Investments, Stanwell Sector: Renewables

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