Today, the container shipping is confronted with very new challenges, as well as transition times.
Indeed, the global context is increasingly competitive, and the container shipping has to face with the overcapacity ,logistics segment players becoming both more threatening and fiercer, as well as the environmental issues and emissions control.

Concentrating on the core business and  the cost leadership strategy was inevitable strategy ,  However I beleive that is should be accompanied with diversifying activities to areas where better ROI is feasible and on the other hand scale down operations to the barest minimum possible level  in fields where current results are highly negative.Indeed ,the underlying challenge of such need for service upgrading is the necessity for carriers to widen the scope of forwarding ,logistics/supply chain management services to generate more income and increase the shareholders value.

This is to ensure economical operation of a liner company activities by remodeling  the current strategy for medium and long term strategy , It is not enough slow steam and to join hands with like minded parties to strengthen the collective bargaining possibilities and evolve  cost cutting opportunities  by utilizing each others  resources and idle capacity.