PORT UPDATE: SHORING UP SUPPLY CHAINS
“This was augmented by investments by two of our marine terminal operators who incorporated a truck appointment system to streamline container pick- ups and drop-offs,” he explains. “The port also partnered with a marine terminal operator on a $53.3-million grant through the U.S. Department of Transportation’s Port Infrastructure Development program.” He says the grant will support a Port and Maritime Electri cation Plan, electrical system upgrades, and associated civil works required for the charging stations, the purchase of various types of hybrid and electric equipment, and a workforce development program. MAPPING OUT THE FUTURE Port Everglades’ 20-year Master/Vision Plan Update identi es more than $3.8 billion in capital investments to improve productivity for cargo, cruise, and energy businesses. Among the proposals expected to be accomplished over the next ve years that will directly enhance services for cargo customers are container terminal redevelopments, replacing aging bulkheads, and widening Slip 1 for petroleum vessels. “We have ongoing infrastructure investments in capacity and ef ciency, including the recently completed Southport Turning Notch Extension that added ve new berths and six new Super Post-Panamax container gantry cranes,” Morris says. “These projects are designed to help our terminal operators handle larger vessels, improve cargo velocity, and support future growth.” Port Everglades’ growth is also driven by private-sector investment from its marine terminal partners. “Investments in equipment, technology, gate systems, and safety tools help improve cargo velocity and strengthen the overall competitiveness of the port,” he says. It’s all part of the organization’s commitment to function not only as a highly ef cient port for customers but also to be a high-functioning and
supportive member of the South Florida business community, Morris says. “We have the good challenge of balancing diverse business lines of cruise, cargo, and energy with land scarcity,” he says. “We are committed to nding ways as a landlord port to help our customers grow within a highly constrained, urban footprint, while also improving service.” SUSTAINING LONG-TERM SUCCESS “When ports work well, you don’t notice them,” says Jean-Paul Rodrigue, the port scholar and author based at Texas A&M. “You don’t pay attention to them too much.” That is, until they help big projects happen that change the face of the communities in which we live and work. The caveat is this: If you are not paying attention at all, you may not be aware of the role that port leaders—in tandem with the community’s media, government, nancial, and commercial real estate leaders—play in bringing such major projects about. Similarly, consumers and community residents may not fully appreciate the role that ports play in the everyday conveniences of their daily lives. “It’s a paradox,” Rodrigue says. “You are a victim of your own success. Because the supply chain is so ef cient, especially with ecommerce, people do not associate full store shelves and deliveries done within 24 to 48 hours with the ef ciency of the supply chain and the ef ciency of the ports supporting it.” While communities enjoy the enormous nancial bene ts that ports and port authorities provide— visible in everything from buildings and parks to community services, yet often unrecognized because of the multifaceted nature of port operations—a limited understanding of ports’ impact on their communities remains a global reality. “In Europe it’s the same story,” Rodrigue says. “It’s similar all over the world. Ports are complex beasts.”
or rail to vessel and reach markets in the Caribbean, Central America, and South America in a few days. Our proximity is also good for time-sensitive cargo such as perishables, for which Port Everglades is No. 1 in the State of Florida.” Port Everglades works to optimize its geographic assets for the bene t of both customers and the community through partnerships, grants, and contract work, thereby demonstrating the port’s commitment to innovating through change, says Morris. Among the challenges he sees for U.S. ports over the next several years will be the need to quickly modernize and manage densi cation to keep up with market demand. “Key will be equipment electri cation,” Morris says, adding that the port launched a real-time video program to help truck drivers better manage their arrivals and departures. When ports work well, you don’t notice them. You don’t pay attention to them too much. JEAN-PAUL RODRIGUE PORT SCHOLAR AND PROFESSOR, TEXAS A&M UNIVERSITY-GALVESTON “”
46 Inbound Logistics • August 2026
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