January 5, 2026 | Page 54

Maritime 2026 Annual Review & Outlook
Executive Commentary
“ Cargo is the lifeblood of the US economy. Our future economic stability still depends on how well we move that cargo.”
Gene Seroka
Port of Los Angeles
Gene Seroka
Executive Director www. portla. org
Let’ s be direct: the global trade map is being redrawn, and the maritime supply chain is at the center of it. We see the uncertainty every day— we see it in the cargo data, we see it at our terminals, and we see it hitting our importers, exporters and the American consumer. We’ re all dealing with shifting trade policies and tariffs that create real-world volatility.
But one thing doesn’ t change: cargo is the lifeblood of the US economy. Our future economic stability still depends on how well we move that cargo.
For ports and all our partners— shipping lines, terminal operators, truckers, waterfront and warehouse workers— this environment demands agility. We’ re watching sourcing networks change in real time. We must be ready to flex to handle the inevitable challenges and aggressively pursue new markets for both imports and exports. Opportunity doesn’ t wait for you— you have to build for it. That’ s exactly what we’ re doing in Los Angeles. We’ re investing in resilient infrastructure so we can handle any volume. We’ re pushing hard on technology and data analytics— tools such as our Port Optimizer— because you can’ t manage what you can’ t see. This is how we weather the surges and the lulls and provide a stable, predictable supply chain.
Make no mistake, the world is finding a new equilibrium. The ports that will lead in this new era are the ones that are investing, adapting and staying lean. We will be that port … and we will keep America’ s cargo moving.
“ A deceleration in US shipping isn’ t a signal to tap the brakes; it’ s an opportunity to retool for the next upcycle.”
Paul Anderson
“ This stress test will force the industry to optimize structurally.”
Jett McCandless
At the same time, our existing Napoleon Avenue Container Terminal continues to serve as a model of versatility, handling breakbulk, containers and project cargo efficiently. Both this terminal and our new Louisiana International Terminal are located within the $ 14.6 billion federal Hurricane and Storm Damage Risk Reduction System, offering unmatched protection and reliability for shippers and partners.
Resilience is not just about bouncing back from storms or slowdowns; it’ s about proactively preparing for the future. By investing in infrastructure, strengthening intermodal collaboration and aligning with growth sectors such as energy and advanced manufacturing, we can navigate cycles of deceleration while laying the groundwork for sustained success.
Port NOLA’ s track record proves that resilience and innovation go hand in hand. As we move forward, we are committed to ensuring that America’ s supply chains remain strong, secure and globally competitive.
Port Tampa Bay
Paul Anderson
President and CEO www. tampaport. com
After several years of record-breaking throughput, a deceleration in US shipping isn’ t a signal to tap the brakes; it’ s
an opportunity to retool for the next upcycle. With the proper strategy, a downcycle can become a durable and sustainable advantage.
First, optimize efficiencies. When volumes cool, reliability becomes the differentiator. Extending gate hours during peak periods, expanding truck appointment windows and adding near-dock depot and transload capacity can cut bobtail miles and improve turn times. Regional“ gray” chassis pools and shared data between terminals, drayage providers and distribution centers can reduce dwell times and deliver measurable gains in truck productivity.
Second, build resiliency where trade is shifting. Recent tariffs are redirecting sourcing toward Mexico, Central America and diversified Asia. Gulf and South Atlantic gateways are positioned to capture that rebalanced cargo, especially for time-sensitive replenishment into the I-4 / I-75 corridor. At Port Tampa Bay, we’ re applying that strategy by expanding capacity and sharpening operational reliability.
Third, use the lull to modernize. Channel deepening, berth upgrades and infrastructure improvements are easier and more cost-effective during periods of moderate volumes. Public investments should be tied to service metrics— turn times, rail dwell, on-time performance— so every dollar improves reliability. Predictable, long-term Customs and Border Patrol staffing and facility agreements, paired with strategic logistics partnerships, can help maintain schedule integrity and protect discretionary cargo.
What makes this cycle different is the convergence of sourcing realignment,
inventory normalization, geopolitical uncertainty, labor constraints and tightening carbon requirements— all at once. The result is not just slower volumes, but a reshaping of supply chains.
The winners will be ports that are fast, predictable and flexible— able to absorb sourcing shifts, deliver reliable service levels and reduce emissions without sacrificing throughput.
That’ s how we keep cargo— and confidence— flowing into the next expansion.
Project44
Jett McCandless
Founder and CEO www. project44. com
The US shipping industry isn’ t in a simple slowdown; it’ s navigating a policy-driven whiplash effect. The data from 2025 proves this. The year began with an artificial boom, with imports growing 15.6 % year on year from January to April as shippers frontloaded cargo to beat impending tariff deadlines. This was immediately followed by an inevitable bust, with volumes contracting 7.2 % in May and 8.2 % in June as those tariffs took effect.
This extreme volatility, driven by policy rather than economics, makes traditional cost-cutting measures, such
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