Nhava Sheva

India’s changing shipping networks add pressure to US supply chains

Congestion across South Asia's container shipping network is increasing costs and disrupting connections for US-bound cargo, while surging China–India demand and changing Middle East trade flows accelerate India's emergence as a regional transhipment hub.

India's expanding manufacturing economy and the disruption of established Middle East shipping routes are reshaping container movements across the Indian Ocean.

Freight rates from China to India have more than doubled since July, while congestion at Colombo, Nhava Sheva and Mundra is adding uncertainty to regional connections.

For US importers sourcing from India, these developments potentially create upstream cost pressures and increase the importance of reliable feeder services, transhipment connections and inland logistics.

At the same time, India's ports are handling growing volumes of cargo previously routed through Middle Eastern hubs, creating opportunities to strengthen the country's position in international shipping networks.

China–India demand drives freight rates higher

Strong demand for Chinese components, machinery and consumer goods is placing sustained pressure on container capacity into India.

Spot rates on China–India routes have more than doubled since July, with Shanghai–Nhava Sheva rates increasing approximately 20% since late August and Shanghai–Chennai rising around 25%.

The increases reflect growing import demand alongside the redeployment of vessels to higher-yielding east–west trades.

China remains India's largest trading partner, with Indian imports increasing 16% in the 2025–26 financial year. Growth accelerated further during the first five months of the current financial year, with import values rising approximately 27%.

Much of this demand comes from Indian manufacturers importing intermediate components, electronics and capital equipment to support domestic production.

Seasonal consumer demand and advance purchasing ahead of regulatory changes have added further pressure.

The cost increases extend across the wider intra-Asia market. Drewry's Intra-Asia Container Index remained 209% above year-earlier levels in early October, despite easing 1% during China's Golden Week holiday. Six consecutive weekly increases before the holiday underline the sustained cost pressure facing regional supply chains.

Carriers are responding with additional intra-Asia services, but expanding coverage has yet to offset the combined impact of demand and constrained vessel space.

Colombo congestion threatens India–US connections

Sri Lanka's Colombo port has become an increasingly important transhipment hub as shipping lines divert cargo away from traditional Middle Eastern gateways.

The additional traffic is placing considerable pressure on terminal operations. Colombo's transhipment volumes increased 7.8% year on year in August and now account for more than 82% of total port throughput.

Terminal yard utilisation has exceeded 130%, with vessel delays of two to three days reported and container turnaround times extending beyond six days at some facilities.

For Indian exporters, particularly those shipping through southern gateways such as Chennai, Tuticorin and Cochin, the consequences extend beyond port delays.

Securing space on a mainline vessel does not guarantee that cargo will make its intended sailing. Feeder schedules, container availability, transhipment dwell times and mainline port calls must all align. When vessels omit Colombo to recover schedules, containers can miss connections even when space remains available on the onward service.

For US-bound cargo, these missed connections can extend transit times, increase storage and handling costs, and disrupt delivery schedules.

Pressure is also evident at other regional transhipment hubs. While freight rates from China to several Asian destinations eased during Golden Week, rates to Singapore and Tanjung Pelepas increased 2%, reflecting uneven conditions across regional shipping corridors.

Congestion at India's Nhava Sheva and Mundra ports adds another layer of uncertainty, making coordination across the complete transport chain increasingly important.

India emerges as an alternative regional hub

While congestion is creating immediate operational challenges, changing shipping patterns are also opening longer-term opportunities for Indian ports.

Middle East disruption has encouraged carriers to use India's west coast terminals to relay cargo previously handled through established Gulf hubs.

The shift now extends beyond Asia–Middle East shipments, with Indian ports increasingly handling Gulf-bound cargo originating in the US, Europe and Africa.

Nhava Sheva has become central to this development. The port handled more than 703,000 TEU of transhipment cargo between March and August, compared with approximately 513,000 TEU during the entire previous financial year.

At Mundra, transhipment volumes increased approximately 18% year on year between April and July.

These increases demonstrate how quickly carriers have adapted their networks, but the additional volumes are also contributing to terminal congestion and inland transport delays.

Both ports are developing additional storage and container-handling infrastructure to accommodate growing demand.

Regional networks are also being reconfigured. Four Asian carriers are removing Singapore calls from their joint China–India service, illustrating how shipping lines are reassessing established port rotations and connections.

Other gateways, including India's Vizhinjam and Sri Lanka's Hambantota, are attracting interest as carriers seek alternative transhipment options.

India's ability to retain this additional business will depend on whether its ports can deliver competitive costs, reliable feeder connections and consistent operational performance once Middle Eastern shipping patterns stabilise.

Connecting India and the USA with greater control

For US importers, the interaction between rising upstream costs, port congestion and changing shipping networks makes supply-chain planning increasingly complex.

China–India transport costs can affect Indian manufacturers before finished goods begin their export journey, while missed transhipment connections introduce further delays and expense.

A shipment's reliability now depends as much on feeder connections, terminal conditions and inland coordination as it does on securing mainline vessel space.

As India becomes an increasingly important sourcing and manufacturing partner for US businesses, effective coordination between origin and destination markets is essential.

Metro India and Metro USA provide connected expertise at both ends of this developing trade corridor, combining local market intelligence, carrier relationships and international freight capabilities to identify practical routing and transport options.

From managing origin arrangements and assessing alternative gateways to coordinating US imports and inland delivery, Metro helps customers maintain visibility and control across the complete supply chain.

Contact Metro UK, India or USA to review your shipping requirements, identify potential cost and transit-time risks, and build more reliable connections between India and the United States.

strike at port

German port strikes averted, but Rhine disruption deepens

German dockworkers have accepted a new pay agreement, averting widespread port strikes, but record-low Rhine water levels continue to disrupt inland freight movements, increasing costs and threatening North European supply chains.

North European importers have avoided another potential disruption after German dockworkers accepted revised employment terms, reducing the immediate threat of industrial action at Hamburg, Bremerhaven and Wilhelmshaven.

However, congestion remains at several terminals, while exceptionally low Rhine water levels are restricting barge operations between Germany's industrial heartland and the major container gateways of Rotterdam and Antwerp.

The result is a continuing challenge for European supply chains: even when ocean freight services and port operations improve, inland transport constraints can still delay cargo and increase costs.

German port agreement reduces strike risk

Germany's ver.di union accepted revised employment terms on 6 October, following several rounds of negotiations and earlier warning strikes.

The agreement covers approximately 11,000 workers across six German ports and includes a 3.4% wage increase over 12 months.

Although final approval from port employers remains outstanding, the agreement has significantly reduced the immediate threat of industrial action.

However, terminal congestion remains a concern. Bremerhaven's container yard utilisation has reached 90%, compared with 80–85% at Hamburg and approximately 65% at Wilhelmshaven.

Vessel waiting times have improved since early September, but high terminal utilisation leaves limited flexibility to absorb further disruption.

Rhine restrictions threaten inland connections

The Rhine presents a more persistent challenge. Exceptionally low water levels have restricted barge movements along one of Europe's most important inland freight corridors, connecting German industrial centres with Rotterdam and Antwerp.

At Kaub, a critical navigation point, water levels fell to just 6cm on the gauge during August, the lowest recorded since measurements began in 1880.

Barges have been forced to operate with substantially reduced loads, while some vessels have been unable to complete their journeys.

The scale of the disruption is significant. A single 1,500-tonne barge can carry the equivalent of approximately 60 lorry loads, placing additional pressure on road and rail networks when river transport becomes unavailable.

Congestion is also affecting barge operations, with average waiting times reaching 36 hours at Antwerp and 56 hours at Rotterdam.

The severity of the situation was reinforced over the weekend of 10–11 October, when four inland vessels ran aground near Ludwigshöhe, prompting additional restrictions on vessel movements near Mainz.

Although all four vessels were subsequently refloated, the incidents underline the continuing risks facing inland shipping.

Low-water surcharges increase transport costs

Restricted barge capacity is also increasing inland transport costs. Shipping lines and barge operators have revised low-water surcharges to reflect the additional expense of operating vessels with reduced loads.

Surcharge structures link charges to water levels at Duisburg-Ruhrort, Kaub and Cologne.

As river levels fall, charges increase progressively, with the most severe restrictions potentially adding more than €1,500 per container to inland transport costs.

At particularly low levels, operators may be unable to guarantee container movements at all.

Alternative road and rail services can help maintain cargo flows, but limited capacity and increased demand may introduce further delays and expense.

A container arriving on schedule at Rotterdam, Antwerp or a German gateway offers little benefit if its onward movement is delayed by restricted inland capacity.

Keep your European supply chain moving

Metro's ocean freight and European logistics specialists combine carrier relationships, local market intelligence and inland transport expertise to help customers maintain reliable cargo movements.

From assessing alternative gateways and inland routes to coordinating road, rail and multimodal transport, Metro can identify practical options to minimise disruption and protect delivery commitments.

Don't let inland disruption undermine your shipping plans. Talk to Metro's freight specialists about your upcoming European shipments and the transport options that can keep your cargo moving.

RoRo PCC

Car carrier expansion opens opportunities for European exporters

Surging Chinese vehicle exports are driving a new wave of car carrier investment, while European operators expand their fleets and develop more versatile vessels, creating potential opportunities for UK and European exporters.

The global car carrier market is entering another period of expansion, with shipping lines and automotive manufacturers investing in larger, more efficient vessels to meet growing demand.

China is driving much of this investment, as its automotive exports continue to increase and manufacturers seek greater control over international distribution.

However, European shipping operators are also expanding their fleets, investing in new technology and developing more flexible cargo-carrying capabilities.

For UK and European exporters, these developments could eventually improve vessel availability and create new international shipping opportunities.

Chinese exports drive record investment

China's vehicle exports now exceed one million units per month, creating sustained demand for dedicated car carrier capacity.

Cosco Shipping, BYD and SAIC Anji Logistics are planning a combined investment in 21 vessels, each capable of carrying approximately 11,000 cars.

Elsewhere, Global Car Carriers has ordered eight additional 8,600-car vessels for delivery in 2029 and 2030.

The global car carrier order-book now represents approximately 27% of the active fleet, with 2026 potentially setting a new record for vessel orders.

Despite this investment, capacity remains constrained. Some operators have been unable to accommodate all available cargo, while an estimated three million Chinese vehicles could move in containers this year because of insufficient dedicated car carrier space.

European operators invest in capacity and versatility

The expansion is not confined to Chinese operators. European shipping companies are also investing in larger, more efficient vessels, including multipurpose roll-on/roll-off ships capable of transporting vehicles, trailers, containers and high-and-heavy equipment.

Grimaldi is developing a new generation of larger, more fuel-efficient container/RoRo vessels, alongside multipurpose ships designed to accommodate a wider range of automotive and industrial cargo.

The programme builds on its existing fleet expansion and reflects growing demand for flexible international shipping capacity.

CLdN has ordered two additional ro-ro vessels for delivery in 2029, designed to improve fuel efficiency by 30–40% compared with smaller ships in its existing fleet.

Stena RoRo is also expanding its E-Flexer programme, with two further vessels scheduled for delivery in 2030.

Operators are not simply adding capacity. They are investing in vessels that can carry more cargo, accommodate different vehicle types and improve operational efficiency.

Changing trade flows create export opportunities

China's automotive export growth is also reversing established shipping patterns.

Historically, European manufacturers generated substantial finished vehicle volumes moving eastwards to Asian markets.

Today, Chinese manufacturers are generating increasing westbound volumes, leaving some vessels with comparatively limited cargo for their return journeys.

For UK and European exporters, this imbalance could create opportunities to secure space on returning vessels.

Additional capacity may support exports of finished vehicles, commercial vehicles and specialist automotive cargo, although availability will depend on individual vessel rotations, port calls and destination markets.

Trade policy could also influence future capacity deployment, with recent EU restrictions on Chinese hybrid vehicle imports potentially redirecting shipments towards other international markets.

While the immediate market remains tight, new vessel deliveries and changing cargo flows could gradually improve shipping options for European manufacturers.

Turning capacity growth into export advantage

For automotive exporters, the opportunity extends beyond securing additional vessel space.

Larger ships, more versatile cargo capabilities and evolving carrier networks could provide greater flexibility in selecting routes, managing costs and coordinating international vehicle distribution.

However, identifying available capacity and matching it to specific export requirements will remain essential.

Metro's specialist automotive logistics team combines established carrier relationships with expertise in finished vehicle movements, multimodal transport and international distribution.

As shipping networks evolve, Metro can help manufacturers and exporters assess emerging capacity, identify alternative routings and develop efficient transport solutions.

Put changing automotive shipping patterns to work for your business. Talk to Metro's automotive specialists about securing capacity, improving routing options and strengthening your international vehicle supply chain.

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Supply chain resilience moves from response to strategy

Supply-chain leaders meeting in London have highlighted a significant shift in priorities, as resilience, visibility and flexibility move from operational concerns to strategic business requirements.

Recent years have tested international supply chains through pandemic disruption, port congestion, geopolitical conflict, Red Sea diversions, changing trade policies and extreme weather.

But one of the clearest messages from Supply Chain LIVE: The London Summit 2026 was that businesses are moving beyond reacting to individual disruptions and increasingly designing supply chains that expect change.

Some 2,500 attendees gathered at London's QEII Centre, with discussions spanning resilience, artificial intelligence, sustainability, global trade and supply-chain orchestration.

Contributions from senior executives at Siemens, Tate & Lyle, Babcock International, Kongsberg Maritime and other organisations highlighted how supply-chain management is evolving from an operational function into a strategic business capability.

Supply chain has become a boardroom issue

Supply-chain management was once primarily judged through operational measures: cost, inventory, lead time and service. Those measures remain important, but supply-chain decisions now have wider commercial implications.

Availability can determine whether production continues. Sourcing decisions influence exposure to geopolitical and tariff risks. Transport costs affect margins, while sustainability performance increasingly depends on information from suppliers and logistics networks.

Speaking about supply chain as a strategic growth engine, Tate & Lyle's Chief Supply Chain Officer, Kim Faulkner, emphasised the importance of looking beyond operational metrics to understand the wider business outcomes they enable.

Similarly, discussions on global trade and logistics highlighted how business continuity and strategic decision-making have brought supply chain into the boardroom.

That reflects what Metro is seeing across international freight.

Businesses are no longer asking only how cheaply or quickly goods can move. They are considering what happens when a preferred route, carrier, supplier or transport mode becomes unavailable.

Resilience increasingly means having options

Recent disruption has demonstrated how quickly established transport patterns can change.

Red Sea diversions have absorbed significant container capacity, while Asian weather disruption and port congestion have affected vessel schedules and reduced effective capacity across shipping networks.

The result is an important distinction between capacity that theoretically exists and capacity actually available when and where shippers need it.

During the summit's discussion on supply-chain risk and resilience, Babcock International's Ewan Sime observed that many risks are not necessarily new, but the ways they emerge and affect businesses are changing.

This reinforces the need to prepare for different outcomes rather than attempt to predict every disruption.

Building resilience does not necessarily mean maintaining expensive inventory buffers or accepting permanently higher logistics costs.

It means creating alternatives before they become necessary.

Different carriers and gateways can provide options when services are disrupted. Consolidation can offer alternative routes to market, while airfreight can protect urgent shipments when ocean schedules become unreliable. Road, rail and multimodal solutions provide further flexibility.

More efficient routing, better utilisation and consolidation can also reduce unnecessary movements, supporting sustainability objectives while improving operational performance.

The challenge is identifying and developing these options before disruption occurs, rather than searching for solutions when capacity is already constrained.

Visibility has to lead to action

Technology featured prominently throughout the London summit, particularly artificial intelligence and supply-chain orchestration.

AI can process information faster, digital platforms improve visibility, and automation removes repetitive processes. But knowing where cargo is located is only the beginning.

The real value comes from combining information with the ability to act on it.

That distinction was reflected in Kongsberg Maritime's presentation, From Visibility to Resilience, where senior executive Rob Anthony emphasised the growing importance of adaptability and flexibility in responding to supply-chain risks.

A delayed vessel notification has limited value without an alternative. Identifying congestion matters more when another gateway can be considered. Anticipating tightening capacity becomes useful when space can be secured before conditions deteriorate.

International supply chains remain complex networks of carriers, ports, suppliers and transport providers operating across different countries and regulatory environments.

The summit also reinforced the continuing importance of people. Siemens' Alexander Tschentscher highlighted the essential role of people in delivering effective supply-chain operations, even as technology becomes more sophisticated.

When disruption occurs, established relationships, experience and local knowledge remain essential.

Metro's technology provides customers with greater visibility and control across international movements, while its operational teams combine market intelligence, carrier relationships and local expertise to identify changing conditions and potential alternatives.

Technology can highlight a problem. Experience and operational flexibility help resolve it.

Globalisation is changing rather than disappearing

Resilience is also influencing where businesses source and manufacture.

Companies are reassessing dependence on individual countries, suppliers and trade lanes, supporting increased interest in India, Turkey, North Africa and manufacturing closer to end markets.

But diversification does not necessarily mean de-globalisation. New manufacturing locations create new trade flows, often introducing additional logistics requirements and infrastructure challenges.

India provides a good example. Its expanding manufacturing and export economy offers significant opportunities, but rapid growth is also putting pressure on vessel capacity, container equipment and inland infrastructure.

Metro's expanding presence in India provides greater local visibility and connectivity as customers consider the country both as an alternative sourcing location and a growing consumer market.

The same principle applies elsewhere. Supply chains are becoming more geographically diverse, increasing the importance of local knowledge, reliable transport connections and coordination across international networks.

From reacting to disruption to designing for it

Perhaps the most significant change in supply-chain thinking is the recognition that disruption is no longer exceptional.

The causes may change – weather, geopolitics, congestion, tariffs or labour shortages – but volatility has become a recurring feature of international trade.

Businesses cannot predict every disruption, but they can improve their ability to respond through better information, earlier intervention and greater operational flexibility.

This is where Metro's long-standing investments in technology make a practical difference.

Through its digital MVT platforms, Metro gives customers greater visibility of international shipments, products flows, supply-chain performance and the intelligence needed to support more informed decisions.

Combined with Metro's global network, carrier relationships and experienced operational teams, that visibility helps customers identify emerging issues, assess alternatives and take action before disruption becomes a more significant problem.

For shippers, resilience is increasingly less about predicting the next problem and more about having the visibility, intelligence and flexibility to respond when it arrives.

Metro brings these capabilities together to help customers build more responsive, efficient and resilient international supply chains.