Monday, December 5, 2016

IS OOCL THE NEXT ACQUISITION TARGET?

The geopolitical implications of OOCL as next domino (post Hamburg Süd)

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Sounds like a Cold War title. But that’s just it. It’s not so much that Trump is elected that warrants a need to look at ‘trade wars’. We will likely get some growing trade friction, yes. But what we have in container shipping is a real China brute force dominance chasing Maersk dominance scenario getting set up following Maersk’s purchase of Hamburg Süd.
Evergreen and OOCL are getting seen as the next liners to get merged, which tends to imply Yang Ming and Wan Hai could get mixed into the pot somewhere. I tend to think Wan Hai could do just fine on its own for the time being. Evergreen has had weak hands at corporate HQ, we have seen, but is also a bit of a political hot potato despite developments in South Korea and Japan. And, of course, we have all watched rejected overtures for OOCL over the years.
But OOCL now is getting squeezed nearer to a head at a time when the chips have been completely rearranged from 10 to 20 years ago.
Hamburg Süd and the Oetker family was a kindred spirit to OOCL and the Tung family. And, subject to regulatory approvals, this will now be consumed into the Maersk collective. Which is a good thing for Maersk and market.
OOCL is smaller than Evergreen, but could prove a more interesting prize for investors who trade shares, as we saw on Friday already with an 8% upward move (which did not move right at market open!). There is value to be unlocked somewhere within the ships, ports, IT and logistics (but remember to exclude properties and some of the cash).
The Cosco-CSCL and CMA CGM-APL domino is set up already and China has ignored basic capitalist laws with Cosco subventions at every level and every stage. Cosco would not be a good integrator of OOCL. But CMA CGM would, if it wanted to figure out how to hedge the network overlaps between CMA CGM, APL and OOCL. Once achieved, we would have Cosco and its new friend, CMA CGM, set up comfortably in the global top two or three. The global systemic risks to global shippers, retailers and governments would be that much greater. And China would have that much of a fatter finger on the global trade system! Some might like that. Some might not.


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Charles de Trenck
Charles de Trenck began his study of China in 1980 and eventually got in on the ground floor in China's equities boom of the early 1990s through work in Hong Kong and China shares. By the mid-90s he shifted to containerised trade, ports and shipping, eventually leading Citi to #1 rankings in Asia transport equities.

MAERSK AND BRANDING WITH HAMBURG SUD?

Did Maersk do this when they had SeaLand?


Maersk learns from P&O Nedlloyd travails

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Both Maersk Line and Hamburg Süd like to wear their brands on their metaphorical sleeves, eschewing normal black hulls in favour of light blue and bright red respectively on their liner fleets.
This distinctive branding comes as part of marketing to make the pair stand out from a services offering point of view.
Shipping mergers as we all know are notoriously difficult, something not lost on Maersk boss Søren Skou. Maersk’s last acquisition was 11 years back and customers still talk of the horrors of the Danish line’s struggle to integrate P&O Nedlloyd. Hence the language used by Skou when announcing the Hamburg Süd acquisition last Thursday, a deal which noticeably the Danes have not revealed any price but I am hearing $4bn.
Skou talked of a “light-touch integration”, stressing that the aim was to keep both the Hamburg Sud brand name and the company’s headquarters in Hamburg.
This is a much-changed view from 11 years ago when the venerable names of P&O and Nedlloyd disappeared.
“Today, we are a different organisation than in 2005, when we acquired P&O Nedlloyd,” a Maersk Line spokesperson tells me.
Hamburg Süd will remain a separate brand within Maersk Line’s container shipping portfolio with its own commercial set-up.
“Hamburg Süd has a competitive and attractive customer value proposition, which we want to preserve and protect,” the spokesperson maintains.
Of course, Maersk has fared better with other acquisitions such as the East Asiatic Company 23 years ago, Safmarine and SeaLand both in 1999 and Torm three years later.
Into the final month of what has been the most event-filled year in container shipping’s 60-year history and I wouldn’t bet against at least one more liner being sold.
“Consolidation will continue,” Skou told the press on Thursday.
Finally, I must admit to an omission last Friday. When scoping who might be next in container shipping’s final wave of consolidation a reader told me I had forgotten to mention Hyundai Merchant Marine (HMM). Remember little old HMM? It hogged the headlines for much of the first half of the year with its deep, painful restructuring. Now as the year ends it sits precariously, not secure in any 2017 container alliance, and with a fleet of just 455,859 slots, roughly one third of what Splash regular contributor Lars Jensen reckons a liner needs to thrive on the global stage.
The reader consoled me on my failure to mention HMM in my column. “It’s an easy mistake to make,” he said, “HMM are heading rapidly towards irrelevance.” The fact is the container narrative has accelerated at such of rate of knots since HMM squeaked to safety six months ago.

BLOCKCHAIN AND SUPPLY CHAIN MANAGEMENT

Blockchain can link the 3 Supply Chains--product, information, financial.




THE ALLIANCE PLANS FOR ANOTHER CONTAINER LINE BANKRUPTCH\Y

In a show of confidence on the state of the container line industry--


THE Alliance prepares contingency plans for another shipping line bankruptcy


hanjin © Vladimir Serebryanskiy
© Vladimir Serebryanskiy
In the wake of the Hanjin bankruptcy, THE Alliance has devised a “catastrophic instrument” funding mechanism, to be used if one of its member lines were to fail.
The proposals would allow fellow alliance lines to “take other actions to facilitate the movement or cargo carried by the affected party to the intended port of discharge or other locations”.
Other clauses give the members the right to deal directly with shipowners of chartered-in ships and/or other carriers providing slot charters to the bankrupt partner.
The wording within a draft agreement filed with the US Federal Maritime Commission (FMC) by alliance members Hapag-Lloyd, K Line, MOL, NYK and Yang Ming, seeks to restore shipper confidence in the vessel-sharing concept, which was badly dented by the sudden collapse of the South Korean carrier.
Details of THE Alliance initiative were confirmed by FMC commissioner William Doyle in a speech to the North Atlantic Ports Association on Thursday.
The “framework language” in section 7.4 of the VSA, said Mr Doyle, meant that “for the first time, we are seeing an alliance agreement attempt to make projections on ways to deal with a failed carrier in an alliance”.
THE Alliance also wants to be able to “make arrangements directly with agents or subcontractors of the affected party”.
Commissioner Doyle said he had had “direct discussions with principals of THE Alliance” on the terms of the provision, and admitted he was “an advocate of alliance members providing safeguards in the event of future liner bankruptcies”.
He said: “Though the details have not been completely worked out, the intent in part is to set up a per se catastrophic instrument that could be used when an individual member liner fails in the network.”
After Hanjin entered court receivership on 31 August, around 500,000 teu of its cargo, with an estimated value of $12bn and loaded on some 100 containerships, was held up by the immediate withdrawal of credit facilities at ports and terminals, causing mass disruption to supply chainsd.
Hanjin’s CKYHE alliance partners, Cosco, K Line, Yang Ming and Evergreen, also faced the ire of customers who found it difficult to comprehend why containers they had not booked with Hanjin were also subject to severe delay.
However, the FMC still has “serious concerns” about THE Alliance’s “proposed language in the agreement related to the joint contracting and purchasing power” of the VSA.
Commissioner Doyle said he had expressed these concerns with the principals of THE Alliance and was confident that the parties would “submit appropriate substitute language to alleviate these concerns”.
He said this would bring THE Alliance agreement into parity with the rival 2M and Ocean alliance agreements, on the basis that it would “not be fair to grant ocean carriers the ability to jointly contract and procure services while domestic service providers cannot negotiate collectively”.
The new alliance networks begin operations in April.

Friday, December 2, 2016

USING RETAIL STORES AS FULFILLMENT CENTERS

Smart or a supply chain disaster in waiting? 


As Web Sales Spike, Retailers Scramble to Ship From Stores

Companies try to keep a balance between online promotions and ability to fulfill orders quickly


Toys ‘R’ Us has prepared nearly its entire chain of 870 stores to help ship web orders during the holidays. A Black Friday shopper at a Toys ‘R’ Us in Fairfax, Va. ENLARGE
Toys ‘R’ Us has prepared nearly its entire chain of 870 stores to help ship web orders during the holidays. A Black Friday shopper at a Toys ‘R’ Us in Fairfax, Va. Photo: PAUL J. RICHARDS/Agence France-Presse/Getty Images
Toys “R” Us Inc. is trying to avoid a repeat of last Christmas, when it had to deploy an unusual step: “sales prevention.”
At that time, online promotions fueled a surge of web orders two times more than the company’s forecast on several days and beyond what its main e-commerce fulfillment centers could handle. Afraid that items wouldn’t arrive by Christmas, management halted some online deals to deter shoppers—a drastic measure during a period that generates half of all annual toy sales.
To address the issue this year, the Wayne, N.J., company has prepared nearly its entire chain of 870 stores to help ship web orders during the holidays. It started cramming its stores with as many goods as possible weeks earlier than last year, and is offering bonuses and better wages to recruit seasonal warehouse workers.
The company, which had $11.8 billion in sales last fiscal year, says it has built in capacity to ship nearly twice as many units from its stores this holiday season, while transporting nearly 25% more from fulfillment centers.

Toys “R” Us Chief Executive David Brandon said Monday that the company’s website, fulfillment centers and stores handled record online traffic in the days surrounding Thanksgiving, “but it is still early in the season.”
ENLARGE

Two decades after Amazon.com Inc. was founded, traditional retailers are still struggling to manage hundreds of brick-and-mortar stores, while trying to maximize online sales. The difficulty is amplified during the holidays because online sales spike up to four times normal volume at peak times, putting retailers’ e-commerce bandwidth to the test.
Shoppers this year are expected to spend more than $650 billion, both online and in stores, during the holidays. Last year, online sales in the fourth quarter were roughly a third higher than the previous three quarters, or about $20 billion, according to the Commerce Department. Growth in online sales outpaced that of stores in the fourth quarter a year ago, but remained a small 7.5% of the total, the data show.
“You build a church for Easter Sunday,” said David DuBose, a director of supply chain solutions at Sedlak Management Consultants Inc.
Across the industry, traditional retailers are taking similar steps. Kohl’s Corp. is hiring workers earlier, raising wages and offering bonuses during peak times to ensure fulfillment-center employees stick around. Target Corp. has more than doubled the number of stores shipping online orders this year to more than 1,000. Wal-Mart Stores Inc. added 50% more inventory dedicated exclusively for web sales for the days surrounding Black Friday.
Target operating chief John Mulligan said enlisting its brick-and-mortar footprint allows inventory in stores to be used for web orders, while freeing up online distribution centers to focus on shipping expanded sizes and colors of products that stores don’t carry.
One thing Target wants to prevent: backtracking on planned online promotions because of a lack of bandwidth in its supply chain. “We’re not going to throttle demand to try to meet the operational needs in the background,” Mr. Mulligan said.
At a Toys “R” Us store in suburban Totowa, N.J., signs of the preparation abounded two weeks before Black Friday. Every aisle was topped with mountains of extra merchandise, from Barbie Dreamhouses to Nerf blasters.
“We’re using every nook and cranny,” said Debbie Lentz, the retailer’s chief supply-chain officer.
The chain started stocking up on inventory in August, weeks earlier than last year. Larger items such as playhouses and gear for its Babies “R” Us business also were shipped to stores earlier to free up its supply chain so it has maximum flexibility during peak times.
Toys “R” Us, which is privately held, hopes it has done enough.
Last year, starting the weekend before Thanksgiving Day through the Black Friday mayhem to Cyber Monday’s web-sales bonanza, Toys “R” Us clocked online sales on some days that were twice as much as its projections.
The company turned to its brick-and-mortar locations to handle the order surge, but that chewed into inventory reserved for its stores. Shorting stores on popular products likely would anger consumers so executives decided to slow online sales. With the clock running out to Christmas, Toys “R” Us scaled back some online marketing, and eliminated other deals entirely.
“They just couldn’t get ahead of it,” Ms. Lentz said. “We were concerned that if this keeps snowballing, we wouldn’t be able to make all deliveries.”
Compounding the problem, some employees didn’t show up for work at the company’s main online fulfillment hub in Groveport, Ohio, a corridor where a number of retailers have based similar operations.
“People will go down the road, and if they can make an extra buck an hour, they will leave,” said Mr. DuBose, whose firm is based in Cleveland.
To fix the labor issue, this year Toys “R” Us raised wages in Groveport—near where Amazon recently opened a warehouse—by about $2 an hour. Starting wages are $13 an hour and can go up to $16, based on the role and shift worked. It also is offering bonuses of about $100 when employees work a certain number of hours or hit performance goals.
The pressure wasn’t a total loss for Toys “R” Us last year. The chain clocked a 2.9% gain at comparable stores for November and December in the U.S.
This year, the National Retail Federation forecasts stronger growth, and Toys “R” has been working to maximize sales. “We’ve spent the year preparing,” Ms. Lentz said. “And now it’s time to execute.”
Write to Paul Ziobro at Paul.Ziobro@wsj.com


Thursday, December 1, 2016

INTERNET STARTUP

This seems to be the omnichannel strategy for some retailers.




SUPPLY CHAINS WITHIN SUPPLY CHAINS




Tuesday, November 29, 2016

MAERSK MAY BUY HAMBURG-SUD

The biggest could get bigger.  What is the competitive impact?  What is the impact on BCOs and OTIs?


Maersk tipped to buy Hamburg Süd

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The Wall Street Journal is reporting Maersk Line is lining up a bid for the world’s seventh largest containerline, Hamburg Sud.
The owners of the German line are understood to be willing to sell the line amid massive consolidation seen this year in the container shipping sector. Hamburg Sud does not belong to any existing or future container alliance.
Hamburg Süd is part of the Oetker Group, a family-owned German conglomerate involved in shipping, banking, food and beverages.
Hamburg Süd has a fleet of around 130 boxships totaling some 600,000 teu in its fleet which VesselsValue estimates is worth $1.4bn.
Maersk has recently said it is after acquisitions rather than ordering new ships. Its last containerline acquisition was back in 2005 when it bought P&O Nedlloyd.
Both Hapag-Lloyd and Cosco have previously been linked with buying Hamburg Süd, a line with an especially strong presence in Latin America.

OMNICHANNEL / RETAIL DUALITY

Too many retailers fail to accept the duality of omnichannel and put stores ahead of e-commerce and ahead of the customer experience.




CHANGE VERSUS

When does Continuous Improvement conflict with Change?



Wednesday, November 23, 2016

HMM GETS SLOT EXCHANGES, NOT PARTNER ROLE, WTH 2M

HMM offered slot exchanges with Maersk and MSC

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Maersk Line says it and MSC are still trying to find a way to partner with Hyundai Merchant Marine (HMM) but the Korean line will not become a member of 2M, the vessel sharing alliance between Maersk and MSC.
In lieu of joining 2M as a member, Maersk Line said in a statement sent to Splash: “The parties are therefore discussing the possibility of HMM partnering with the 2M network through a slot exchange and purchase agreement.
“The partnership discussions are ongoing and include the possibility of Maersk Line taking over charters and operations of vessels currently chartered to HMM with the aim of deploying them in the 2M network.”
The discussions include how 2M can improve its products on the Pacific trade.
“There are many other and good ways to co-operate and we are sure that we will find a good model,” a Maersk spokesperson insisted.
Having been spurned from joining another container grouping, THE Alliance, HMM was desperate to join 2M. It had signed a memorandum of understanding with the 2M partners on joining, but this deal has since hit the skids.
An HMM official remained confident some deal would be struck with Maersk and MSC soon, telling Splash: “HMM joining 2M is under discussion in details and the discussion is likely to be concluded shortly. We go over the specifics in various forms and plan to make a formal agreement either in the end of November or early December.”
Alphaliner in its most recent weekly report warned: “The Korean shipping line is running out of time to either negotiate revised terms with the 2M, or to join a rival alliance prior to the April 2017 implementation of the new global ocean carrier groupings.”

PROBLEMS AT RICKMERS MARITIME

Rickmers Maritime warns trust could be wound up

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The trustee-manager of Rickmers Maritime warned last night that the trust could struggle to continue as a going concern as a default on an interest payment looms.
Rickmers Trust Management said the grace period of five business days from the November 15 due date on the S$4.26m interest has lapsed.
Rickmers Maritime is also in default under terms of the agreements of bank loans extended to the shipping trust and its subsidiaries.

Tuesday, November 22, 2016

BATTLE OF BRAND NAMES AND RETAILERS


Online selling direct is logical retail transition for brand names. They must transform their Supply Chains for their omnichannel.

Department Stores’ Big Sales Are Getting Smaller

Retailers push discounting to attract customers, but Coach, Kors, Le Creuset, others say enough!

Handbags on display at the Kate Spade boutique at a Macy's store earlier this year. Kate Spade products and those of more than two dozen other brands opted out of the retailer’s Friends & Family sales promotion last April.  ENLARGE
Handbags on display at the Kate Spade boutique at a Macy's store earlier this year. Kate Spade products and those of more than two dozen other brands opted out of the retailer’s Friends & Family sales promotion last April. Photo: Richard B. Levine/Zuma Press
As department stores gear up for the holiday shopping frenzy that unofficially gets under way this week, behind the scenes they have been locked in a battle with some big-name suppliers over rampant discounting.
More brands, including Michael Kors Holdings Ltd., Coach Inc. and Levi Strauss & Co., want to be excluded from storewide promotions such as “Friends & Family” sales. Their goal is to gain control of their pricing, even if it means shrinking sales.
“We’ve been watching this vicious cycle,” said Uri Minkoff, the chief executive of Rebecca Minkoff, the apparel and accessories brand designed by his sister that pulled out of all such promotions at Neiman Marcus, Saks Fifth Avenue and Bloomingdale’s this fall. “Discounting becomes a drug that is hard to get off, and it creates this basis for the consumer to not trust regular prices.”
Department stores say they want to curtail discounts, but worry about turning off deal-hungry shoppers. J.C. Penney Co. and Macy’s Inc. riled up loyal customers in the past when they sought to eliminate coupons.
Now, the issue is upending the delicate relationship between brands and retailers. Many brands got their nationwide starts after Macy’s, Bloomingdale’s or Nordstrom Inc. bet big on their labels. But today, these brands have retail stores of their own. Department-store executives say many of the brands demanding to be excluded from their promotions offer similar discounts in their own stores.
Diane Von Furstenberg is no longer sold at Bloomingdale’s, and Kate Spade is out at Saks Fifth Avenue after the parties were unable to agree about promotions and other issues, people familiar with the situation said.
Representatives from Diane Von Furstenberg, Kate Spade and Saks declined to comment. A Bloomingdale’s spokeswoman confirmed that Diane Von Furstenberg clothes and accessories are no longer sold at the retailer.
When you try to take these promotions away, people get upset.
—Mortimer Singer, retail consultant
Labels with strong sales and customer pull have more power to negotiate terms with retailers. But retailers also can swap those brands with weaker ones that have less pricing power. Frugal consumers have shown a willingness to jump from one brand to another based on price.
“When you try to take these promotions away, people get upset,” said Mortimer Singer, chief executive of retail consulting firm Marvin Traub Associates. “They still want the discounts, and will just find other brands.”
Initially, Friends & Family sales were restricted to friends and family members of store associates. But they have evolved to include all customers. Unlike end-of-season sales that clear excess merchandise, Friends & Family promotions typically offer 25% off current season goods that would normally sell for full price. While they vary by retailer, they normally occur several times a year.
Certain categories such as cosmetics have always been excluded. But in recent years, the number of individual brands opting out has soared. When Macy’s held its Friends & Family sale in April, more than 30 brands were excluded, including Fitbit, Kate Spade, Le Creuset and The North Face. During a similar sale in April 2011, only Louis Vuitton, Tempur-Pedic, Coach and Tag Heuer were excluded—with the last two opting out of online purchases only.
The key is to create [pricing] consistency so there is no confusion...
—Victor Luis, Coach CEO
John Idol, CEO of Michael Kors, in August blamed department-store discounts for “difficulties in our own retail channel, which is why you see our gross margins declining, because we’re really trying to meet certain pricing.” As a result, Michael Kors is removing itself from all department-store coupons and Friends & Family sales, Mr. Idol said.
Coach is pulling out of 250 department stores and reducing the amount of money it provides remaining locations to cover the cost of promotions. “The key is to create consistency so there is no confusion about why the price is different between one location and another,” Coach CEO Victor Luis said in an interview.
Both brands reported sharp declines in sales to North American department stores in their latest quarters, part of a deliberate attempt to reduce the amount of merchandise they sell to these stores in the hope that scarcity will boost prices.
Department stores are also taking steps to reduce inventory. But there are few signs that discounts are abating. The number of U.S. receipts that included promotions increased 69% in the three months to Nov. 15, compared with the same period a year ago, according to retail analytics provider DynamicAction Inc., which analyzed more than $8 billion in online transactions.
Macy’s CEO Terry Lundgren learned how attached shoppers are to discounts in 2007, when the chain tried to cut back on coupons. “Customers stopped shopping, so we knew that was a bad idea,” Mr. Lundgren told The Wall Street Journal in 2013.
Penney lost more than $1 billion in sales in 2013 after prior management tried to do away with discounts. “We are very committed to being promotional,” Penney’s new CEO Marvin Ellison said last year. “I think if we learned anything from the failed strategy it is that this is a promotional space that we’re in and we’re going to have to compete.”
Department stores acknowledge they need to look at other strategies beyond just lowering prices to lure shoppers. Some chains are asking brands to create exclusive collections such as Vera Wang accessories embellished with Swarovski crystals available at Kohl’s Corp. this holiday season.
“We are never going to compete on price alone,” said Kevin Mansell, the chain’s chief executive.


Monday, November 21, 2016

HYUNDAI MERCHANT MARINE AND 2M

Are you in or are you out?



HMM denies it has been vetoed from 2M

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Hyundai Merchant Marine (HMM) sought to quell customer and investor concern over the weekend, denying reports in the Journal of Commerce (JOC) that claimed it had been barred access to the 2M alliance. 2M, made up of the world’s two largest container lines, Maersk and MSC, had signed a surprise MoU with HMM earlier this year on joining the alliance, after the Korean line had been spurned from joining THE Alliance, a new container grouping made up of lines from Japan, Taiwan and Germany.
Nevertheless, senior officials at both MSC and Maersk had in past months stressed that HMM’s entrance into 2M was not a given.
HMM, which has been through massive restructuring this year, has failed on its mission to pick up the best assets from fellow Korean liner, Hanjin, which sought court protection at the end of August. Ironically, MSC and Maersk both trumped HMM to charter some of Hanjin’s best assets, while in the past week it has lost out to Korea Line Corp in bidding for Hanjin’s assets.
JOC has reported the 2M members have now denied HMM full membership to the alliance, preferring instead to offer the Korean company slot sharing agreements.
HMM has since denied the news, telling the Korea Herald over the weekend: “Maersk Line apologised and pledged to request a correction from the JOC.” A spokesperson for HMM claimed the line is still in negotiations over details of the membership process with the 2M alliance. “The official membership contract will likely be wrapped up no later than early next month,” the HMM official claimed.
Regardless, HMM is expected to face a tough day on the local stock exchange on Monday trading.

3 SUPPLY CHAINS

There are 3 Supply Chains-- product, information, and finance.




Friday, November 18, 2016

HUDSON BAY AGILITY

Hudson Bay is fixing its existing warehouse to also handle #ecommerce orders. I wonder what Las Vegas says about the likelihood of success?  Doing both retail and online, both cases and eaches, in the same facility? Does this go beyond agility?




CONTAINER LINES AND THE SCIENCE OF LOSING MONEY

Have to like container lines. Losing big money. So they cut rates to get more volume--at a loss. Keep trying; it has to work.




CHINA AND RUSSIA PLAN TO SHIP THROUGH MELTED ICE AREAS OF THE ARCTIC

17 Nov 2016: Report

Full Speed Ahead: Shipping
Plans Grow as Arctic Ice Fades

Russia, China, and other nations are stepping up preparations for the day when large numbers of cargo ships will be traversing a once-icebound Arctic Ocean. But with vessels already plying these waters, experts say the time is now to prepare for the inevitable environmental fallout.

by ed struzik


Nordic Bulk Carriers
The Nordic Orion cargo ship carries a shipment of coal through the Arctic.
A year ago, it appeared that the once-promising and environmentally risky prospects for exploitation of new shipping routes through the Arctic Ocean were waning because of low oil prices, high insurance costs, and dangerous ice conditions that persist even though climate change is rapidly melting away sea ice.

Only 17 vessels sailed through Canada’s Northwest Passage in 2014, due in part to a short and very cold summer. Ships sailing through the Northern Sea Route, or Northeast Passage — across the top of Russia and Siberia — fell from a high of 71 in 2013 to just 18 in 2015. The future fate of Arctic shipping suffered another setback with the closure of Canada’s only Arctic port at Churchill last summer.

“There was a flash of enthusiasm when shipping levels reached a peak in 2013, but they dropped from there because of low oil prices, as well as insurance and safety considerations,” says Hugh Stephens, an executive fellow at the University of Calgary’s School of Public Policy who published a paper on Arctic shipping earlier this year.

It is now becoming clear that interest in Arctic shipping never really faded, as a host of countries— including Russia, China, Iceland, Canada, and the United States — continue to make preparations to turn the rapidly warming Arctic into a busy global shipping route.

“Having read the research reports and talked to shipping experts from Maersk and other big shipping companies, I was sure that a route through the Arctic was going nowhere,” says Rob Huebert, an associate political science professor at the University of Calgary and a former member of Canada’s Polar Commission. But Huebert said that after listening to the Chinese and other experts talking about the prospects at the fourth annual Arctic Circle Assembly in Iceland last month, “I realized that Arctic shipping is coming, and that it is, in some ways, already here. The Chinese are taking the long view and they’re building ships, icebreakers, and ports to capitalize on the future, which may not be as far off as many think.”

The Chinese government and its state-run shipping company are touting trans-Arctic shipping routes as a pivotal development that will boost the country’s export-driven economy. At the Arctic Circle conference, the Chinese revealed that this summer five of their ships traveled along the Northern Sea Route through Arctic Russia. Ding Nong, executive vice president of the China Ocean Shipping Company (COSCO) — which is state-run and owns 1,110 vessels — expressed confidence that many more transits through the Arctic will follow.

“As the climate becomes warmer and polar ice melts faster, the Northeast Passage has appeared as a new trunk route connecting Asia and Europe,” he said. “COSCO Shipping is optimistic about the future of the Northern Sea Route and Arctic shipping.”
An Arctic shipping boom could lead to a disaster such as the 1989 Exxon Valdez oil spill in Alaska, scientists contend.


Russia has created a single enterprise to oversee the country’s expanding economic activities in the Arctic Ocean. And in addition to longstanding Arctic ports such as Murmansk, Russia is building new Arctic shipping facilities, such as a liquid natural gas port at Sabetta on the Yamal Peninsula. Russia now has 11 Arctic ports of varying sizes.

Iceland, in an attempt to capitalize on the traffic that might come to the polar regions, is completing a two-year feasibility study for a deepwater port at Finnafjörður on the northeastern tip of the country. And in the U.S., the state of Maine is working on plans to transform Portland into an Arctic hub.

“Commercial opportunities potentially abound,” says Sen. Angus King of Maine, who is one of the main drivers behind an Arctic port in Portland, the site of this year’s Arctic Council meeting — the first time it’s been staged outside of an Arctic country or Washington D.C. “It’s 10 days shorter from Asia to Europe through the Arctic than through the Panama Canal. And the first port on the [U.S.] East Coast for ships coming from Asia is Maine.”

Experts say that opening up the Arctic to shipping on a large scale could have profound environmental consequences. Scientists and indigenous communities contend that in the absence of good governance, detailed navigation charts, sufficient ports, effective oil spill cleanup technology, and timely search and rescue responses, an Arctic shipping boom could lead to a catastrophe such as the 1989 Exxon Valdez oil spill in Alaska. That disaster continues to have environmental impacts more than a quarter of a century later, and experts note that cleaning up an oil spill in waters partially covered by ice would be more complex than cleaning up the Exxon Valdez. Scientists also worry that noise from Arctic ships could put marine mammals such as narwhal, beluga, bowheads, and polar bears in harm’s way or drive them off traditional hunting grounds.

Despite the environmental and logistical challenges, international cargo companies are watching with interest.

“China and Russia have been working hard to take advantage of Arctic shipping,” says Jared Vineyard of Los Angeles-based Universal Cargo, which specializes in international shipping and logistics. “The aspirations of these countries to control and monetize Arctic routes are clear. Between Russia using their geographical advantage to claim control of the entire Northern Sea Route portion of the Northeast Passage and China already cutting through ice to send commercial ships through the Arctic, the U.S. could quickly be on the outside looking in. We’re keeping an eye on how this is unfolding.”

Possible shipping routes through the Arctic Ocean. ENLARGE.
The Arctic Institute


Russia is farther ahead than any other country in exploiting Arctic shipping opportunities. It has more icebreakers by far than any other nation — 40 — and more Arctic ports. (Canada and the United States have no significant ports on the Arctic Ocean.)

To further boost the development of new shipping routes, Russia’s State Commission on Development of the Arctic Regions convened in Moscow last April to establish a single company that will oversee all logistical operations in the Arctic region and coordinate the activities of various levels of government.

Vladislav Inozemtsev, a Russian economist and director and founder of the Center for Post-Industrial Studies in Moscow, recently described Russian investment in the region as a “money-losing… Soviet-style undertaking” that will cost tens of billions of dollars in local infrastructure upgrades. He thinks it will ultimately fail because the Russians will have to charge exorbitant fees to transiting ships to recover costs of the icebreakers and port facilities, which could drive shipping traffic to routes outside of Russia’s territorial waters. These include the Northwest Passage across Arctic Canada and the Transpolar Route, which would take ships directly across the North Pole.

Says Scott Stephenson, a geographer at the University of Connecticut who has studied Arctic shipping, “I’d be interested to see how the Russians would react if the Transpolar Route became a viable one, as it might. This part of the Arctic belongs to no one. Ships that pass along this route would avoid having to pay those fees or follow the rules. Russia’s big investment in icebreakers, ports, and infrastructure would be threatened.”

In spite of all the speculation about sea ice retreat leading to a shipping boom in the Arctic, few researchers have pulled together the scientific evidence and climate modeling to determine where, and when, shipping companies could exploit the region on a large scale. Last year, Stephenson, in collaboration with geographer Laurence C. Smith of the University of California, Los Angeles, used 10 climate models — known to reasonably predict Arctic sea ice and weather — to assess shipping routes during two time periods: From 2011 to 2035, and 2036 to 2060.

“It was clear to us that the Northern Sea Route along the Russian coast will become accessible much sooner than the Northwest Passage,” says Stephenson. “But we were surprised to find that a couple of the models illustrated very clearly that the Northwest Passage would be accessible.”

Past and projected summer sea ice decline in the Arctic. ENLARGE
The Arctic Institute


The Northwest Passage has always been the most challenging route for shipping because the Canadian Arctic Archipelago shields sea ice from the summer breakup and the melting effects of wind and powerful currents. The route through the Northwest Passage is also shallow and poorly charted. Still, the Nordic Orion, a Danish bulk carrier, saved $200,000 and four days’ transit time by shipping 15,000 metric tons of coal from Vancouver to Finland via the Northwest Passage in 2013.

It is those kinds of savings in time and money that make the Northwest Passage so appealing to countries like China, which in April published a lengthy handbook, Guidance on Arctic Navigation on the Northwest Route. The guide was designed to assist Chinese shipping companies that could soon be using this northern route as a shortcut from the Pacific to Europe or the U.S. eastern seaboard.

When asked about the guidebook by the Canadian media, Liu Pengfei, a Chinese government spokesperson, said: “Once this route is commonly used, it will directly change global maritime transport and have a profound influence on international trade, the world economy, capital flow, and resource exploitation.”

From a geopolitical point of view, Stephenson believes the Transpolar Route is the one to watch. In 2012, the Chinese Icebreaker Snow Dragon successfully sailed this route across the central Arctic Ocean.

Both Canada and Russia are expected to charge shipping companies fees for icebreaking services and passage rights when they sail through the Northwest Passage or Northern Sea Route. Shipping companies will also be obliged to abide by the environmental regulations those countries have in place.

Meanwhile, as preparations for commercial shipping intensify, cruise ships — such as the Crystal Serenity, which sailed through the Northwest Passage this summer with 1,700 people aboard — are poised to exploit the world’s unending fascination with polar bears, beluga whales, sea birds, icebergs, and glaciers. The number or passengers sailing on Arctic cruise ships has risen rapidly over the past decade. In 2005, only 11 tourism ships carrying 1,045 passengers traveled in Arctic Canada, according to statistics compiled by the Association of Arctic Expedition Cruise Operators. In 2015, 40 ships and more than 3,600 passengers made Canadian Arctic voyages.
Scientists worry black carbon emitted by combustion of the heavy oil used by big ships will accelerate sea ice retreat.


Frigg Jørgensen, executive director of the Association of Arctic Expedition Cruise Operators, expects cruise traffic will also grow in Iceland, Norway, and Greenland. At the other end of the earth, in Antarctica, more than 36,000 tourists visited the continent in 2014-2015, nearly all on cruise ships. Some vessels have occasionally run aground or sunk in Antarctica, though so far without major oil spills or other environmental damage.

In addition to oil spills and impacts on marine mammals, scientists and environmentalists are concerned that the black carbon emitted by combustion of the heavy oil used by big ships will accelerate sea ice retreat, as the dark soot settles on ice and snow and absorbs heat.

Scott Highleyman, who oversees Arctic marine campaigns for The Pew Charitable Trusts, says that ice data, wildlife migration routes, wildlife habitat, and subsistence indigenous activities have yet to be incorporated into shipping corridor designs. Jackie Dawson, a geographer and environmental scientist at the University of Ottowa, is now working with Canadian Inuit communities to develop a digitized map that will identify marine environments that are both ecologically and culturally important. This could be used to develop “no go” or “slow go” zones for ships at different times of the year.

Vladimir Mednikov, president of the Russian Maritime Law Association, and Henry Huntington, senior officer and science director for Arctic Ocean projects at the Pew Charitable Trusts, said in a recent article that many of the pitfalls
Tar sands shipping route Arctic
With the Keystone XL and other pipeline projects running into stiff opposition, Alberta’s tar sands industry is facing growing pressure to find ways to get its oil to market. One option under consideration would be to ship the oil via an increasingly ice-free Arctic Ocean.
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can be avoided if there is good governance and a better understanding of the impacts of Arctic shipping. What is needed, Huntington and Mednikov wrote, is sound planning, effective rules, and good communication among all involved parties. They say that the International Maritime Organization’s Polar Code, which goes into effect on January 1, 2017, is a good start. But they argue that the regulations relating to ship structure, stability, communications, and oil spill planning does not go far enough.

“There is the potential, as in any human endeavor, for things to go wrong in Arctic shipping,” Huntington said in an email exchange. “But there also is a great deal of incentive for things to go right. Good governance can reduce risks and create opportunities. If Arctic shipping expands with little oversight or coordination, business, environment, and local communities are all likely to suffer.”

POSTED ON 17 Nov 2016 IN Business & Innovation Business & Innovation Climate Energy Oceans Policy & Politics Antarctica and the Arctic Europe