NOL LINE

The company Neptune Orient Lines began life in 1968 as Singapore’s national shipping line, wholly owned by the Singapore Government just as it was becoming clear that containerisation was the way of the future.
Today, NOL Group has grown to be a major force in global container transportation and logistics through our industry-leading container transport brand APL and our supply-chain management arm APL Logistics. We have more than 11,000 staff globally and transport more than two million forty-foot containers each year.
A key event in the life of our company was a 1997 merger which saw the coming together of two complementary leaders in the global supply chain. This combined the strengths of Singapore based NOL Group with APL (formerly American President Lines), a company with roots back to the early days of the United States’ rise as a global industrial power. As such, our heritage actually dates back to 1848 when APL’s first precursor was established. In 2008 our company will celebrate 160 years of life.
Going for goldAmerican entrepreneur William Henry Aspinall had the good fortune to found the Pacific Mail Steamship Company (later to become American President Lines) to work the Oregon to Panama mail run with his first vessel the S.S. California just in time to catch an explosion of demand following the discovery of gold in California.
Trialing a San Francisco to China run with its vessel The Colorado in 1867, the company went on to add US West Coast capabilities in the 1870’s and launch the first Far East service connecting California with Yokohama and Hong Kong in 1895.
By the 1940’s the company was nationalised for a period after expanding rapidly under the charismatic ownership of timber magnate Robert Dollar. It was re-named American President Lines just prior to the Second World War, which saw many of the vessels in the APL fleet in active wartime service. Further details on APL’s rich history are here Out of the boxAmerican President Lines was one of the first shipping lines in the world to sense the customer benefits of containerisation. In 1958 APL’s CEO Ralph Davies, an oil-man, ordered a fact-finding mission to 26 major ports to assess readiness for containers around the world. Despite a skeptical industry, around 25% of all APL cargoes in the Pacific were containerised a decade later, with the figure leaping to nearly 60% by 1973. The exponential growth in world trade that accompanied containerisation has remained a key growth driver for both APL and NOL. For more than 25 years world trade has been growing twice as fast as the world economy, fuelled by the growing trend towards global manufacturing.
Birth of NOL
On the other side of the Pacific, Neptune Orient Lines Limited was formed in December 1968 by the Singapore Government in an effort to develop and support the newly-independent Republic’s economy.
The company’s initial fleet of just five vessels faced tough competition from well-established players during those early days including large British and European consortia which had dominated the major trade routes since the 1820’s.
Against tremendous odds, NOL charted a path of growth – expanding into new trades with new services. By 1973 the company’s fleet was 20-strong and by the mid-1970s NOL had turned its first profit under the leadership of Managing Director Goh Chok Tong, who went on to become Singapore’s second Prime Minister.
In its early days NOL, as a young company, was not tied either to tradition or a large fleet of soon-to-be outmoded ships. Flexibility and creative thinking became the company’s hallmark.
The 1970s marked the true era of containerisation – an opportunity which NOL seized with investments in new purpose-built vessels. NOL entered the Asia-Europe trade as part of the ACE consortium with partners OOCL and K Line, while the company’s foray into the key Trans-Pacific trade began with a standalone service.
The company’s highly successful Initial Public Offering (IPO) in 1981 reflected a ‘coming of age’ for NOL, raising S$155 million to fuel further growth, expand the company and diversify ownership beyond the Singapore Government. As NOL continued to broaden its horizons around the world, it reinforced its position at home as one of Singapore’s leading corporates with the opening of a global headquarters, the NOL Building, in 1983.
The maturing NOL Group continued to grow landside capabilities to augment its liner business, and by the early 1990s had diversified into the lightering business with oil and petroleum product tankers – under the brands AET (American Eagle Tankers) and NAS (Neptune Associated Shipping).
Joining forcesPrior to joining forces with NOL, APL continued to build on its reputation for service innovation by investing strongly in ‘inter-modal’ capabilities - the seamless transfer of containerised shipments between ship, train, and truck.
APL grabbed superior transit times and reliability for customers and led the pack in visibility via tracking technology. Notably, in 1984 it introduced ‘stacktrain’ technology to double train capacity by stacking containers two-high on specially designed railcars. During the early 1990’s the company grew its liner network in China.
The coming together of NOL Group and APL in 1997 provided the critical mass to compete globally on the major container trades and also brought with it key terminal hubs in Asia and North America along with the valuable intermodal transport network in the US.
Following the merger, APL was adopted as the major container shipping brand for customers, while NOL remained as the holding company listed on the Singapore stock exchange and the well-known face of the company for investors.
The company’s capability at managing supply chains became an area of increasing focus. This saw APL Logistics established as a separate business unit in 2001, along with sustained investment in leading-edge IT systems and e-commerce tools to support the operating companies.
The company has supported customer trends towards ‘modularisation’ of manufacturing. Industries such as electronics and automotive have trained their suppliers to make standard components, such as car transmissions, or sub-assemblies that can be used in a range of products, allowing much greater flexibility and the ability to source materials from a range of production locations globally.
As part of this move to broaden and strengthen its container transportation services, NOL completed the divestment of its tankering businesses AET and NAS in 2003, to concentrate on the company’s core liner and logistics services.
The Singapore Government has been a strategic shareholder in the company from the time of NOL’s formation in 1968. As at November 2006 the shareholding of Singapore’s Government-owned investment company Temasek Holdings stood at 68% of NOL’s issued capital.
In recent years the burgeoning container trade from Asia – particularly China – has enabled NOL to pursue strategic growth and leverage the company’s expertise in Asia. With our strong global presence the Company has been well placed to service explosive growth in international trade flows.
NOL todayThe NOL Group’s brands, APL and APL Logistics, are leaders in the global container transportation industry with more than 11,000 employees providing services in over 140 countries. NOL is the largest shipping and transportation company listed on the Singapore Stock Exchange (SGX).
We are active in tackling a range of key issues in the global supply chain on behalf of our customers including changing security requirements, the increasing importance of China and India, challenges facing the Panama Canal and infrastructure-related congestion in North America.
As we move towards 2010 the company remains even more focused on the product-sourcing requirements and international transport needs of our global customer base.

NACHIPA LINE

The history of Naviera Chilena del Pacífico S.A. (NACHIPA) began when Mr. Arturo Fernández Zegers, a visionary businessman, entered the maritime business world. In the early years, he supplied the Braden Cooper Company – El Teniente Mine - with scrap iron until in the face of dwindling reserves, he acquired an old dredger for scrap, but saw that he could transform it into a merchant ship. The steamship that emerged became the “Huelén”, Don Arturo’s first venture– albeit unsuccessful – into the ship owning business. Nevertheless, the maritime idea had already taken hold of the visionary young entrepreneur. With experience under his belt, his great energy and formidable business skills, Don Arturo Fernández joined Mr. Ivor Davis – along with a select group of investors – to create the shipping company, Naviera Chilena del Pacífico S.A. Thus, on June 30, 1948, NACHIPA was authorized to enter and develop the maritime, fluvial, lake & land transport industry.Despite the difficulties of the post-war era, the shipping project was finally afloat and ready to set sail. With the acquisition of the “Don Thompson” steamship from Compañía Carbonífera e Industrial de Lota, NACHIPA began transporting the coal company’s own mineral. NACHIPA’s first vessel was baptized “Algarrobo”.
From that point onwards, new ships were acquired and new transport contracts secured, thereby offering & implementing maritime services in line with the needs of the industry and transforming NACHIPA into an ever improving company.
Coal, Chilean nitrates, copper, iron, forestry products, fertilizers and grains all travel aboard NACHIPA’s ships. With the Chilean flag flying proud, they develop new traffic routes hand-in-hand with the various import & export industries of our country and the other American nations. A national company, a great family, whose spirit has enabled it to overcome each of the hurdles posed along its path, always attentive to the ever changing and demanding needs & requirements of the shipping business. Through the acquisition of ships with greater cargo capacity & technology, NACHIPA sails toward the future, with more than half a century's experience in its wake.

MOL LINE

The iron-hulled steamer HIDEYOSHI MARU begins ocean transport of Miike coal from Kuchinotsu (Japan) to Shanghai.
1884
Osaka Shosen Kaisha (OSK Lines) is founded.
1930
The high-speed cargo ship KINAI MARU is launched, and covers the Yokohama-New York route in 25 days and 17.5 hours, well below the industry average of 35 days.
1939
The ARGENTINA MARU and BRASIL MARU are built and launched as cargo/passenger liners on the South America route. These vessels represent the state-of-the-art in Japanese shipbuilding at the time.
1942
Mitsui & Co. spins off its shipping department to create Mitsui Steamship Co., Ltd.
1961
World's first automated ship, the KINKASAN MARU, with an engine room operated entirely from the bridge, is launched. Automation reduces the number of seafarers from 52 to 38.
1964
Japan's shipping industry undergoes a major consolidation, with mergers creating six companies -- Mitsui O.S.K. Lines, Ltd. (MOL) by a merger of OSK Lines and Mitsui Steamship, Japan Line, Ltd. (JL) by a merger of Nitto Shosen and Daido Kaiun, and Yamashita-Shinnihon Steamship Co., Ltd. (YSL) by a merger of Yamashita Kisen and Shinnihon Kisen.
1965
Japan's first specialized car carrier, the OPPAMA MARU, is launched.
1968
MOL, JL, and YSL launch the full containerships AMERICA MARU, JAPAN ACE, and KASHU MARU, respectively, on the Japan-California route.
1983
LNG carrier SENSHU MARU is launched.
1989
Japan's first full-fledged cruise ship, the FUJI MARU, is launched, ushering in the era of leisure cruises in Japan.Navix Line is established by the merger of JL and YSL.
1990
The Fuji Maru's sister ship, the NIPPON MARU, joins the fleet.
1993
Crew training school is established in Manila.
1994
MOL Safety management System is certified under ISM Code and ISO9002.
1995
Container route service through a strategic international tie-up called The Global Alliance (TGA), begins.The first double hull very large crude carrier (VLCC) the ATLANTIC LIBERTY, is launched.
1996
Liner business department acquires ISO9002 certification.
1998
The New World Alliance (TNWA) is inaugurated.Car carrier division earns ISO9002 certification.
1999
New Mitsui O.S.K. Lines is established by the merger of MOL and Navix LineMOL Japan is established.
2000
MOL Environmental Policy Statements are issued.
2001
MOL Group Corporate Principles are established.
2003
All departments at the Head Office and MOL-operated vessels acquire ISO14001.
2005
MOL participates in the UN-backed Global Compact.
2007
Safety Operation Supporting Center is established in the Head Office.MOL Group logo mark is introduced.Training vessel SPIRIT OF MOL is launched

MATSON LINE

Matson Navigation Company's long association with Hawaii began in 1882, when Captain William Matson sailed his three-masted schooner Emma Claudina from San Francisco to Hilo, Hawaii, carrying 300 tons of food, plantation supplies and general merchandise. That voyage launched a company that has been involved in such diversified interests as oil exploration, hotels and tourism, military service during two world wars and even briefly, the airline business. Matson's primary interest throughout, however, has been carrying freight between the Pacific Coast and Hawaii.
In 1887, Captain Matson sold the Emma Claudina and acquired the brigantine Lurline, which more than doubled the former vessel's carrying capacity. As the Matson fleet expanded, new vessels introduced some dramatic maritime innovations. The bark Rhoderick Dhu was the first ship to have a cold storage plant and electric lights. The first Matson steamship, the Enterprise, was the first offshore ship in the Pacific to burn oil instead of coal.
Development of Tourism
Increased commerce brought a corresponding interest in Hawaii as a tourist attraction. The second Lurline, with accommodations for 51 passengers, joined the fleet in 1908. The 146-passenger ship S.S. Wilhelmina followed in 1910, rivaling the finest passenger ships serving the Atlantic routes. More steamships continued to join the fleet. When Captain Matson died in 1917 at 67, the Matson fleet comprised 14 of the largest, fastest and most modern ships in the Pacific passenger-freight service. When World War I broke out, most of the Matson fleet was requisitioned by the government as troopships and military cargo carriers. Other Matson vessels continued to serve Hawaii's needs throughout the war. After the war, Matson ships reverted to civilian duty and the steamers SSs Manulani and Manukai were added to the fleet - the largest freighters in the Pacific at that time.
The decade from the mid-20s to mid-30s marked a significant period of Matson expansion. In 1925, the Company established Matson Terminals, Inc., a wholly owned subsidiary, to perform stevedoring and terminal services for its fleet. With increasing passenger traffic to Hawaii, Matson added the S.S. Malolo in 1927. The Malolo was the fastest ship in the Pacific, cruising at 22 knots. Its success led to the construction of the liners Mariposa, Monterey and Lurline between 1930 and 1932.

Wartime Service
Immediately after the December 7, 1941 attack on Pearl Harbor, the passenger liners Lurline, Matsonia, Mariposa and Monterey, and 33 Matson freighters were called to military service. The four passenger liners completed a wartime total of 119 voyages, covered 1 1/2 million miles and carried a total of 736,000 troops. The post-war period for Matson was somewhat difficult. The expense of restoration work proved to be very costly and necessitated the sale of the Mariposa and Monterey, still in wartime gray. In 1948, the Lurline returned to service after a $20 million reconversion. Two new Matson hotels were built on Waikiki in the 1950s, the SurfRider in 1951 and the Princess Kaiulani in 1955. In 1955, Matson undertook a $60 million shipbuilding program which produced the South Pacific liners Mariposa and Monterey, and the rebuilt wartime Monterey was renamed Matsonia and entered the Pacific Coast - Hawaii service.

Introducing Containerization in the Pacific
In 1956, a research department was established and its first major assignment was to develop the most modern, efficient and economical means of transporting cargo to and from Hawaii. The result was Matson's freight containerization program, which revolutionized Pacific cargo carrying. In 1958, Matson’s S.S. Hawaiian Merchant departed San Francisco Bay carrying 20 containers on deck, inaugurating containerization in the Pacific. When the Hawaiian Citizen entered service in April 1960, with a capacity for 436 24-foot containers, it was the first all-container carrier in the Pacific service. The fleet improvement program continued, with Matson freighters converted to combination container and bulk sugar or to container and automobile carriers.
With the focus on containerization growing, Matson divested itself of all non-shipping assets, including its Waikiki hotels, which were sold to the Sheraton Corporation in 1959.
A major ship construction program was undertaken in the late 1960s. When the S.S. Hawaiian Enterprise (later named Manukai) entered service in March 1970, it carried a record load of 1,165 containers and clipped more than a day from the regular 5 1/2 day run from the mainland to Hawaii. Also in 1970, in line with the decision to concentrate on its Pacific Coast-Hawaii freight service, Matson sold its passenger vessels and suspended its Far East service. In 1969, Matson became a wholly owned subsidiary of Alexander & Baldwin, Inc., strengthening the business ties that formally date back to 1908, when A&B invested $200,000 to acquire a minority interest in Captain Matson’s company.

Building a Service Designed to Meet a Growing Hawaii Economy
With the focus sharpened, Matson concentrated its efforts on developing a fleet of the finest containerships in the Pacific Coast - Hawaii service and on modernizing and otherwise improving terminal operations. This effort resulted in the construction of the containerships Manulani, Manukai, Maui, Kauai, and the ro-ro vessels Lurline and Matsonia. In 1985, two unique container barges, the Haleakala and Mauna Loa, were introduced to Matson's Neighbor Island fleet. In 1991, the ro-ro Neighbor Island barge, Waialeale, was constructed and added to Matson's Neighbor Island Service and in 1992, the diesel-powered containership MV R. J. Pfeiffer was added to the fleet.
Equally important, Matson focused on developing an industry-leading Customer Support Center in the 1990s, providing customers with “one call does it all” customer service. That effort resulted in the creation of a Customer Support Center in Phoenix in 1995. The philosophy behind centralized customer service was extended to the Internet in subsequent years, allowing customers to have the same “ease of use” in doing business with Matson online as they had with dedicated customer service teams.
In February 1996, Matson and APL inaugurated a 10-year alliance agreement which allowed both carriers to cost effectively serve their respective markets; for Matson, this involved the domestic trade of Guam - Micronesia and for APL, international ports in the Far East. The most prominent aspect of the agreement for Matson involved the purchase of six APL container ships and certain APL-owned assets in Guam for $164 million. The agreement was revised in January 1998; for Matson, the primary benefit of the revised agreement involved the establishment of a direct service from the U.S. Mainland to Guam, reducing transit time from 13 to 10 days. Two new diesel-powered containerships, MVs Manukai and Maunawili, were introduced to the fleet in 2003 and 2004, respectively.

Diversification
In 1987, Matson formed Matson Intermodal System, Inc. as an intermodal marketing company (IMC) arranging North American rail and truck transportation for shippers and carriers. The company grew steadily through the ‘90s and gained industry recognition as one of the nation’s leading IMCs. In 2003, the company was renamed Matson Integrated Logistics in recognition of its continued growth and expanded service offerings.
In 1999, Matson and Stevedoring Services of America, Inc. (SSA) appointed SSA Terminals as the manager of terminal and stevedore operations at Matson Terminals, Inc.'s facilities on the West Coast. MTI continues to operate Matson's container stevedoring and terminal services in Honolulu. In 2000, Matson Terminals, Inc. in Honolulu commenced with a $36 million terminal improvement project, which involved converting the facility to a wheeled facility and adding new computer technology, such as Digital Global Positioning Systems (DGPS), to improve overall operating efficiencies

KLTL LINE

K Line Total Logistics® (KLTL®) is the newest addition to the venerated “K” Line portfolio of integrated global transportation solutions. Established in 2002 in response to diversifying customer needs, KLTL® represents the new model for global logistics – a fully integrated one stop supply chain management solution.
At KLTL® we recognize that challenges in the supply chain will resonate throughout the entire organization. As each supply chain is unique, our first priority is to listen to your needs. Through utilizing our sophisticated web-based technology solutions and the expertise of our group companies, KLTL® is a true logistics partner for its clients. No matter how complex your logistics challenge may be, you can count on us to deliver the solution.

HANJIN LINE

Hanjin Shipping announced that its Busan New Port Phase 2-1 Terminal started its operation today as Hanjin Shipping’s 4,000TEU class ship Hanjin Los Angeles made its call at the terminal.
Operated by Hanjin Shipping’s subsidiary, Hanjin New Port Corporation, this new terminal is sitting on an approximately 696,300㎡ of land with 3 berths that can accommodate 3 of 50,000Ton class ships at the same time. With depth of 18m, mega-sized vessels over 10,000TEU can sail in and out freely.
In cooperation with Hanjin Shipping’s logistics IT specialist, Cyberlogitec, Busan New Port Phase 2-1 Terminal established the world’s first automated horizontal yard crane system. Also, they are expecting most efficient terminal operation by using OPUS (Optimizing Powerful Ultimate Solution), a specified terminal operation solution.
According to Hanjin New Port Corporation, Busan New Port Phase 2-1 Terminal is expected to handle more than 2 million TEU of cargo annually. Moreover, with state-of-the-art equipment and system combined with Hanjin Shipping’s terminal operation skills this new terminal is expected to become an excellent example for successful automated terminal

FESCO LINE

Our company has been working for you in the transportation industry for well over a century. Time is flying fast, technologies are progressing, generations follow generations. The world is changing, and so we are. We made a long way from a regional shipping company to the national champion in transportation and logistics, spearheading the integration of Russian transportation system into the global landscape, contributing to the implementation of strategic goals of the nation.
FESCO today became the country’s largest private intermodal transportation group, providing a full range of logistical solutions through a combination of shipping, rail, trucking and port services offered to clients through a world-wide network of sales offices.
But there’s one thing left unchanged: our values and traditions of commitment to highest standards of quality. Just like 128 years ago, we strive to constantly expand the range of our services, reduce delivery time and optimize the costs. We commit to offering modern solutions, meeting today’s challenges and contributing to the competitiveness of our clients both domestically and internationally.
Hundreds of companies around the world have been using our services for decades, and remain our loyal partners thanks to FESCO’s deserved reputation, high quality and reliability. In today’s new economic environment we remain a stable and efficient partner for our clients. We have all the necessary facilities and experience and putting it to the best use to offer sophisticated solutions. I am confident that our fruitful cooperation not only helps all parties remain more stable in the stormy days, but creates solid foundation for the future success.