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"K" Line

“K”Line Provides Ocean Transportation of Fire Engines and Ambulances Donated to the Republic of El Salvador

170420 Fire engine being loaded on “K” Line’s “BRASILIA HIGHWAY”

Fire engine being loaded on “K” Line’s “BRASILIA HIGHWAY”

Kawasaki Kisen Kaisha, Ltd. (“K” Line) has announced that it is providing free ocean transportation of a fire engine and two ambulances donated by Japan Firefighters Association to the Republic of El Salvador.

In order to contribute to the well-being of international society, mainly in terms of improvement of fire defense systems in developing countries, Japanese Firefighters Association has been donating fire engines, used in Japan, to countries overseas. As a part of these activities, it is donating three vehicles to El Salvador this time.

These vehicles have been put in order for usage in El Salvador supported by Japan-El Salvador Association, and on April 18, with cooperation of Daito Corporation, an affiliate company of “K” Line, the vehicles were loaded onto “K” Line’s pure car carrier (PCC) at Yokohama that will call at the port of Acajutla, El Salvador in early May.

“K” Line has been acting as Honorary Consul of El Salvador in Japan since 1969, and has supported free ocean transportation since 2014 in order to contribute to the reinforcement of emergency vehicles in the country. This is the fourth such opportunity in which “K” Line has supported free ocean transportation for a total of 12 donated vehicles to the country (7 fire engines and 5 ambulances).

The vehicles being transported help promote safety activities such as not only firefighting and lifesaving when fires break out, but also for extra-curricular safety measures which firemen teach children to prevent accidents and fires in their country.

Fire engine being loaded on “K” Line’s “BRASILIA HIGHWAY”

“THE Alliance” Final product/port rotations & Contingency plan

Port rotations of 32 services finalized / First contingency mechanism of an alliance for case of financial distress of a partner / More safety for customers’ cargo

THE Alliance announced its final network after all needed preparations have been finalized. The product starting from April 2017 features fast transit times, a comprehensive port coverage and deployment of modern and most efficient ships. This is thanks to the “best ship for the loop principle” and a dedicated shuttle service design. More than 240 ships will be deployed in 32 services connecting over 75 major ports throughout Asia, North Europe, the Mediterranean, North America, Canada, Mexico, Central America, the Caribbean, Indian Sub Continent and the Middle East with a wide range of direct port-port-connections.

The final port rotations of the total 32 services will be as follows:

Asia and North Europe

FE 1:

Kobe – Nagoya – Shimizu – Tokyo – Singapore – Jeddah – Rotterdam – Hamburg – Southampton – Le Havre – Singapore – Kobe

FE 2:

Xingang – Dalian – Qingdao – Shanghai – Ningbo – Hong Kong – Yantian – Singapore – Tangier – Southampton – Hamburg – Rotterdam – Le Havre – Tangier – Jebel Ali – Hong Kong – Qingdao – Xingang

FE 3:

Hong Kong – Xiamen – Kaohsiung – Yantian – Rotterdam – Hamburg – Antwerp – London Gateway – Piraeus – Singapore – Hong Kong

FE 4:

Pusan – Ningbo – Shanghai – Rotterdam – Hamburg – Antwerp – Southampton – Shekou – Yantian – Pusan

FE 5:

Laem Chabang – Cai Mep – Singapore – Colombo – Rotterdam – Hamburg – Antwerp – London Gateway – Jeddah – Colombo – Singapore – Laem Chabang

 

Asia and the Mediterranean

MD 1:

Qingdao – Shanghai – Ningbo – Yantian – Singapore – Damietta – Barcelona – Valencia – Fos – Genoa – Damietta – Singapore – Shekou – Qingdao

MD 2:

Pusan – Ningbo – Shanghai – Kaohsiung – Yantian – Singapore – Jeddah – Genoa – La Spezia – Barcelona – Valencia – Singapore – Hong Kong – Pusan

MD 3:

Pusan – Shanghai – Ningbo – Yantian – Singapore – Jeddah – Ashdod – Piraeus – Istanbul (Ambarli) – Izmir/Aliaga – Mersin – Jeddah – Singapore – Kaohsiung – Pusan

 

Trans Pacific – West Coast

PN 1:

Qingdao – Shanghai – Nagoya – Tokyo – Tacoma – Vancouver – Tokyo – Nagoya – Kobe – Qingdao

PN 2:

Singapore – Laem Chabang – Cai Mep – Kaohsiung – Yantian – Tacoma – Vancouver – Tokyo – Kobe – Kaohsiung – Singapore

PN 3:

Hong Kong – Yantian – Ningbo – Shanghai – Pusan – Vancouver – Seattle – Pusan – Hong Kong

PS 1:

Kobe – Nagoya – Tokyo – Sendai – Los Angeles/Long Beach – Oakland – Tokyo – Nagoya – Kobe

PS 2:

Kobe – Nagoya – Shimizu – Tokyo – Los Angeles/Long Beach – Oakland –Tokyo – Kobe

PS 3:

Singapore – Laem Chabang – Cai Mep – Hong Kong – Los Angeles/Long Beach – Oakland –– Tokyo – Hong Kong – Singapore

PS 4:

Hong Kong – Yantian – Kaohsiung – Keelung – Los Angeles/Long Beach – Oakland – Keelung – Kaohsiung – Da Chan Bay – Hong Kong

PS 5:

Shanghai – Ningbo – Los Angeles/Long Beach – Oakland – Shanghai

PS 6:

Qingdao – Ningbo – Shanghai – Pusan – Los Angeles/Long Beach – Oakland – Pusan – Qingdao

PS 7:

Xiamen – Hong Kong – Yantian – Los Angeles/Long Beach – Xiamen

PS 8:

Dalian – Xingang – Qingdao – Pusan – Los Angeles/Long Beach – Oakland – Pusan – Kwangyang – Dalian

 

Trans Pacific – East Coast (via Panama and Suez)

EC 1:

Ningbo – Shanghai – Pusan – Tokyo – (Panama Canal) – Manzanillo – Savannah – Jacksonville – Charleston – Norfolk – Miami (Seasonal) – Manzanillo – (Panama Canal) – Balboa – Los Angeles/Long Beach – Oakland – Tokyo – Kobe – Ningbo

EC 2:

Qingdao – Ningbo – Shanghai – Pusan – (Panama Canal) – New York – Boston – Wilmington – Savannah – (Panama Canal) – Pusan – Qingdao

EC 3:

Kaohsiung – Xiamen – Hong Kong – Yantian – Shanghai – (Panama Canal) – Savannah – Norfolk – (Panama Canal) – Balboa – Pusan – Kaohsiung

EC 4:

Kaohsiung – Hong Kong – Yantian – Cai Mep – Singapore – (Suez Canal) – New York – Norfolk – Savannah – Jacksonville – Charleston – (Suez Canal) – Singapore – Kaohsiung

EC 5:

Laem Chabang – Cai Mep – Singapore – Colombo – (Suez Canal) – Halifax – New York – Savannah – Norfolk – Halifax – (Suez Canal) – Jebel Ali – Singapore – Laem Chabang

 

Trans Atlantic

AL 1:

Bremerhaven – Antwerp – London Gateway – Norfolk – Philadelphia – New York – Halifax – Bremerhaven

AL 2:

London Gateway – Le Havre – Rotterdam – Bremerhaven – New York – Charleston – London Gateway

AL 3:

Antwerp – Bremerhaven – Southampton – Charleston – Savannah – Port Everglades – Houston – Savannah – Norfolk – Antwerp

AL 4:

Southampton – Antwerp – Bremerhaven – Le Havre – Veracruz – Altamira – Houston – New Orleans – Mobile – Southampton

AL 5:

Southampton – Rotterdam – Hamburg – Antwerp – Le Havre – Savannah – Cartagena – Los Angeles/Long Beach – Oakland – Seattle/Tacoma – Vancouver – Oakland – Los Angeles/Long Beach – Balboa – Cartagena – Caucedo – Savannah – Southampton

AL 6:

Salerno – Livorno – La Spezia – Genoa – FOS – Halifax – New York – Norfolk – Savannah – Salerno

AL 7:

Barcelona – Tarragona – Valencia – Algeciras – Halifax – New York – Norfolk – Savannah – Valencia – Tarragona – Barcelona

 

Asia and the Middle East

AGX:

Pusan – Qingdao – Shanghai – Ningbo – Shekou – Singapore – Jebel Ali – Dammam – Jubail – Abu Dhabi – Port Kelang – Singapore – Ningbo – Pusan

 

Through this robust network, THE Alliance will offer a superior, reliable, efficient, and wide ranging product suite to shippers in the East/West lanes. The partners of THE Alliance will keep monitoring customers’ demand and will react to markets if needed.

Furthermore, the members of THE Alliance announced today a new and unique contingency plan in the unlikely event a member of THE Alliance suffers a bankruptcy. The five member lines will establish an independent trustee to manage funds to be used in the case there is insolvency within the group. It is envisioned that the fund will be used to continue alliance operations in the event of insolvency of one or more member lines. The independent trust fund shall safeguard that customers’ cargo on board of the affected members’ ships will be carried to the port of destination. “Customers’ reaction to the incident last summer showed a clear demand for such a safety net and the partners of THE Alliance are proud to present the first contingency plan of its kind in liner shipping”.

“K” Line (India) Shipping Pvt. Ltd. Becomes Member of Indian National Shipowner’s Association

 

“K” Line (India) Shipping Private Ltd (KLISP), affiliated company of Kawasaki Kisen Kaisha Ltd., joined Indian National Shipowner’s  Association(INSA) at the end of January 2017.

KLISP was established in 2014 and actively participates in Indian Coastal Trade as well as International Trade business as an Indian Shipping company. In the same year, KLISP successfully entered into a long-term CVC contract with an Indian Charterer. From December 2016, KLISP acquired ownership of an Indian flag vessel, “GANGA K” (58,000DWT Bulk Carrier) for this contract, and by acquisition of this Indian flag vessel, KLISP was officially entitled to join INSA.

By becoming an INSA member, we anticipate this will enable us to become more actively engaged in the Indian Shipping industry as well as become even more deeply rooted in activities of the local market.

The long-term goal of the “K” Line Group is to consistently render the best and most reliable service possible that will also contribute to the quality of life of the people in India, and at the same time allow us to more actively participate in the local and continuously growing infrastructure and transportation system in India.

“K”Line’s CO2 Reduction Target Certified as “Science Based Target (SBT)” ~ Evaluated as the Goal to Contribute to the Paris Agreement ~

 

“K” Line’s CO2 reduction targets were approved to be scientifically consistent with the level achieving to the “Paris Agreement” set binding 2℃ goal *1 for rise of global temperature and obtained certification from an international initiative, Science Based Target Initiative (SBTi)*2.

In March 2015, we introduced our long-term environmental vision,“K” LINE Environmental Vision 2050 “Securing Blue Seas for Tomorrow”*3 and set an environmental target to reduce CO2 emissions from our operating ships by half before 2050 as one of our counter-measures against global warming. (see below diagram)

At this juncture, we set the interim target to reduce CO2 emissions by 10% for 2019 and successfully accomplished ahead of schedule the target in 2015 and set a new interim target to reduce CO2 emissions by 25% for 2030. At this time, this milestone has been certified with SBTi.

SBTi is a joint initiative established by CDP*4 and other organizations in order to promote the achievement of science-based emission-reduction targets for greenhouse gases, and the existence of SBT is adopted as a part of evaluation item in CDP.

As of 13 Feb, 2017, 211 of the majour companies around the world have declared to set SBT, in their companies, including ”K” Line, of which 35 companies’ targets have already been certified by SBTi.

As a world–leading marine transport operator, “K” Line continues to aim at providing more environmentally-friendly and efficient transportation services for more people all over the world and is making every effort to improve its corporate value.

*1 the “Paris Agreement” set binding 2℃ goal

Paris agreement is a framework against global climate change which came into force on  4 Nov 2016, its achievement of “2℃ goal” for holding the increase in the global average temperature to well below 2℃ above pre-industrial levels, placed as the international issue.

*2 Science Based Target Initiative(SBTi)

It is an initiative about Science Based Target for greenhouse gas reduction and a joint initiative between CDP, UNGC (United Nations Global Compact), WRI (World Resources Institute) and WWF (World Wide Fund for Nature), which checks whether the compaines’ medium-term reduction targets (5-15 years) for green house gases are consistent with the level of necessary decarbonization for achieving the long-term “2℃ goal” based on their own science-based CO2 emission standard.

*3 “K” Line Environmental Vision 2050

http://www.kline.co.jp/en/csr/environment/index.htm

*4 CDP

CDP is an international non-profit organization (NPO) that surveys, evaluates and discloses companies’ environmental initiatives, and they disclose the evaluation results as global common indicators to measure corporate value. We have been selected for top assessment “A” list in “CDP 2016 Climate” and also selected for “Supplier engagement leader board” as an excellect company in CDP supply chain program.

 

ENDS

“K” Line Announce Financial Highlights for 3rd Quarter FY 2016

January 31, 2017

Kawasaki Kisen Kaisha, Ltd.

Please be advised that “K” Line Tokyo Head Office published the following press release today.

・Financial Highlights for 3rd quarter FY2016  – for details please access via the website:  http://www.kline.co.jp/en/

 

ENDS

“K” Line Announce Change of Executive Officers

January 31, 2017

Kawasaki Kisen Kaisha, Ltd.

 

Kawasaki Kisen Kaisha, Ltd. (“K” Line) has decided during board meeting held today on changes of Executive Officers.

1. Changes of Executive Officers.
(1) Retirement as of March 31, 2017

Present Position Name New Position
Senior Managing Executive Officer Kazutaka Imaizumi Chairman, ‘K’ LINE INDIA PRIVATE LIMITED
Executive Officer Ako Hiraoka Counselor, “K” LINE LOGISTICS, LTD.

 

(2) New Appointment as of April 1, 2017

New Position    Name    Present Position
Executive Officer Tomoyuki Okawa CEO, K LINE OFFSHORE AS


For further details please visit:  https://www.kline.co.jp/en/news/detail/1206889_1997.html

 

2017 New Year Message from President Murakami

In a New Year Fraught with Challenges,

Let Us Join Forces to Realize a Revitalized “K” LINE.

Murakami, Eizo - President & CEO

Eizo Murakami – President & CEO

To everyone of the “K” LINE Group, I extend to you my sincerest wishes for a Happy New Year. As we enter 2017, I would like to take this opportunity to reflect on the past year and offer looking forward to the challenges ahead.

The year 2016 started with concerns that an economic slowdown in emerging nations would spill over to the developed nations. However, as the year progressed, the global economic situation gradually recovered, with temporary instability in the international financial market settling down amid signs that the slowdown was braking. On the other hand, various disruptions emerged against a backdrop of growing political and economic uncertainty, and consequently the recovery never gained much steam.

Looking at individual regions, despite apparent weakness in capital investment, the U.S. economy continued to see improvement in its employment situation and income environment. As for the European economy, destabilizing factors that included frequent acts of terrorism and the U.K.’s decision to exit from the European Union in June intensified concerns vis-à-vis the economic outlook. In Brazil and other emerging markets, there were signs of modest economic recovery amid feelings that the fall in resource prices had finally bottomed out. However, in China, the economy continued to slow as a result of concerns about excess capacity among domestic enterprises due to weakening demand. Japanese domestic economy showed improvement in terms of its employment and income environments. However, sluggish consumer spending coupled with a strengthening yen during the year’s first half produced an economic landscape that lacked a feeling of stability. The results of the U.S. presidential election in November went against the predictions of most pundits. Consequently, close attention will be given to how the yen, which showed a weakening trend in the immediate wake of the election, moves in the days ahead, as well as to how U.S. policies take shape after the new administration comes to power.

Our medium-term management plan, which is a five-year plan that looks to 2019, when we will celebrate our one-hundredth anniversary, sets out the road we will take in attaining our business targets as well as the roles of organizations and individuals toward this end. It is oriented toward raising our corporate value, which we call “  Value”. However, the unprecedented turbulence that is affecting our main segments—namely Containerships and Dry Bulk Carriers businesses—has been difficult to counteract, despite the sincere efforts of each employee in his or her duties, and is having a serious impact on our business performance. Even the strengths generated from our portfolio management—components of which include our Energy Transportation Business and Car Carrier Business, which are based on our advanced know-how in maritime technologies; Logistics Business, which is resistant to the effects of fluctuations in the shipping market; and Dry Bulk Carrier Business, which is built primarily on medium- and long-term contracts—are not enough to counteract the worsening performance of these two highly volatile segments. Consequently, 2016 was an extremely tough year for our group in terms of business performance. Given this reality, we endeavored to ensure our future cost competitiveness by promoting dry bulk business-centered structural reforms during the course of FYs 2015 and 2016. At the same time, we reexamined our medium-term management plan and revised our performance goals in “   Value for our Next Century – Action for Future -.” It is unfortunate that we had to make downward revisions at the end of the first year of the five-year plan. Nonetheless, we quickly recognized changes in the environment amid the emergence of an unexpectedly severe market, and we were able to seize available opportunities and take the measures needed at the time.

There are strengths and weaknesses in each of in our respective segments. However, within an extremely tough three companies, I believe that everyone in the Group has been committed to achieving the goal I put forth in last year’s New Year Message, namely, “to further raise our corporate strength by enhancing individual strengths, and aim to become a globally trusted corporate group.” In no sense can we be optimistic about the coming year. Nevertheless, it will be particularly important for each individual to execute his or her duties by being unwaveringly focused on personal role and organizational goals, with an eye to achieving the company’s goals.

Most importantly of all, I want to mention that we made a highly significant decision on October 31 of last year. We decided to spin off our Containerships Business—which, for the three major Japanese shipping companies, has always been a core business—and our Overseas Terminal Business from our main businesses and reestablish them in a new joint venture run by the three companies. In effect, we are executing a plan for structural reform of these businesses that we have operated independently for years. Previously our three companies had decided to start joint ship assignments in our containerships businesses, primarily on the East-West routes (Asia-North America, Asia-Europe, and Europe-North America), as members of a same alliance in April of this year. However, given the current business environment, in which competitors cannot be defeated without significantly higher cost competitiveness, we decided to go one step further by integrating our businesses in the spirit of “three companies operating on equal footing.” We thus decided to change to a new management structure by founding a new company. Our new containerships business strategy for the future will be as follows: To fight equally with overseas competitors that pursue economics of scale by applying cost competitiveness generated from the size of our combined fleets and integrated systems together with the sales competitiveness each of us has developed over the years. It is a strategy that takes a medium- and long-term perspective shared by all three companies. From this integration a business framework capable of generating profits even when market conditions are as bad as they are now will be established.

The new joint venture will begin operations in 2018, the year marking the 50th anniversary of delivery of “Golden Gate Bridge” as ”K” LINE’s first full containership. The environment surrounding our fifty-year Containerships Business has changed greatly, particularly in terms of its expanded size. We therefore need a business framework that is adapted to that change. The emergence of such a framework means that the liner trade of Japan, a nation surrounded by the ocean and built upon marine transport, will triumph with a robust organization built on the combined strengths of our three companies.

With the exception of the two businesses that will be integrated, our three companies will continue to operate independently as in the past. After the new framework is established, we will be managing a new portfolio, one that combines our participation in the Containerships Business through the new joint venture, as an affiliated company accounted for by the equity-method, with other segments that we will operate directly. This means we will be executing revolutionary changes toward becoming a revitalized “K” LINE. I am confident that we will successfully ride out the stormy seas that lie ahead when each one of us faithfully executes his or her duties with an eye to personal goals, making maximum use of our strengths as a comprehensive shipping line group and with a spirit of fearlessly facing new challenges that is founded on high organizational targets.

We will be formulating and announcing a new medium-term business plan to fit with this restructuring of our Containerships Business. Nonetheless, there will be no change whatsoever in our corporate principle and vision, including our initiatives for environment protection. With tireless effort to ensure safe and precise marine transport, and in response to social demand for environmental conservation, let us step forward boldly to tackle front-line challenges. And as we aim for sustainable growth, let us also be sure that the interests of the “K” LINE Group and society are one.

In closing, as we celebrate the New Year, I wish all of you, the members of the “K” LINE Group, and your family’s good health and prosperity, and pray that all ships will enjoy safe passage throughout 2017.

Eizo Murakami

President & CEO

New LNG Vessel for Petronet LNG Delivered

Kawasaki Kisen Kaisha Ltd.

Nippon Yusen Kabushiki Kaisha

Mitsui O.S.K. Lines Ltd.

The Shipping Corporation Of India Ltd.

161207-lng-vessel-for-petronet-lng

A consortium comprising Kawasaki Kisen Kaisha, Ltd. (“K” Line), Nippon Yusen Kabushiki Kaisha (NYK), Mitsui O.S.K. Lines, Ltd. (MOL), and the Shipping Corporation Of India Ltd. (SCI) took delivery of a new LNG vessel on November 30, 2016, in South Korea.

The vessel, PRACHI, has a capacity of 173,000 m3 and was built to order by Hyundai Heavy Industries Co. Ltd. based on a long-term time charter contract with Petronet LNG Limited (PLL). A naming ceremony for the ship was held on October 18, 2016.

PLL, India’s first importer of LNG, currently brings in 7.5 million tons of LNG a year from Qatar using three LNG carriers. PRACHI is the fourth vessel for the transport of LNG to India and will be employed in the Gorgon LNG Project in Australia.

SCI has been operating and managing all the LNG tankers that are under long term charter with Petronet LNG Ltd. SCI also takes over as manager of PRACHI since delivery on November 30, 2016

The four-company consortium will make every effort for safe transportation using this advanced new vessel, which is expected to contribute to the steady supply of LNG to India as energy demand continues to grow.

Outline of PRACHI
Length overall: 294.97 meters
Breadth: 45.60 meters
Summer molded depth: 12.50 meters
Gross tonnage: 112,791 tons

Cargo tank capacity: 90,328 tons
Shipbuilder: Hyundai Heavy Industries Co. Ltd.

Flag: Singapore

Outline of Charter Contract

Owner India LNG Transport Company (No. 4) Private Limited (Headquarters: Singapore), JV by “K” Line, NYK, MOL, and SCI
Charterer Petronet LNG Limited
Charter period 19 years
Vessel One new membrane-type LNG carrier (173,000 m3)
Shipbuilder Hyundai Heavy Industries Co. Ltd.
Ship management The Shipping Corporation Of India Ltd.

“K” Line Launches Asia Chennai Express Service (ACE)

November 30, 2016

KAWASAKI KISEN KAISHA, LTD. (“K” Line) is pleased to announce its enhanced containership service of Asia Chennai Express Services (ACE).

This service will have new port coverage of Korea and China to have various choice of direct service to and from Chennai, India. Competitive transit time linking South East Asia such as Singapore/Port Kelang and Chennai will stay unchanged. On top of these, “K” Line will deploy a vessel by itself on this service, which enables to offer more stable and higher quality service to customers.

“K” Line will keep responding to broad needs of customers and markets including a booming transportation demand to and from India.

Detail of the service is as follows:

【ACE】

  • Vessel Deployment:  Five (5) x 4200 TEU type vessel
  • Port Rotation:

Pusan – Qingdao – Shanghai – Shekou – Singapore – Port Kelang – Chennai – Port Kelang – Singapore – Manila – Pusan

  • Commencement Date: December 15, 2016 ETA Pusan

 

“K” Line Enhances RORO Services in Thailand-Australia Trade

November 25, 2016

There are currently strong car sales in Australian domestic market, and it is forecasted to steadily and continuously grow in the future as well. On the other hand, the structure of Australian automobile industry is drastically changing, and imported vehicles are taking the place of domestic produced vehicles in the market.

In this connection, KAWASAKI KISEN KAISHA, LTD. (“K” Line) decided to enhance its RORO Service in Thailand-Australia Trade by commencing brand-new service route of Anti-Clockwise Loop in addition to current existing Clockwise Loop. With this service enhancement, we will provide shortest transit time to each Australian Port with Additional Frequency & More Sufficient / Reliable Carrying Capacity, supporting the increasing transportation demand in the growing import automotive market in Australia.

We will keep offering a solid RORO service in Thailand-Australia Trade by utilizing our business expertise / know-how which have been acquired through our long experience since the service began.

 

Thailand-Australia Trade : Clockwise Service (maintain the current existing service)

Frequency         : Weekly (Every Saturday at Laem Chabang)

Rotation & Standard T/T(days) : Laem Chabang – Townsville*(12) –Brisbane(14) –Port Kembla(16)

– Melbourne(18) – Adelaide(21) – Fremantle**(25)

⇒(*)Direct call by 1st week vsl only / (**)Direct call except 1st week vsl
Thailand-Australia Trade : Anti-Clockwise Service (Brand New Service Additional Frequency)

Frequency         : 2 Sailings per Month (Mid & End of the month position at Laem Chabang)

Commencement    : End of November / 2016

Rotation & Standard T/T(days) : Laem Chabang – Fremantle (9) – Adelaide(13) – Melbourne(15)
Enhanced points:

  • Commencing brand-new service route of Anti-Clockwise Loop in addition to current existing Clockwise Loop. With this service enhancement:
  • We will realize the shortest Transit Time Service to each Australian Port.
  • We will provide Additional Frequency & More Sufficient / Reliable Carrying Capacity.