< PreviousINTERVIEW | EMIRATES SHIPPING ASSOCIATION 30 www.logis tic smiddleeas t .comJULY 2025 | LOGISTICS MIDDLE EAST but active partners in building decarbonised value chains in the region. Dr Waddah Ghanem Al Hashmi, Board Member of Emirates Shipping Association and Senior Director at ENOC stresses the signifi cance of collective action, “There’s a real push across the UAE to help maritime companies operate more sustainably. Through the association, I chair the Leadership and Sustainability Committee, where we’re bringing industry players together to share ideas, align on best practices, and move forward with practical decarbonisation strategies that can be applied.” It’s this ability to convene and catalyse that has become the hallmark of the association’s work. SHAPING MINDS FOR THE FUTURE Decarbonisation isn’t only a technological challenge, but it’s also a leadership one. That’s why ESA launched the Maritime Leadership Program (MLP), a fl agship initiative under Dr Waddah’s guidance that has seen a signifi cant uptake to date. Held under the patronage of the UAE’s Ministry of Energy and Infrastructure and in collaboration with AP Moller Maersk, the programme fi rst took participants to Copenhagen in 2024. This year, the cohort is heading to Singapore under MLP25, continuing its mission to expose UAE maritime leaders and teams to global sustainability strategies. “The aim is to bring together the world’s leading expertise and insights on technologies and practices to the leadership of this country,” says Dr Waddah. “It’s about identifying solutions to advance the carbon targets.” A REGIONAL MODEL FOR RESILIENCE Amid global supply chain shocks and geopolitical uncertainty, the UAE’s maritime sector has not only remained resilient but has also become more connected, collaborative, and forward-looking. Captain Abdulkareem Almessabi, Chairman of Emirates Shipping Association and CEO of ADNOC Logistics and Services frames it clearly, “Despite a constantly shifting geopolitical landscape and the usual infrastructure hurdles, the UAE’s maritime sector continues to move forward, and a big part of that comes down to collaboration.” He adds, “Whether it’s supporting investment in critical infrastructure or encouraging innovation across the supply chain, we’re focused on creating the right environment for sustainable growth.” Indeed, the UAE’s ability to combine agility with strategic vision, bridging local action and global alignment, is what sets it apart in the maritime decarbonisation race. The story of decarbonising shipping in the UAE isn’t one of isolated breakthroughs. It’s a blueprint for how entire ecosystems, including government, business, and international partners, can align to drive long-term change. By building physical infrastructure, nurturing leadership, and embracing cross-border collaboration, ESA and its partners are proving that decarbonisation, when approached collectively, is not just achievable but inevitable. “There’s a real push across the UAE to help maritime companies operate more sustainably” Emirates Shipping Association is helping to create collaborative frameworks for sustainable shipping Dr Waddah Ghanem Al Hashmi, Board Member of Emirates Shipping Association and Senior Director at ENOC Captain Abdulkareem Almessabi, Chairman of Emirates Shipping Association and CEO of ADNOC Logistics and Services LOG_July0225_28-30_Interview-Emirates Shipping Association_13654871.indd 3002/07/2025 15:55ACCESS ESSENTIAL INTELLIGENCE ON THE REGION’S PMV SECTOR. UH OH, THE REST IS ONLY FOR SUBSCRIBERS SCAN BELOW TO JOIN THE EXCLUSIVE COMMUNITY AD_PMV2024_MobileDesign.indd 103/09/2024 11:45COVER STORY | MSC SAUDI 32 www.logis tic smiddleeas t .comJULY 2025 | LOGISTICS MIDDLE EAST LOG_July0225_32-37_Cover Story_13647901.indd 3202/07/2025 15:50MSC SAUDI | PARTNER CONTENT 33 www.logis tic smiddleeas t .comLOGISTICS MIDDLE EAST | JULY 2025 For nearly 30 years, Mediterranean Shipping Company (MSC) has quietly built a solid presence across Saudi Arabia. However as Vision 2030 accelerates national transformation and opens the Kingdom to global trade like never before, MSC Saudi is no longer operating behind the scenes, but emerging as a strategic actor in reshaping the regional logistics landscape. “At MSC Saudi, we’re fully aligned with Saudi Arabia’s Vision 2030 and are playing a central role in positioning the country as a global logistics hub,” says CEO Hisham Al-Ansari. “We’re investing heavily in infrastructure, digital innovation, and partnerships across ports and inland logistics.” From west to east, spanning Jeddah Islamic Port to King Abdulaziz Port, MSC’s maritime footprint covers all of Saudi Arabia’s main ports, positioning it as a strategic gateway to global trade lanes. What sets MSC apart in its current trajectory is its ambition to deliver fully integrated, end-to-end logistics services, ranging from ocean freight to inland haulage, warehousing, and more. WHY INTERMODAL IS THE FUTURE Among MSC Saudi’s most impactful initiatives is the expansion of its intermodal network, an integrated logistics model that blends sea, rail, and road transport into a seamless cargo journey. While shipping remains MSC’s backbone, the company is steadily transforming its inland logistics capabilities to off er customers full end- to-end solutions within the Kingdom and beyond. Rail is playing a pivotal role in this evolution. The company’s partnership with Saudi Arabia Railways (SAR) is not just about moving containers between port and depot. Instead, it’s about reshaping how inland NEXT MOVE Inside MSC Saudi’s growth playbook with CEO Hisham Al-Ansari LOG_July0225_32-37_Cover Story_13647901.indd 3302/07/2025 15:51COVER STORY | MSC SAUDI 34 www.logis tic smiddleeas t .comJULY 2025 | LOGISTICS MIDDLE EAST routed inland, cost savings compared to ad hoc trucking, and better visibility across the entire supply chain. When disruptions occur at ports, having access to integrated inland routes through both road and rail off ers a level of resilience that standalone modes simply cannot provide. “Intermodal isn’t just about choosing between transport modes, it’s about orchestrating them strategically,” says Al-Ansari. When supported by robust road logistics, strategically placed depots, and smart coordination, it becomes the engine of predictable and sustainable growth. GLOBAL SCALE, LOCAL FOCUS Operating within one of the world’s most recognised maritime brands, MSC Saudi enjoys the power and reach of a global network that spans 155 countries and moves nearly one in fi ve containers shipped across the planet. For Al-Ansari, the true value lies in translating MSC’s global strength into solutions that work for Saudi Arabia’s unique logistics landscape. “The Chinook-Clanga service is a prime example of how MSC is strengthening Saudi Arabia’s position in both regional and global trade networks,” he says, pointing to the company’s direct linkages between the Kingdom and key Asian markets. This duality, being able to leverag global scale while tailoring execution to local conditions, is central to MSC Saudi’s success. It’s not just about port calls transport functions in a country rapidly becoming a trade superhub. For instance, the Dammam- Riyadh corridor is a high-volume artery where rail plays a critical role in easing road congestion, accelerating transit times, and reducing emissions. “By integrating rail into our intermodal network along this corridor, we’re able to move cargo more effi ciently inland while supporting sustainability goals,” explains Al-Ansari. However, MSC Saudi’s intermodal strategy extends beyond rail. Its logistics arm, MEDLOG, has been instrumental in building road-based distribution systems that complement sea and rail movements. These include dedicated trucking fl eets, inland container depots (ICDs), and storage yards designed to support fl exible last-mile solutions across key cities like Riyadh, Dammam, and Jeddah. These multimodal touchpoints create a logistics ecosystem capable of handling everything from FMCG to industrial project cargo. MSC Saudi has also expanded its warehousing and container storage footprint in recent years, ensuring that goods can be held, consolidated, or redirected based on real-time demand shifts. This agility is especially valuable for sectors like retail, automotive, and petrochemicals where delivery schedules must remain fl uid yet reliable. For clients, the benefi t of this layered intermodal network is threefold: fl exibility in how cargo is MSC Saudi’s strong warehousing and container storage footprint ensures goods can be held, consolidated, or redirected based on real-time demand shifts “Customers trust MSC to deliver with the same high standards whether it’s in Jeddah, Shanghai, or Rotterdam” LOG_July0225_32-37_Cover Story_13647901.indd 3402/07/2025 15:51MSC SAUDI | PARTNER CONTENT 35 www.logis tic smiddleeas t .comLOGISTICS MIDDLE EAST | JULY 2025 and TEUs. It’s about understanding the tempo of domestic supply chains, the nuances of regulatory environments, and the commercial needs of Saudi customers, from industrial exporters to emerging e-commerce players. The Chinook-Clanga service was enhanced in 2025 to expand its reach, adding new connections to the US west coast and the Indian Subcontinent, reinforcing MSC’s commitment to integrated global logistics. While it already links Saudi ports like Dammam and Jubail with high-growth hubs in East Asia, the service is strategically designed to connect seamlessly with inland rail corridors and road transport routes. This means a container arriving from any worldwide destination can be effi ciently routed to Riyadh, Qassim, or even farther afi eld through MSC’s intermodal network. Crucially, MSC’s global network acts as a multiplier. By anchoring high-frequency and high-capacity routes into Saudi Arabia, it boosts the Kingdom’s attractiveness for transhipment, foreign investment, and industrial expansion. At the same time, the company ensures that Saudi exporters have reliable access to global markets on consistent schedules and with competitive freight off erings. This is where MSC Saudi distinguishes itself in a competitive market: through global coordination. A shipment routed through King Abdullah Port can connect to European port hubs and inland depots without changing carriers. That level of continuity reduces risk and increases supply chain control, which are two factors for manufacturers and traders under pressure to reduce volatility. Al-Ansari describes the approach as one of connection rather than compromise. “Whether it’s facilitating trades within the GCC or supporting major exporters with integrated solutions to Asia, Europe, and beyond, MSC is positioned to bridge regional strength with global scale.” Shipping remains the core pillar of MSC Saudi’s business 155 The number of countries MSC’s vast global network reaches LOCAL LEADERSHIP MAKING A REAL IMPACT For MSC Saudi, localisation isn’t just a box to tick but a competitive strategy, a cultural commitment, and a cornerstone of long-term resilience. Under the leadership of Al-Ansari, the company has embraced the idea that the future of logistics in the Kingdom must be built by those who know it best: the local talent. “Local leadership is about more than just having a strong presence,” Al-Ansari explains. “It’s about empowering people who understand the culture, the market, and the unique dynamics of the Kingdom.” At MSC Saudi, localisation is a company wide commitment that spans every level of the organisation, ranging from frontline operational roles to middle and senior management. The company is actively developing Saudi talent not only for customer-facing and technical positions but also for leadership roles that shape strategic decisions and drive execution. These pathways are designed to build strong internal capabilities across departments while ensuring MSC Saudi remains competitive and resilient in the long term. “We’ve made it a priority to invest in the growth and development of Saudi talent across all levels of our organisation,” says Al-Ansari. “From tailored training programmes and career development plans to leadership pathways, we are creating opportunities for Saudis to thrive within the logistics and maritime sector.” One of the most visible outcomes of MSC Saudi’s localisation strategy is its growing diversity, particularly through its commitment to gender inclusion. While logistics and shipping have traditionally been seen as male-dominated sectors, that narrative is changing, and MSC Saudi is helping lead the shift. Beyond hiring, the company is focused on creating a supportive and inclusive LOG_July0225_32-37_Cover Story_13647901.indd 3502/07/2025 15:51COVER STORY | MSC SAUDI 36 www.logis tic smiddleeas t .comJULY 2025 | LOGISTICS MIDDLE EAST these pressures reinforce the need for proactive investment and strategic foresight. The company’s response has been anything but reactive. Over the past two years, MSC Saudi has rolled out high-capacity services, invested in inland depots and intermodal rail connections, deepened localisation eff orts, and enhanced inland fl exibility. The underlying goal is clear: build a supply chain ecosystem that is as agile as it is expansive and as resilient as it is scalable. That’s especially relevant as Saudi Arabia aims to position itself not just as a regional logistics hub, but as a global one. Vision 2030 calls for tripling the Kingdom’s logistics sector by the end of the decade, an ambition that relies on private sector leaders like MSC to turn strategy into execution. As part of this eff ort, MSC is strengthening its presence across all major Saudi ports, ensuring comprehensive coverage that supports both domestic distribution and international connectivity. work environment, one where all employees feel valued, empowered, and encouraged to grow both personally and professionally. “We’re especially proud of the progress we’re making in empowering female talent,” Al-Ansari notes. “We actively recruit, support, and promote women into leadership roles, providing mentorship and the right environment for them to lead with confi dence and impact.” This culture of empowerment, underpinned by structured leadership development, has created a pipeline of high-performing Saudi professionals who not only execute but innovate. It also ensures that MSC’s local leadership team has the contextual intelligence to navigate Saudi Arabia’s rapidly evolving policy landscape, respond to customer demands in real-time, and build relationships rooted in deep trust. “Ultimately, promoting diversity and empowering locals builds strength,” says Al-Ansari. “And that is how we ensure MSC Saudi continues to grow sustainably and serve as a trusted partner in the Kingdom’s logistics transformation.” NAVIGATING COMPLEXITY, SHAPING THE FUTURE In a logistics landscape defi ned by rapid change, geopolitical uncertainty, and intensifying competition, MSC Saudi isn’t standing still; it’s leaning in. For Al-Ansari, the complexities of 2025 are not roadblocks but instead, signals to adapt, lead, and grow stronger. “In today’s landscape, we’re navigating a mix of complex challenges: global economic shifts, evolving trade patterns, environmental regulations, and an increasingly competitive regional market,” he says. Indeed, the pressures facing logistics operators today are very much multi-dimensional. Rising costs, shifting demand corridors, ESG regulations, infrastructure bottlenecks, and climate-related disruptions are all converging to challenge traditional operating models. Yet, for MSC Saudi, MSC Saudi’s logistics arm, MEDLOG, has been instrumental in building road-based distribution systems that complement sea and rail movements Intermodal connectivity is a key strength of MSC Saudi LOG_July0225_32-37_Cover Story_13647901.indd 3602/07/2025 15:51MSC SAUDI | PARTNER CONTENT 37 www.logis tic smiddleeas t .comLOGISTICS MIDDLE EAST | JULY 2025 Looking ahead, several themes will shape MSC Saudi’s next chapter. First, the expansion and optimisation of inland logistics infrastructure, including continued development of rail-linked depots, warehouse hubs, and integrated digital systems to manage cargo across multiple modes. These upgrades will enable MSC to deliver not just faster, but smarter, data-driven service. Second, sustainability will remain a core focus. As global decarbonisation mandates tighten and Saudi Arabia advances its Green Initiative, MSC Saudi is positioned to help green supply chains by shifting more volume from road to rail, adopting cleaner fuels, and reducing dwell times. The company is also embedding sustainability into its infrastructure, with its new country headquarters in Dammam to be built in collaboration with consultant agencies that prioritise the use of eco-friendly materials and technologies. Third, talent will be MSC’s greatest asset. With a young, ambitious population and a national push for workforce transformation, MSC Saudi is committed to developing the next generation of logistics leaders. The emphasis on Saudi nationals across both genders is a structural priority. Through it all, Al-Ansari is driven by a clear sense of purpose, “What keeps me up at night? Honestly, not the stress, but the ambition,” he says. “The desire to keep improving, to serve our customers better, and to contribute meaningfully to the Kingdom’s vision.” “It has been a privilege to lead MSC Saudi over the past 11 years,” he adds. “As we prepare to mark 30 years in the Kingdom, we honour the people, partners, and vision that brought us here, and we look ahead with the same passion to what’s next.” It’s a sentiment that captures MSC Saudi’s momentum: a company navigating complexity not with hesitation, but with intent. With global muscle, local leadership, and a clear national mission, MSC Saudi is infl uencing how the world connects through the Kingdom’s growing ecosystem. Al-Ansari has been the CEO of MSC Saudi since 2014 and with the company for over two decades LOG_July0225_32-37_Cover Story_13647901.indd 3702/07/2025 15:51OPINION | CONTRACT LOGISTICS 38 www.logis tic smiddleeas t .comJULY 2025 | LOGISTICS MIDDLE EAST Modern logistics practices are being applied in the Middle East to optimise supply chains and evolve with the rapidly developing markets it serves. Around the world, logistics players have had to respond to the boom in online retail, e-commerce, and the associated growth in demand for sophisticated warehousing, fulfi lment and last-mile delivery services to cater UNDERSTANDING THE EMOTIONAL CURVE OF AI IN CONTRACT LOGISTICS Middle East logistics fi rms are moving away from traditional ‘pallet in, pallet out’ methods towards AI-enhanced cross-docking setups By Trevor Stamp, Head of Contract Logistics, GAC Dubai to the expectations of an increasingly demanding and sophisticated customer base. With the Middle East’s close connections with key trade lanes and connecting Asia to Europe and the Americas, the region also had to step up its investments in core infrastructure and processes to serve a burgeoning market. MOVING BEYOND TRADITIONAL SYSTEMS That evolution is connected in part to a new business model for contract logistics. The world is moving beyond a traditional ‘pallet in, pallet out’ system and towards a future that focuses on cross-docking setups. This new method of processing cargo through warehouses is designed to boost effi cient and reduce costs to meet retail customer demands more eff ectively. The growing use of technology and digital platforms to boost visibility of cargo movements and increase the effi ciency of contract logistics Trevor Stamp, Head of Contract Logistics, GAC Dubai LOG_July0225_38-39_Opinion_13589506.indd 3802/07/2025 15:47CONTRACT LOGISTICS | OPINION 39 www.logis tic smiddleeas t .comLOGISTICS MIDDLE EAST | JULY 2025 providers is key, especially in light of the sheer scale of modern logistics operations in the Middle East. In Dubai, for example, GAC’s contract logistics operation can process enough throughput to fi ll its 4,300 m³ base, which includes more than 250,000 pallet locations and 300,000 pick faces. Such high volumes of cargo handled on a daily basis generates an even greater need for a digital structure that incorporates including automation, Artifi cial Intelligence (AI), blockchain and the Internet of Things (IoT). GAC’s recent adoption of the Manhattan SCALE platform is a clear example of that next step. By embracing AI into day-to-day operations, our teams have access to greater planning capabilities, labour management tools and forecasting elements, all of which are critical elements for contract logistics in a booming e-commerce market. “The world is moving beyond a traditional ‘pallet in, pallet out’ system and towards a future that focuses on cross-docking setups” Already, the impact is clear. Using AI to facilitate better stock accuracy and planning capabilities has boosted throughput in our Dubai hub by more than 15%. That improved effi ciency, visibility, planning, and productivity helps our customers boost their business, strategise better and ultimately thrive. EMBRACING TECHNOLOGY AND DIGITALISATION If the Middle East is to continue to fl ourish as a contract logistics market, particularly for players involved in the Middle East, to thrive in this new era, it must embrace technology and new digital ways of working. However, we must also be wary of the possible risks of the new generation of software in our processes. Some apprehension when it comes to adopting new software, particularly where AI is used, is natural. Workforces that have long been accustomed to working a certain way are likely to be wary–or even suspicious–of major changes to their day-to-day working processes. This AI phobia is closely linked to misunderstanding the benefi ts it brings to data security, effi ciency, and reliability. This is something we have experienced fi rsthand at GAC. Some of our tenured professionals have been working in a certain way for more than 25 years at our warehouses, so it was understandable that a major shakeup like this would be met with uncertainty. Making that transition whilst earning the confi dence and buy-in of the workforce is one of the biggest challenges of applying AI. We overcame that by switching on functions gradually, reallocating resources and personnel, and continuously educating our teams on using the system to their advantage to help our teams get through that emotional curve. So far, the adoption of AI-based software at GAC Dubai has been overwhelmingly successful with our wider workforce. It is the biggest shakeup and update in contract logistics we’ve seen in more than two decades and has enabled us to upskill our teams, bringing joint benefi ts to both our own people and crucially, our customers. The smart application of technology enables us to make more data-driven decisions and reinforces our already strong position in the Middle Eastern market. Despite some initial skepticism and AI-phobia, we are already starting to see the long-term competitive benefi ts. If the Middle East is to remain at the epicentre of modern logistics, then such digital transitions must be made to ensure the region’s long-term competitiveness in a rapidly evolving market. LOG_July0225_38-39_Opinion_13589506.indd 3902/07/2025 15:47Next >