November is becoming a decisive month for logistics companies as the final quarter of 2026 enters its busiest period.

The traditional peak-season patterns are proving difficult to predict. Freight rates on the Asia–US trade lane remain relatively high despite weakening import demand, while ocean carriers continue adjusting capacity through blank sailings to support pricing.

Air freight is experiencing a different kind of pressure. Demand for urgent shipments from China is pushing rates higher, creating additional challenges for exporters that have not secured capacity in advance.

Beyond these immediate developments, several strategic moves are changing the competitive landscape. India is investing heavily in container manufacturing, COSCO is developing faster multimodal connections between China and Brazil, and consolidation among freight forwarders is creating larger competitors in the mid-market segment.

Together, these developments highlight an increasingly complex environment in which businesses must balance short-term shipping decisions with longer-term supply chain planning.

Ocean Carriers Continue Reducing Capacity Despite Softer Demand

Container shipping companies are responding to weaker demand by carefully managing available vessel capacity.

On the Asia–US corridor, six blank sailings have been announced for the coming week, compared with five previously.

These cancellations reflect a deliberate effort by carriers to prevent excess capacity from pushing freight rates downward.

Ordinarily, declining demand would be expected to create more favourable pricing conditions for shippers. However, when carriers remove scheduled sailings, the available supply of container space decreases as well.

This creates a market in which demand may be weakening without producing a corresponding decline in freight rates.

Some freight forwarders are reporting greater booking flexibility, suggesting that securing space is becoming easier on certain services.

Nevertheless, carriers appear determined to maintain their pricing position through the remainder of the year.

For importers and exporters, the challenge is distinguishing between genuine improvements in market conditions and temporary capacity adjustments.

Companies should monitor sailing reliability, available space and actual booking rates rather than relying exclusively on broader demand indicators.

China–US Air Freight Rates Rise as Peak-Season Pressure Builds

Air cargo is experiencing substantial upward pricing pressure as businesses accelerate shipments ahead of the year-end period.

Rates from China to the United States have reached approximately $7.46 per kilogram, representing an increase of around 33% compared with five weeks earlier.

This places pricing close to the elevated levels observed during the previous year's peak season.

The increase creates immediate consequences for Asian exporters, particularly businesses shipping time-sensitive products or inventory needed before the holiday period.

Companies that secured air freight capacity earlier may be better positioned to manage costs.

Those entering the market later could face higher rates, limited availability or longer booking lead times.

The strength of the air cargo market is also reflected in the performance of major logistics providers.

FedEx reported quarterly revenue of $22.9 billion, representing 12% growth, against a backdrop of strong demand for transportation services.

For shippers, the practical priority is to identify which shipments genuinely require air transportation and which can be moved through alternative modes.

Careful inventory planning and early capacity reservations may help reduce exposure to further rate increases during November and December.

Scan Global Logistics and OIA Global Move Toward a Major Merger

Consolidation continues to reshape the international freight forwarding industry.

Scan Global Logistics has agreed to acquire OIA Global in a transaction expected to create a combined business generating more than $3.6 billion in gross logistics revenue.

The acquisition is expected to close during the first quarter of 2027.

This development is particularly significant for the mid-market forwarding segment, where companies compete by combining international network coverage with specialised customer service.

A larger combined organisation could strengthen its ability to negotiate with carriers, expand its geographic reach and provide integrated logistics solutions.

For beneficial cargo owners operating across Asia-Pacific, the merger may introduce another major competitor for regional freight contracts.

However, the ultimate impact will depend on how successfully the two companies integrate their operations.

Network consolidation, service consistency, technology integration and customer account management will all influence the experience of existing and prospective clients.

Shippers should follow developments in the combined company's regional coverage and service portfolio as the integration progresses.

India Invests in Domestic Container Production

India is pursuing a major expansion of its container manufacturing capabilities.

The country has committed approximately $1 billion to developing domestic production, with the ambition of reaching around 750,000 TEUs of manufacturing capacity.

This would represent roughly ten times its current output.

The initiative is designed to reduce dependence on containers manufactured in China, which currently accounts for a dominant share of global production.

For India, establishing a stronger domestic manufacturing industry could improve equipment availability and strengthen the resilience of its export logistics infrastructure.

Over time, local production may also help reduce certain equipment-related costs and improve access to containers for Indian exporters.

However, the broader impact will depend on the industry's ability to scale efficiently, maintain competitive manufacturing costs and meet international quality standards.

The effects are unlikely to be immediate.

Container manufacturing requires industrial capacity, reliable raw material supplies, skilled labour and consistent demand.

For supply chain planners evaluating developments over the next three to five years, India's investment represents an important structural change worth monitoring.

If successful, it could gradually diversify global container production and reduce the industry's concentration in a sing

CMA CGM Strengthens Its Position as New Vessel Capacity Approaches

Competition among the world's largest container shipping companies continues to evolve.

During the first half of 2026, CMA CGM demonstrated particularly strong growth and moved ahead of A.P. Moller–Maersk on the profitability measure highlighted in the market comparison.

Meanwhile, MSC continues expanding its lead in overall container shipping capacity.

These developments are taking place as the industry prepares for another significant wave of new vessel deliveries.

Approximately seven million TEUs of additional capacity remain in the order pipeline across major carriers.

As these vessels enter service, the balance between supply and demand could change considerably.

If global trade volumes fail to absorb the additional capacity, shipping companies may face stronger pressure to reduce freight rates.

For cargo owners, this creates the possibility of more competitive transportation costs during 2027.

However, the transition may be uneven.

Carriers can continue adjusting schedules, withdrawing capacity or changing service networks to manage market conditions.

The first quarter of 2027 could therefore remain volatile as new vessels enter the market while demand patterns are still uncertain.

Rather than assuming freight rates will decline immediately, shippers should prepare for several possible pricing scenarios.

COSCO Develops a Faster China–Brazil Multimodal Connection

Another development worth following is COSCO's sea-air logistics connection between China and Brazil.

The service is designed around an approximately 30-day transportation solution that combines different modes of freight movement.

Such multimodal arrangements reflect growing interest in alternatives to conventional point-to-point ocean transportation.

For companies trading between Asia and South America, the ability to combine transportation modes may provide additional flexibility when balancing delivery times and costs.

These solutions can be particularly relevant for shipments that require faster delivery than traditional ocean services can provide but do not justify the expense of moving entirely by air.

The commercial success of these services will depend on pricing, schedule reliability, cargo handling and the efficiency of transfers between transport modes.

Nevertheless, the development illustrates how logistics providers are experimenting with new corridor strategies to meet changing customer requirements.

Connected Planning Becomes More Important for Supply Chain Performance

Beyond freight market developments, supply chain planning technology is receiving increasing attention.

In a recent Let's Talk Supply Chain Asia discussion with Purush Ram, Vice President Asia Pacific at Anaplan, the conversation focused on the operational costs created by delays in planning and decision-making.

Many organisations continue to rely on disconnected spreadsheets, fragmented information and planning processes that respond to events only after they have occurred.

These delays can affect inventory management, transportation decisions and overall supply chain efficiency.

Connected planning approaches aim to improve coordination by allowing teams to work with more consistent information across different business functions.

For companies operating in volatile logistics markets, the ability to respond quickly to changing demand and transportation costs can provide a meaningful operational advantage.

The discussion explores how reducing delays between information and action can help organisations make more effective supply chain decisions.

Watch the conversation: https://lnkd.in/e54eMCQx

Globy Explores the Challenges Facing Digital Freight Marketplaces

Digital freight platforms continue to attract attention across the logistics industry, but successful adoption remains a challenge.

In a recent conversation with the Globy team, Let's Talk Supply Chain Asia examined what makes a B2B freight marketplace valuable to logistics professionals.

The discussion explored the differences between building a digital platform and creating a service that businesses consistently trust and use.

Technology alone does not guarantee commercial adoption.

Freight marketplaces must address practical industry requirements, including reliable information, effective communication, transparency and the ability to support real transactions.

For logistics operators, the value of a digital marketplace depends on whether it makes everyday commercial processes easier.

The conversation also considered why some freight technology initiatives struggle to move beyond initial interest and achieve sustained participation.

These questions are particularly relevant as logistics companies continue investing in digital procurement, freight discovery and online business development.

Listen to the Globy discussion: https://lnkd.in/dmpvuXN3

Quality Management Takes Centre Stage in Asian Supply Chains

Quality assurance is another area undergoing change as companies adjust their sourcing strategies.

An upcoming discussion with QIMA will examine how quality management is evolving across Asian supply chains.

As businesses diversify production locations and reconsider sourcing relationships, inspection requirements and supplier verification processes are becoming increasingly important.

Nearshoring initiatives, shorter product development cycles and tighter audit schedules can create additional pressure on quality management teams.

Companies must maintain consistent standards while responding to changing supplier networks and production timelines.

The upcoming conversation will explore how organisations can manage these challenges while maintaining operational efficiency and product reliability.

Freight Contract Decisions Become Critical Ahead of 2027

One of the most important questions facing shippers is whether to secure freight contracts before the end of 2026 or wait for potential rate reductions in 2027.

The large volume of new vessel capacity scheduled for delivery suggests that transportation prices could eventually soften.

However, carriers are already demonstrating their willingness to manage supply through blank sailings.

This means lower demand does not necessarily translate into immediate savings.

For businesses with essential shipments scheduled for January and February, waiting for a significant market correction introduces uncertainty.

A balanced approach may involve securing sufficient contracted capacity for critical cargo while maintaining some flexibility for spot-market opportunities.

The objective is not necessarily to predict the lowest possible freight rate.

It is to protect operational continuity while managing exposure to unnecessary transportation costs.

Shippers should evaluate their contract strategies according to shipment urgency, inventory requirements, service reliability and tolerance for price volatility.

Industry Visibility Is Becoming a Long-Term Competitive Advantage

Another important theme emerging across the Asian supply chain industry is the value of consistent market engagement.

Participation in industry conferences, professional discussions and educational content creates opportunities for businesses to build relationships and establish credibility.

Recent observations from the CPO Summit in Malaysia highlighted a noticeable difference between companies that maintain an active industry presence and those that participate only occasionally.

The organisations that consistently contribute to professional conversations can become more familiar to potential customers, partners and industry stakeholders.

This visibility does not necessarily depend on having the largest marketing budget.

It often comes from sustained participation, useful insights and a willingness to contribute to discussions that matter to the market.

For logistics companies, thought leadership can support long-term business development by strengthening trust and recognition.

Industry engagement should therefore be viewed as an ongoing strategic activity rather than a short-term promotional campaign.

Opportunities for Supply Chain Industry Partnerships

Let's Talk Supply Chain Asia continues to provide opportunities for logistics and supply chain businesses to participate in industry conversations.

The Global Logistics Pulse newsletter reaches more than 3,000 supply chain decision-makers each month.

Its full-issue sponsorship package includes three placements: an opening banner, a mid-content feature, and a closing call to action.

For businesses seeking broader content collaboration, the LTSC Asia Core Package combines a dedicated episode with supporting promotional activities.

These include pre-production scripting, three short-form video clips, targeted paid promotion, a blog feature, and organic distribution through LTSC channels.

The objective is to help participating companies communicate their expertise while reaching relevant supply chain audiences.

Businesses interested in upcoming sponsorship or partnership opportunities can contact the Let's Talk Supply Chain Asia team directly.

Conclusion: Preparing for an Uncertain End to 2026

November's logistics developments reveal a market moving in several directions simultaneously.

Ocean freight demand is softening, yet carriers are actively restricting capacity to defend rates.

Air freight prices are rising as exporters compete for space during the final weeks of peak season.

Major freight forwarding companies are consolidating, while countries such as India are investing in new infrastructure to strengthen their long-term logistics capabilities.

At the same time, the global container shipping industry is preparing for a substantial increase in vessel capacity that could reshape pricing conditions during 2027.

For shippers, these developments reinforce the importance of flexible planning and informed contract decisions.

Securing critical transportation capacity, monitoring carrier behaviour and evaluating alternative logistics solutions can help businesses navigate the coming months.

For logistics providers, the priorities extend beyond transportation.

Digital adoption, service reliability, quality management and consistent engagement with the wider industry are becoming increasingly important competitive factors.

The companies best positioned for 2027 will be those that combine disciplined short-term decisions with a clear understanding of the structural changes taking place across global supply chains.

Follow Let's Talk Supply Chain Asia for further insights, industry discussions and updates on the latest developments shaping logistics and supply chain markets across Asia.

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