Growth Through a Consolidated Approach, Responsive Services

Q: How does Hapag-Lloyd support Mexican exporters and importers in managing supply chain volatility amid disruptions like port congestion or shifting global trade patterns?

A: We provide a global network of weekly services. Maintaining a constant flow means connecting Mexico to the world through direct routes and transshipment options. In the Gulf, we operate four weekly services covering the ports of Altamira and Veracruz. In the Pacific, we run between five and six weekly services originating in Asia, which also integrate cargo from India, and continuing on to Central America, Chile, Peru, and Colombia, facilitating Mexican exports to Latin America.

Despite working closely with terminal providers to streamline flow, recurring operational challenges persist. One example is the technical failures in X-ray and gamma-ray scanning equipment at Veracruz, which generate long truck queues, reduce land transport availability, and lead to a lack of container pick-up appointments. This situation forces customers to wait five to seven days for an appointment, incurring additional storage costs and shipping line demurrage fees. On the other hand, in the Pacific, we are experiencing a peak season for imports from Asia. During the first quarter, volumes were subdued because inventories were full and caution prevailed regarding US tariff policy. However, starting in the second half of March, demand increased significantly. We are operating ships at maximum capacity alongside a substantial rise in freight rates.

Added to this scenario is the volatility caused by weather and geopolitical factors, such as typhoon season in Asia, which has caused severe congestion in Shanghai, forcing some lines to omit port calls or alternate arrival weeks. Likewise, the conflict in the Strait of Hormuz continues to drive up fuel prices and global logistics costs. In contrast, Pacific terminals such as Lazaro Cardenas, Manzanillo, and Ensenada have performed better operationally than in the previous year.

Q: What infrastructure changes are necessary to streamline logistics in Mexico?

A: Infrastructure remains extremely stretched. Manzanillo continues to be the primary option for importers, but terminals are saturated and operating at full capacity. Furthermore, there is a persistent lack of integration among port authorities, customs, motor carriers, and customs brokerages. This lack of efficiency generates high additional costs for importers and exporters which could be mitigated through a closer and better cooperation between all parties within the logistic chain. For example, prolonged customs holds due to minor inconsistencies result in high amounts in storage charges from terminals, threatening the financial viability of companies. When comparing the local operational structure with the European Union, Mexico proves significantly more expensive due to inefficiencies and bureaucratic hurdles.

Q: How does Hapag-Lloyd leverage its structure in Mexico to offer a differentiated service compared to its global competitors?

A: We provide highly personalized service structured through specialized industry verticals. This model spans from commercial and customer service teams to inland transport. For example, in the automotive sector, assigned staff understand the industry's specific requirements and coordinate directly with their global counterparts in countries like Japan. Within our Strategy 2030, the main priority is not to compete exclusively on cost or fleet size, but to position ourselves as the number-one shipping line in service quality globally.

Q: How has the Gemini Cooperation alliance alongside Maersk impacted operations?

A: The alliance has proven very satisfactory thanks to rigorous operational frameworks and clear KPIs. We are recording schedule reliability above 90% globally. This level of punctuality is achieved by reducing intermediate port calls on routes. For example, vessels loading in Asia make only three stops before crossing to Lazaro Cardenas, Panama, and the United States.

Strict adherence to assigned berth windows at each terminal prevents waiting times. Although the market initially showed caution toward the value proposition, demand for space on Gemini services is high due to the certainty it provides in customers' logistics planning.

Q: What is the status of your integration process with ZIM, and how will it influence your route coverage?

A: The corporate agreements between Hapag-Lloyd and ZIM have been finalized. The process is in the consultation phase with the Government of Israel due to the golden share it retains for national security reasons. Once that point is resolved, the filing will move to review by antitrust regulatory authorities in various countries.

We project making substantial progress toward the end of the year. The objective is to consolidate operational synergies and optimize fleet utilization, maintaining ZIM's customer portfolio and trade volumes without unnecessarily duplicating services.

Q: How is Hapag-Lloyd driving sustainability in maritime transport, and what challenges do you see for its adoption in Latin America?

A: We have made multi-million-dollar investments in the aerodynamic and propulsion retrofitting of older vessels, while newbuilds incorporate dual-fuel engine systems adapted for biofuel use. The strategic target is to reduce CO₂ emissions by 35% by 2030 and achieve carbon neutrality by 2045.

Through our Ship Green product, we offer customers the option to avoid emissions by paying an additional surcharge dedicated entirely to procuring biofuels. While adoption began with multinational companies, resistance to absorbing the costs associated with green solutions persists in the Mexican market. A similar situation occurs in inland transport: we introduced electric trucks for last-mile services in Mexico City, but because they carry a higher rate, the investment has had to be internally subsidized. We also promote intermodal rail transport due to its lower environmental impact compared to trucking.

Q: How has the offering of integrated intermodal transport solutions evolved in Mexico?

A: Developing inland and intermodal transport is a strategic pillar, given that major consumption and manufacturing hubs — such as the Bajio and Northern regions — are located in the country's interior. However, operations face regulatory complexities such as the Carta Porte requirement, as well as a lack of long-term commitment from some motor carriers and a 10% to 15% driver shortage. Added to this is the increase in insecurity and cargo theft by organized crime.

In the rail sector, performance varies by operator. Service alongside CPKC from Lazaro Cardenas to Monterrey delivers high efficiency and security, benefiting from the priority terminals given to rail. In contrast, the Ferromex network from Manzanillo presents greater operational challenges due to the diversity of cargo types handled.

Q: What are the main friction points limiting national logistics?

A: The structural imbalance between imports and exports is decisive. Mexico averages three import containers for every export container. This ratio varies by port: Lazaro Cardenas and Ensenada are predominantly import-driven, requiring massive empty equipment repositioning; Altamira presents a more balanced ratio, while Manzanillo records higher export participation. Compounding this imbalance are occasional bottlenecks at rail ramps in the central region and recurring failures in customs IT systems.

Q: Looking ahead to the 2026–2027 period, what are Hapag-Lloyd's strategic priorities in Mexico, and what is your outlook on the market?

A: Priorities are consolidating leadership in service quality, expanding the integrated intermodal offering for both imports and exports, and providing close support to customers to resolve disruptions in their supply chains. Our goal in the Mexican market is to consolidate our position as the number-one shipping line in combined import and export volume, maintaining superior service supported by competitive rates.