Capacity challenges continue for RoRo and project shipper

Capacity challenges continue for RoRo and project shipper

Jan 20, 2026 | , , , , ,

Roll-on/roll-off (RoRo) and project cargo shippers are entering a decisive phase, as fleet expansion, industrial investment and energy-driven demand are converging, creating both opportunity and pressure for shippers moving vehicles, machinery and oversized cargo.

The global Pure Car Carrier (PCC) and Pure Car and Truck Carrier (PCTC) fleet is forecast to expand by around 40% over the coming years, with new vessels significantly larger than the ships they replace.

Latest-generation PCTCs are designed to carry 20–30% more car-equivalent units (CEUs) than legacy tonnage, lifting individual vessel capacity into the 9,000+ CEU range. Most new-builds are dual-fuel or alternative-fuel capable and ammonia-ready, reflecting a clear shift towards lower-emission operations.

Despite this expansion, RoRo capacity remains unevenly distributed. Vessel size growth primarily benefits vehicle flows, while availability for high and heavy cargo continues to depend on stowage flexibility, port infrastructure and trade imbalances.

High and heavy manufacturing: volumes steady, costs rising

Shipment trends from major global manufacturers of construction, agricultural and power-generation equipment provide a useful barometer for RoRo and breakbulk demand. While tariff-related costs are rising sharply, shipment volumes in key segments continue to grow.

Construction and forestry equipment shipments recorded year-on-year growth of more than 25% in the most recent quarter, driven by infrastructure spending and large-scale industrial projects. Power-generation equipment volumes also strengthened, with segment revenues rising by around one-third, reflecting accelerating demand from data centres and energy infrastructure.

Order backlogs across the sector have reached record levels, extending visibility well into 2026 and beyond. This supports steady outbound cargo flows, even as manufacturers maintain tight inventory control rather than front-loading production.

Project and breakbulk cargo enters a capacity-sensitive phase

Project and breakbulk shipping is being lifted by sustained growth in energy, metals and mining cargo. Global electricity demand linked to new power generation is forecast to grow at more than 3% per year through 2030, translating directly into increased movements of turbines, generators and transformers.

Fleet growth for heavy-lift capable vessels is projected at an average of just over 4% per year through the end of the decade. While sufficient for smaller and modular cargo, this pace risks falling short during peak periods for large, indivisible units.

Copper and other critical minerals are adding further pressure. Forecasts point to a potential 30% supply shortfall by the mid-2030s, driving investment in mining projects and associated movements of oversized equipment. These cargoes typically require specialised lift planning, crane operations and non-standard stowage.

As RoRo capacity grows by double-digit percentages and project cargo demand rises at a similar pace, the balance increasingly depends on planning, technical expertise and access to the right assets at the right time. 2026 is shaping up as a year where execution, sequencing and specialist capability determine success.

Metro’s dedicated automotive logistics and project shipping teams understand the operational, technical and scheduling complexities of RoRo, breakbulk and heavy-lift movements.

Working with leading global carriers, independent lines and charter operators, Metro helps customers secure reliable capacity, design resilient supply chains and optimise transport from factory gate through to dealer or point of use.

Email Andrew Smith, Managing Director, to discuss how Metro can safeguard your project cargo, vehicle flows and unlock efficiencies across your global logistics operations.

Smart 2026 supply chains are being engineered for pressure

Smart 2026 supply chains are being engineered for pressure

Jan 7, 2026 | , , , , , , , , , , , , , , , , , , , , , , ,

Supply chains are no longer judged on efficiency alone, in 2026 they will be expected to anticipate disruption and adapt at speed to actively support growth. The experience of the past year confirmed that stability is no longer a realistic planning assumption, but performance under pressure is.

Rather than a single crisis, 2025 delivered constant friction. Congestion resurfaced across ports and inland networks, capacity existed but was selectively deployed, and geopolitical and regulatory shifts altered trade flows long before any formal policy changes took effect. 

The result was a decisive shift in mindset: supply chains must be designed to operate in volatility, not merely recover from it.

That shift accelerates in 2026, as technology, resilience and sustainability converge to redefine how supply chains are planned, financed and executed.

Resilience becomes a competitive advantage

If 2025 proved anything, it was that capacity on paper does not guarantee performance in practice. Across ocean, air and road freight, service reliability was dictated by execution: blank sailings, schedule volatility and inland bottlenecks determined what actually moved.

In response, supply chain design is moving beyond simple continuity planning toward resilience, where networks are designed to adapt and improve under stress.

Common characteristics include:

  • Multi-route and multimodal playbooks rather than single-lane optimisation
  • Near-shoring and regionalisation to shorten lead times and reduce exposure
  • Centralised planning paired with regional execution for faster response

These approaches reflect a broader shift away from cost-minimisation toward risk-adjusted performance.

Warehousing becomes a strategic control point

Warehousing emerged as one of the most critical differentiators in 2025 — a trend that intensifies in 2026. With transit times less predictable and congestion harder to avoid, inventory positioning and fulfilment speed have become central to supply-chain resilience.

High-performing shippers increasingly treat warehousing as an active control layer, not passive storage. Key developments include:

  • Greater use of strategically located facilities to buffer disruption
  • Tighter integration between warehousing, transport and customs planning
  • Investment in automation and robotics that flex with demand and seasonality

This is particularly important as omnichannel and e-commerce pressures continue to grow, demanding seamless support for direct-to-consumer, BOPIS and rapid fulfilment models alongside traditional B2B flows.

From reactive networks to intelligent systems

One of the most significant changes heading into 2026 is the role of technology within supply chains. What began as analytical support is now moving into operational control.

AI-enabled tools are increasingly embedded across planning, procurement, inventory management and risk assessment, enabling supply chains to:

  • Anticipate disruption through predictive insights
  • Optimise routing, inventory and capacity decisions in near real time
  • Coordinate responses across multiple functions and geographies

As these systems become more connected, cybersecurity and data governance also rise sharply in importance. Protecting sensitive operational, commercial and customs data is now a core supply-chain requirement, not an IT afterthought.

Data quality, skills and execution define winners

Technology alone is not enough. The past year also highlighted a widening gap between organisations that could convert insight into action and those constrained by fragmented systems and poor data quality.

In 2026, competitive advantage depends on:

  • Clean, trusted and consistent data across logistics, customs and finance
  • Integrated platforms rather than disconnected tools
  • Teams with the skills to manage AI-driven, data-rich operations

Workforce transformation is therefore as important as digital investment. Roles are evolving toward data analytics, systems oversight and exception management, requiring targeted up-skilling to unlock value from new technologies.

Sustainability and compliance move into the operating core

Environmental and regulatory pressures are no longer peripheral considerations. Carbon pricing, emissions transparency, stricter customs enforcement and evolving trade rules are now shaping routing, mode selection and inventory strategy.

For most shippers, progress in 2026 will come less from premium “green” options and more from practical levers:

  • Smarter planning and consolidation
  • Modal optimisation and regionalisation
  • Stronger traceability and data governance

Sustainability and compliance have become operational constraints — inseparable from cost, resilience and service performance.

Designing supply chains that perform under pressure

Taken together, the direction of travel for 2026 is clear. Supply chains are being rebuilt as intelligent, integrated systems — shifting from reactive cost centres to strategic growth engines.

The most resilient networks are those that:

  • Integrate finance, procurement, logistics and technology decisions
  • Combine centralised control with regional agility
  • Invest equally in data, platforms, people and process

The objective is not to eliminate disruption, but to design networks that continue to perform when conditions are uncertain.

At Metro, this same mindset underpins how supply chains are assessed and supported. Stress-testing assumptions, strengthening visibility and applying execution-focused logistics, warehousing and transport strategies. In 2026, the differentiator will not be avoiding disruption, but owning a supply chain designed to operate through it.

RoRo-in-US

USTR Port Fee Shockwave Hits Chinese Shipping and Vehicle Carrier Sectors

Oct 29, 2025 | , , , , , ,

The U.S. Trade Representative’s (USTR) newly imposed port fee regime is massively impacting container and roll-on/roll-off (RoRo) operators, inflating operating costs, tightening vessel capacity, and prompting warnings of severe disruption to U.S. logistics.

UPDATE 30 OCTOBER – Donald Trump and Xi Jinping have agreed to end tit-for-tat levies on each other’s shipping industries, but there is no certainty yet as to when this will take effect.

Effective 14 October, the USTR introduced port service fees applying to all Chinese-operated and Chinese-built vessels calling at U.S. ports. Chinese-operated ships face a levy of $50 per net ton on their first port call of the year, escalating annually through 2028. For vessels merely built in China but operated by foreign lines, the higher of $18 per ton or $120 per discharged container applies.

Although originally aimed at Chinese maritime dominance, the policy has ensnared a much wider range of operators, including global RoRo and vehicle-carrier fleets built in Asian shipyards. The scope extends to nearly all non-U.S.-built ships, creating a sweeping cost burden across the international car-carrier sector.

Early Impact on China-Linked Carriers

Within the first week of implementation, Chinese shipping giants Cosco and OOCL incurred more than $42 million in port fees from just 15 U.S. port calls. Based on current deployment, annual exposure for the two lines could exceed $2 billion, representing as much as 7 % of combined revenue.

While some carriers have avoided Chinese tonnage by redeploying vessels built elsewhere, many have no alternative. Post-Panamax container ships and vehicle carriers built in China but owned by global operators remain fully liable under the new rules.

RoRo Operators Face Steep Increases

The new regime has been even more damaging for vehicle and equipment carriers. The levy on all foreign-built vessels, not just those tied to China, rose from $14 to $46 per net ton, tripling the original charge announced in June. This means a large car carrier now faces about $1.2 million per port call, capped at five annual calls per vessel.

Operators such as Wallenius Wilhelmsen and Höegh Autoliners are facing unprecedented annual costs, estimated near $1 billion and $225 million respectively, which will inevitably feed through to manufacturers and exporters. The burden will be particularly heavy on automotive and heavy-equipment producers that rely on U.S.–Europe and U.S.–Asia RoRo services.

Outlook

As public consultation on further extensions of the scheme continues, the maritime industry is bracing for additional cost escalation and route restructuring. Unless revised, the USTR’s fee framework could reshape port-call economics, amplify freight volatility, and reduce U.S. competitiveness in key manufacturing export markets.

Metro’s sea freight and RoRo specialists support automotive, machinery, and project cargo shippers potentially facing rising U.S. port charges amid changing compliance requirements. With deep expertise in vehicle logistics and carrier management, we minimise disruption and optimise cost efficiency across global trade lanes. EMAIL Andrew Smith, Managing Director, to discuss tailored solutions for your automotive supply chain.

When the Suez Canal Comes Back Online: Hidden Risks for Supply Chains

When the Suez Canal Comes Back Online: Hidden Risks for Supply Chains

Oct 28, 2025 | , , , , , , , , , , , , , , , , , , , , , , , , ,

With hopes rising of stabilising conflict in the Red Sea region, analysts are increasingly considering what it would mean if shipping lines resume full use of the Suez Canal route, and it’s not all good news. 

While the shorter route from Asia to Europe might seem like a logistical boon, the modelling suggests there are several material pitfalls ahead that shippers need to be aware of.

Since late 2023, container shipping lines operating on Asia–Europe and Asia–North America routes have avoided the Suez Canal, opting instead to sail around the Cape of Good Hope. This detour has extended transit times and absorbed a significant amount of global container capacity. According to Sea-Intelligence, a full and immediate return to the Suez Canal could release up to 2.1 million TEU of capacity, equivalent to around 6.5 % of the global fleet, back into circulation.

However, this sudden release would create a powerful surge of imports into Europe. Modelling suggests that if all carriers reverted to Suez routing at once, inbound volumes from Asia could double for a period of up to two weeks, pushing overall port handling demand almost 40 % higher than previous peaks. 

Even if the transition were more gradual, spread over six to eight weeks, European ports would still face throughput levels around 10 % above historical highs, straining terminal operations, inland connections, and storage capacity.

Key Areas of Risk

  • European Port Congestion and Hinterland Strain
    European ports are already under pressure. A sudden import surge could stretch terminal capacity, yard space, and inland networks, leading to delays, higher handling costs, and increased demurrage.
  • Short-Term Disruption Despite Long-Term Gains
    While the Suez route offers shorter transits and lower fuel use, the transition back is complex. Network structures have been rebuilt around the Cape, and reverting will require major re-engineering, with temporary schedule changes and service disruption.
  • Lingering Risk and Insurance Costs
    The security issues that diverted ships from Suez persist. Even after reopening, residual war-risk premiums and contingency measures could keep operating costs elevated.
  • Capacity Overshoot and Rate Pressure
    Releasing 2.1 million TEU of capacity is likely to swing supply–demand balance, pushing rates down and while shippers may benefit in the short-term, it is likely that carriers would take drastic action to protect margins.
  • Timing and Readiness
    The timing of a full return remains uncertain. Analysts stress that rushing back before networks and ports are ready could trigger fresh disruption rather than restoring stability.

Metro’s sea freight team are already modelling reopening scenarios to ensure capacity, routing, and contingency plans are ready when trade flows shift back through the Suez Canal. 

EMAIL Managing Director, Andrew Smith to arrange a strategic review of your shipping patterns, risk exposure, and options to protect service continuity and cost efficiency when routes realign.

Category: RoRo

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