CMA CGM Chairman and CEO Rodolphe Saadé on Shipping’s New Reality
An exclusive interview — 10 key insights shaping shipping’s next phase
Container shipping is entering a more complex phase.
Disruptions are no longer temporary. Costs are rising. Decision-making is becoming more critical.
In this context, CMA CGM Chairman and CEO Rodolphe Saadé spoke with Maritime Analytica in an exclusive interview on how the industry is evolving — and what will define the next winners.
🔟 Key Insights from the Conversation
1️⃣ Adaptability is the core strategy
“Adaptability is a key element of what we do.”
2️⃣ The industry is returning to “normal”
Post-COVID super profits are over. The market is normalizing.
3️⃣ Geopolitics is now structural
From the Middle East to US–China tensions, disruption is no longer temporary.
4️⃣ Nearly 20% of global trade is affected
~20% of global trade flows through Hormuz and Bab el-Mandeb — now disrupted.
5️⃣ Logistics corridors are replacing sea routes
“We need to provide solutions… to continue serving our customers.”
6️⃣ Fleet expansion is driven by multiple needs
New ships are required for growth, replacement, and decarbonization.
7️⃣ Reliability is the #1 KPI in alliance operations
“If we commit to a transit time, we need to stick to it.”
8️⃣ End-to-end logistics is becoming essential
Customers increasingly expect integrated ocean and inland solutions.
9️⃣ Decarbonization is unavoidable — but expensive
“Green has a cost… we cannot be the only ones paying for it.”
🔟 AI is already operational
AI is already used in routing, pricing, and emissions tracking.
Full Interview
The interview has been edited for clarity and length.
Q1. If you had to summarize CMA CGM’s 2025 performance in one key message, what would it be?
Rodolphe Saadé: What we have been doing for years — and will continue to do — is adaptability.
In this industry, you need to adapt to a changing world and changing market conditions. We constantly assess market dynamics and adjust capacity, expand in certain regions, or scale back when needed.
Adaptability is a key element of what we do.
Q2. How would you describe the current phase of the shipping cycle after the pandemic?
Rodolphe Saadé: During COVID, supply and demand were heavily distorted due to congestion and operational disruptions.
Today, the market is gradually returning to more balanced conditions.
At the same time, geopolitical factors have become a defining feature of our industry, with conflicts and trade tensions continuing to affect global supply chains.
In this context, we have adapted our organization to operate reliably in a more complex and less predictable environment.
Q3. Is overcapacity the biggest challenge the industry will face?
Rodolphe Saadé: We order ships because we believe the market will continue to grow.
At the same time, we need to replace older vessels and decarbonize our fleet. Today, we operate around 700 vessels, with over 100 new ships expected, many of them powered by LNG or alternative fuels.
So yes, it is a challenge — but it is also part of the evolution of the industry.
Q4. Where is the biggest pressure coming from in today’s market?
Rodolphe Saadé: In any situation, there are challenges — but also solutions.
We did not expect the Suez Canal to be disrupted at this scale. Routing via the Cape of Good Hope requires more vessels and increases costs.
The key is how quickly you adapt and implement solutions.
Q5. How are Middle East tensions affecting global shipping?
Rodolphe Saadé: The Strait of Hormuz and Bab el-Mandeb are critical chokepoints.
Together, they account for close to 20% of global trade flows. With disruptions in these areas, we are forced to adapt quickly and develop alternatives.
Q6. Are these changes temporary or structural?
Rodolphe Saadé: It is difficult to say. We live in a world with many surprises.
If disruptions persist, we must continue building alternative solutions. For example, we are using transshipment hubs like Khor Fakkan and developing inland corridors via Jeddah.
These are not ideal — they increase costs — but they allow us to continue serving customers.
Q7. What role do alliances play in today’s market?
Rodolphe Saadé: Alliances make sense. They allow carriers to offer broader coverage and better frequency.
At CMA CGM, through the Ocean Alliance, we can provide strong service across major trade lanes.
But ultimately, carriers should have the flexibility to choose what works best for them.
Q8. What is the most important KPI in alliance operations today?
Rodolphe Saadé: Schedule reliability.
Customers need clarity and predictability. If we commit to a transit time, we must respect it — even in a complex environment.
Q9. Why is CMA CGM investing so heavily in logistics and terminals?
Rodolphe Saadé: Our goal is to offer end-to-end solutions.
That means combining ocean shipping with inland logistics, terminals, and warehousing. Some customers want full integration. Others prefer standalone services.
But overall, demand for integrated solutions is increasing.
Q10. How are you balancing decarbonization with market volatility?
Rodolphe Saadé: We have committed to reaching net zero by 2050.
But it is a major challenge. Geopolitical disruptions increase emissions, and green solutions are expensive.
We continue investing in LNG and alternative fuels. However, decarbonization has a cost — and it cannot be carried by shipping companies alone.
Q11. Where do you see the biggest impact of AI?
Rodolphe Saadé: AI is already transforming our operations.
We use it in vessel routing, pricing, and emissions tracking. We are also investing in partnerships with companies like Google and Mistral.
But AI cannot replace human interaction. Customers still expect direct engagement.
Q12. What will define the next winners in container shipping?
Rodolphe Saadé: The companies with the best teams — and the ability to take decisions quickly.
If I had to summarize it in one word: adaptability.
Container shipping is no longer operating in a stable system.
It is becoming a dynamic environment shaped by disruption, cost pressure, and geopolitical uncertainty.
In this context, scale alone is no longer enough.
👉 The defining advantage is the ability to adapt — and to make decisions faster than the system changes.