TURNING TO THE REAL WORLD

From this fictional world the conference switched its attention to real-world disruption. Throughout the week, the spectre of geopolitical risk loomed large. One shocking announcement, still in the proposal stage, was an Office of the United States Trade Representative plan to impose $1.5 million port call fees on vessels built in China, reflecting the volatility of early-pandemic trade impacts. If implemented, this proposal could disrupt supply chain planning like the COVID-19 supply chain shocks of 2021 and 2022, leading to significant port congestion and elevated freight rates reminiscent of that period.

At TPM25, a key topic was the unpredictable use of tariffs. The uncertainty around if, when and how these tariffs would be implemented challenges supply chain managers more than the tariffs themselves. A proposed 25% tariff on all imported cars and various country-specific tariffs create additional uncertainty. The lack of a structured process complicates investment planning, supplier management and cost forecasting. This instability affects global trade and logistics, increasing costs for downstream producers, complicating demand forecasting for port operators and undermining trust in global sourcing for supply chain leaders. It introduces more external risks for Australia, which should be a key issue now that we are in an election cycle. These uncertainties have shifted focus from cost savings to resilience as a critical boardroom priority.

For those navigating this new environment, TPM is no longer just a contract negotiation venue or the “carrier’s spring break”, it’s a strategic compass. The TPM conference began as the Trans-Pacific Maritime Conference 25 years ago. It was initially a modest, US-based event for shippers and shipping lines to negotiate Trans-Pacific contracts. This year, on its 25th anniversary, founder Peter Tirschwell took to the stage to reflect on its transformation into the premier global forum for ocean logistics.

Mr Tirschwell walked us through some of the pivotal events shaping our sector: from the post-9/11 disruption to China’s WTO entry, from the collapse of Hanjin to the Suez Canal blockage, and from the rise of mega-ships to Maersk’s push to become an integrated logistics provider. Through all this, TPM grew—not just in attendance but in relevance.

MARITIME INDUSTRY IN ONE VENUE

What sets TPM apart is its ability to bring together shippers (BCOs), global forwarders and carriers in one venue. This discussion extends beyond North America — it has grown into a truly international platform for debating strategic directions, testing technology and building relationships.

Its founder, Peter Tirschwell, aimed to create an independent, value-generating event that addresses genuine challenges BCOs face. During a post-conference debrief, he shared with me: “TPM has consistently grown over 25 years on the basis of a journalistically independent and robust program designed to create value for BCOs by addressing pain points including growing disruption in container shipping.”

What sets TPM apart is its ability to bring together shippers, global forwarders and carriers in one venue.

TPM25 is now a global village in Long Beach, CA. TPM represented a complete takeover of Long Beach. For every official attendee, there are two additional supply chain professionals in Long Beach who are taking meetings and contributing to the conference. Many companies brought full teams and set up pop-up offices and branded meeting spaces throughout the city. The sidewalks buzzed with activity; all Long Beach hotel conference rooms and lobbies transformed into makeshift negotiation spaces, while every coffee shop served as a strategy hub.

One notable example was how the ONE team elevated the experience by creating the Ocean Network Express (ONE) lounge just across from the Convention Center. It buzzed with activity and strategically situated next to the infamous Irish pub that transforms into a freewheeling industry meeting place every night of TPM week. The real magic of TPM often occurs in these spontaneous spaces, where a 10-minute conversation can lead to a multimillion-dollar deal or a breakthrough collaboration.

SMART CONTAINERS IMPACTING SUPPLY CHAIN

At TPM25, I was honoured to chair the Smart Box Roundtable titled “Are Smart Containers Going to Transform the Global Supply Chain?” Smart, IoT-enabled containers promise unmatched visibility, efficiency and control throughout supply chains. But how close are we to realising that promise? We explored the challenges and adoption of smart containers, which could significantly enhance resilience for those in volatile logistics in the next decade. A consensus emerged: fragmented supply chain data is ending. Stakeholders are uniting around real-time collaboration and shared standards. For many, smart containers have become essential to global supply chains.

TPM25 reminded us that in an increasingly fragmented world, forums like this are more crucial than ever. The conversations, insights, and connections forged in Long Beach help shape our industry’s direction for the upcoming year. If you work in global logistics, I encourage you to make the trip at least once. There is no better place to truly appreciate the international scale of our industry, engage in the most relevant and thought-provoking discussions, and meet friends, old and new, at the pinnacle of global freight dialogue.

Thanks to Peter Tirschwell, Eric Johnson, Mina Patel and the JOC team for curating such a vital event. Your dedication makes TPM central and imperative to the global supply chain conversation.

Peter Creeden is a seasoned global supply chain executive and managing director of MPC International

This article appeared in the April | May 2025 edition of DCN Magazine