ITS Logistics June Port Rail Ramp Index: Trans-Shipment Delays in Asia Signal Impending US Import Surge, Spurring Early Retail Peak
-- Backlogged empty containers and surging inbound freight are set to converge, stressing inland supply chain operations. --
ITS Logistics June Port Rail Ramp Index
RENO, Nev., June 12, 2025 (GLOBE NEWSWIRE) -- ITS Logistics today released the June forecast for the ITS Logistics US Port/Rail Ramp Freight Index. This month, the index reveals increased volumes making their way to North America with reports of trans-shipment delays in Asia, most notably in Singapore. The change signals rising East-to-West freight volumes, while outside of the terminals, empty termination problems persist, especially in Los Angeles/Long Beach. Furthermore, rail gateways for inland point intermodal (IPI) legs of ocean freight will become more congested rapidly as import surges make their way inland.
'Most ports are running at 60 to 75% capacity, suggesting port operations and vessel congestion should operate efficiently,' said Paul Brashier, Vice President of Global Supply Chain for ITS Logistics. 'However, with temporary tariff relief boosting Chinese import volumes in the second half of the retail season, there are growing concerns about whether receiving capacity can effectively absorb these volumes.'
Mid-summer typically marks the onset of back-to-school shipping activity, with fall and winter holiday merchandise still in production or on water. However, the April suspension of the Trump administration's tariffs on Chinese imports prompted many retailers to accelerate orders on inventory for the second half of the year—prompting another frontloading episode that has sent container rates surging even into early June. Last Friday, the Shanghai Containerized Freight Index (SCFI) reported a week-over-week increase of nearly 31% across all documented markets. West Coast-bound spot rates rose 58% to $6,243 per 40-foot equivalent unit (FEU), while East Coast rates increased 46% to $5,172 per container.
While the rebound in activity is a welcome relief after a 13.4% drop in import volume between April and May, the Global Port Tracker's June forecast of 2.01 million TEUs still represents a 6.2% year-over-year drop in volume—signaling shippers' ongoing hesitancy in the face of shifting global politics and economic uncertainty.
On June 11 President Trump announced a forthcoming trade agreement with China, referencing updated tariff rates of 55% on Chinese imports and 10% on United States exports. Until a final agreement is announced, there is still uncertainty in how this will affect the global supply chain for the remainder of 2025.
Outside of the terminal gates, ongoing challenges with empty container termination are placing pressure on domestic supply chain operations—particularly in Southern California. Dwell times remain elevated due to restricted return windows, limited depot availability, and more stringent return policies from ocean carriers. Many carriers have reinstated labor-intensive termination procedures not seen since the post-COVID era, while simultaneously increasing the threshold for detention-free time exemptions. These changes introduce greater administrative complexity for drayage providers and expose shippers to additional per diem or detention charges if they do not carefully review ocean contracts.
The surplus of empty containers—already straining depot space and chassis capacity—is now set to converge with a surge of frontloaded import volume from China, significantly amplifying congestion risks at ports and rail ramps. As grounded empties linger and imports move inland, shippers are likely to encounter reduced equipment availability, increased dwell times, and slower turnarounds. IPI-connected gateways should be of particular note to shippers, as summer holidays like the Fourth of July are marked by increased levels of cargo theft. Altogether, these conditions create a volatile inland environment for this unconventional peak season.
'With container termination challenges compounding port and depot congestion—and a wave of frontloaded imports moving rapidly inland—any inefficiencies could drive significant cost increases through detention costs, delays, and fraud,' Brashier advised. 'To maintain control over delivery timelines and minimize risk, shippers should consider leveraging transload, cross-dock, and one-way trucking options that offer more flexibility and security for their freight as we navigate the next few weeks.'
ITS Logistics offers a full suite of network transportation solutions across North America and distribution and fulfillment services to 95% of the U.S. population within two days. These services include drayage and intermodal in 22 coastal ports and 30 rail ramps, a full suite of asset and asset-lite transportation solutions, omnichannel distribution and fulfillment, LTL, and outbound small parcel.
The ITS Logistics US Port/Rail Ramp Freight Index forecasts port container and dray operations for the Pacific, Atlantic, and Gulf regions. Ocean and domestic container rail ramp operations are also highlighted in the index for both the West Inland and East Inland regions. Visit here for a full comprehensive copy of the index with expected forecasts for the US port and rail ramps.
About ITS LogisticsITS Logistics is one of North America's fastest-growing, asset-based modern 3PLs, providing solutions for the industry's most complicated supply chain challenges. With a people-first culture committed to excellence, the company relentlessly strives to deliver unmatched value through best-in-class service, expertise, and innovation. The ITS Logistics portfolio features North America's #18 asset-lite freight brokerage, the #12 drayage and intermodal solution, an asset-based dedicated fleet, an innovative cloud-based technology ecosystem, and a nationwide distribution and fulfillment network.
Media ContactAmber GoodLeadCoverageamber@leadcoverage.com
A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/e8346b59-1561-4f57-8bf2-915da7b81d3f
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Adjusted EBITDA is a non-IFRS financial measure defined as loss for the year/period plus depreciation and amortization, interest income, finance costs, income tax expenses/(credit), equity-settled share-based payment expenses, transaction expenses, changes in the fair value of financial instruments, non-recurring legal fees, and unrealized foreign exchange differences. Adjusted EBITDA Margin is defined as Adjusted EBITDA as a percentage of revenue. A reconciliation is provided for each non-IFRS measure to the most directly comparable financial measure stated in accordance with IFRS. Investors are encouraged to review the related IFRS financial measures and the reconciliations of these non-IFRS measures to their most directly comparable IFRS financial measures. IFRS differs from U.S. GAAP in certain material respects and thus may not be comparable to financial information presented by U.S. companies. We currently, and will continue to, report financial results under IFRS, which differs in certain significant respects from U.S. GAAP. 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All statements other than statements of historical fact contained in this communication, including, but not limited to, statements as to the Group's growth strategies, future results of operations and financial position, market size, industry trends and growth opportunities, are forward-looking statements. Some of these forward-looking statements can be identified by the use of forward-looking words, including 'outlook,' 'believes,' 'expects,' 'potential,' 'continues,' 'may,' 'will,' 'should,' 'could,' 'seeks,' 'predicts,' 'intends,' 'trends,' 'plans,' 'estimates,' 'anticipates' or the negative version of these words or other comparable words. All forward-looking statements are based upon estimates and forecasts and reflect the views, assumptions, expectations, and opinions of the Company, which are all subject to change due to various factors including, without limitation, changes in general economic conditions. Any such estimates, assumptions, expectations, forecasts, views or opinions, whether or not identified in this communication, should be regarded as indicative, preliminary and for illustrative purposes only and should not be relied upon as being necessarily indicative of future results. The forward-looking statements and financial forecasts and projections contained in this communication are subject to a number of factors, risks and uncertainties. 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What Trump's Real Estate Deals Teach Business Owners About Building Wealth
President Trump has captured the spotlight since the mid-2010s as a political figure. His first presidency came as a surprise in 2016. After losing the 2020 election, he became the second president in history to lose a reelection bid before winning again. Trending Now: Read Next: Since Trump has become synonymous with politics for a decade, it's easy to forget that he became a successful real estate investor and has plenty of insights to share. Ironically, his real estate career has been just as volatile as his presidency. Trump amassed great fortunes with strategic real estate investments in the 1980s and became a household name. Then, he almost lost everything in the 1990s and ascended to new heights in the 2000s. Trump's real estate deals offer plenty of valuable lessons for aspiring investors and people who want to make their mark in the world. It's not practical for everyone to get started with large real estate properties, but it should be an aspiration. Trump doesn't invest in single-family homes and that isn't how he made his mark in the beginning. In fact, his first deal was a 1,200-unit apartment complex in Cincinnati that he and his father bought. Check Out: Not everyone can start with that type of deal. Some investors accumulate multiple single-family homes before they move on to apartments. However, Trump explained the logic of investing in large-scale properties in 'The Art of the Deal.' 'It takes almost the same amount of energy to manage 50 units as it does 1,200-except that with 1,200, you have a much bigger upside,' he said. President Trump used a lot of debt to finance his deals. If he needed all of the cash ready to go, he wouldn't have the real estate empire that he has today. He used advanced strategies to minimize his investments in some properties. For instance, Trump secured an option agreement to purchase the Commodore Hotel from the bankrupt Penn Central. This gave him the option but not the obligation to buy the property. While waiting, he leveraged political connections and New York City's steady decline in the 1970s to get a sweetheart deal on the property. He received an unprecedented 40-year tax break on the property that only ended in 2020. Few investors can capitalize on those types of strategies. Trump had established himself as an ambitious real estate developer at a time when New York City was reeling economically. However, his organization has also taken out many loans. Over-leverage almost wiped him out in the 1990s, demonstrating the risk of this strategy. However, leverage is one of the quickest ways to scale a real estate portfolio. Trump didn't buy a property just for the sake of buying it. His book 'The Art of the Deal' explores intricate details of multiple deals. While you can buy stocks in a matter of seconds, Trump's description of multi-year build-ups leading up to deals resembles chess masters duking it out on the board. Waiting multiple years to swoop in allowed Trump to capitalize on bad market conditions. He also got to take advantage of competitors who were in weakened states and desperate to make deals. When a competitor is desperate to make a deal, it's easier for investors like Trump to find undervalued deals. He explained in 'The Art of the Deal' that he had to acquire Bonwit Teller to build Trump Tower. He mentioned that Genesco would likely try to get out of the deal as multiple wealthy investors approached them. However, Trump had been eying this property for years and had a one-page letter of intent from the seller. He detailed the smart and ruthless approach that allowed him to use this letter as leverage to secure a great deal at a great price. 'I could have litigated it and held up any sale of the Bonwit property for several years. Naturally, I let Genesco know I fully intended to do just that if they reneged on my deal. With creditors breathing down their necks, Genesco, I knew, didn't have a lot of time,' he said. Knowing yourself can help you find great deals. Knowing when the competition is weak may help you capitalize on extraordinary opportunities, especially if you have leverage. Editor's note on political coverage: GOBankingRates is nonpartisan and strives to cover all aspects of the economy objectively and present balanced reports on politically focused finance stories. You can find more coverage of this topic on More From GOBankingRates Mark Cuban Warns of 'Red Rural Recession' -- 4 States That Could Get Hit Hard 10 Unreliable SUVs To Stay Away From Buying 7 Tax Loopholes the Rich Use To Pay Less and Build More Wealth This article originally appeared on What Trump's Real Estate Deals Teach Business Owners About Building Wealth Sign in to access your portfolio