Greg Knowler

S&P Global Market Intelligence

Senior Editor, Europe-The Journal of Commerce

Greg Knowler, JOC senior editor, Europe, is a highly experienced editor and publisher with more than 20 years of experience with mainstream titles and business-to-business magazines. His journalism career began in 1989 as a reporter for a daily newspaper in Durban, South Africa, covering the news during the turbulent end of apartheid. In 2000, he moved to Hong Kong and spent two years at the South China Morning Post sports desk before joining Cargonews Asia, and then IHS Markit in 2013 to cover Asia within the Maritime & Trade division. After 17 years in Hong Kong, Knowler relocated to London in mid-2017 to join the JOC, where he covers the European shipping, air, and intermodal markets; speaks regularly to industry groups; and chairs the programming committee for the JOC Container Trade Europe Conference.

Sessions With Greg Knowler

Monday, 28 February

  • 03:50pm - 04:35pm (EST) / 28/feb/2022 11:50 pm - 01/mar/2022 12:35 am

    What Will — and Should — Carriers Do With Their Windfall Profits?

    What will be the long-term impact of carrier profits that Drewry estimates will reach the staggering sum of $300 billion in 2021 and 2022? What difference will it make in the day-to-day experience of customers doing business with container lines? What would customers recommend that carriers do with all that money? The answer is already taking shape. Some carriers, including Maersk and CMA CGM, are using the windfall to pay down debt and invest in end-to-end logistics services such as aircraft and last-mile services. But what about core business processes such as customer service and opportunities to expand capacity and deliver quality service? How do investors believe this rare period of profitability should be seized to ensure a more consistently profitable future? “For me, and for a lot of investors, it is critical the liners use the current cash windfalls wisely to structurally improve their businesses,” said Neil Glynn, head of European Transport/Aerospace & Defence Research at Credit Suisse. “Investments in improving quality need to be matched by improved commercial strategies, e.g. product segmentation and enforcing commitments, to produce a more sustainable situation beyond the pandemic.” 

Tuesday, 1 March

  • 04:00pm - 04:45pm (EST) / 02/mar/2022 12:00 am - 02/mar/2022 12:45 am

    When Will Meaningful Air Cargo Capacity Return?

    The global air cargo industry continues to be held hostage to COVID-19 and its variants, with the default response by governments to impose widespread travel bans, forcing the cancellation of countless long-haul flights and the belly cargo capacity below deck that is so urgently needed. On top of the flight disruptions are uncoordinated and ill-considered quarantine measures around the world that reduce the handling capacity of air cargo terminals and trap airline crew in endless cycles of quarantine. The air cargo industry is closing in on a brutal two years of tightly limited space on the trades out of Asia and record-high freight rates, with ongoing travel restrictions further delaying the resumption of international travel at the sort of scale that will ease the chronic capacity shortage. Initial predictions by the International Air Transport Association were for a return to 2019 capacity by 2023, but that is looking less likely as new COVID-19 variants pop up. In this one-on-one discussion, Glyn Hughes, director general of The International Air Cargo Association, will put his vast industry knowledge to work in tackling the question, “When will air cargo capacity return at scale on the trans–Pacific and Asia–Europe trades?” 

  • 04:45pm - 05:30pm (EST) / 02/mar/2022 12:45 am - 02/mar/2022 01:30 am

    Effectively Using Air Cargo in Your Supply Chain Portfolio

    For air cargo shippers trying to plan their shipment needs in a market where available capacity is outstripped by demand, only one question really matters: how to secure long-term capacity at an acceptable price. It's not a question easily answered when approximately half the available cargo capacity remains grounded in the bellies of long-haul passenger planes and will likely remain that way through 2022. But the market demand for reliable and consistent air cargo shipment out of Asia and across the Atlantic is behind moves by global transportation and service providers to access and control capacity. Forwarders are chartering as much freighter capacity as they can find, and airlines continue to deploy passenger planes in all-cargo roles. And steaming into this heavily disrupted and capacity-constrained global air freight environment are two container shipping giants that are embracing air cargo in a big way. Maersk is giving its wholly-owned subsidiary Star Air, Europe’s second-largest cargo airline, a far more prominent role within the group’s integrated logistics strategy, it’s increasing fivefold its number of daily charters across the main trade lanes, as well as offering sea-air and truck-air options out of Asia. CMA CGM in early 2021 created its own airline, CMA CGM Air Cargo, which operates four Airbus 330-200 freighters on trans–Atlantic and Europe–Middle East routes, and has ordered two Boeing 777 freighters to serve trade lanes out of Asia. The carrier secured greater access to air freight through its 2019 takeover of CEVA Logistics and further shored up its position in air freight with the acquisition of a 30 percent stake in long-haul passenger airline Groupe Dubreuil Aéro. Although this additional capacity will be welcomed by the market, it will be quickly snapped up by ocean shippers desperate to get their cargo moving out of Asia, in a complete reversal of the longstanding modal shift from cargo owners searching for cost-cutting ways to use less air freight. Demand from sea freight shippers forced out of the congested ocean market is expected to continue through 2022. At TPM in March 2019 — the last time the event was held live in Long Beach — a panel session asked the question, “How to incorporate air cargo into your supply chain in a structured manner without breaking the bank?” Two years later, the TPM22 question can be rephrased, “How to incorporate air cargo into your supply chain through long-term, fixed-rate validity that won’t break the bank?”