Colombia just released its cargo-truck registration figures for the first half of 2026, and they come with strong growth that almost everyone is reading as good news for logistics. Here we are going to argue the opposite, or at least add a caveat: the number filling the headlines matters far less than a detail almost nobody is looking at, and that detail is the one that will move your freight next year.

Every time these figures come out, almost everyone reads them the same way: the sector is recovering, more vehicles are being bought, good news. And yes, some of that is true. But when you move cargo every day, the number that matters is not how many trucks came in, it is what kind of trucks they are. That is the conversation that actually hits the importer’s and the exporter’s wallet.

The figures reported by Fenalco and the Andi for the first half of 2026 are nice to look at. Nationwide, 9,641 new cargo vehicles were registered, almost double the 5,082 from a year earlier. In Bolívar, the department of Cartagena, registrations rose 17.1%, and in June the jump was huge: from 6 to 23 units. As a signal of installed capacity, it is welcome news. More new trucks on the road means more muscle to pull cargo out of the ports toward the interior and less risk of running short on fleet during peak season.

EThe data almost nobody looks at: 98% diesel

That is where the applause ends. The figure that makes us raise an eyebrow is a different one: 97.7% of those new vehicles run on diesel. Natural gas, barely 1.7%. Electric, 0.5%. In other words, the sector is renewing itself, but renewing itself tied to the same old fuel. And that has a direct consequence worth stating plainly: buying more trucks does not make freight cheaper or more stable. It leaves it just as exposed to the price of diesel, or more.

That nuance completely changes the optimistic reading. In a country where diesel prices are under upward pressure because of the fiscal hole in the fuel price stabilization fund, having a fleet that is new but 98% diesel means armoring yourself in capacity while staying uncovered on cost. The “more trucks” picture is reassuring; the fine print says the cost of moving your cargo next year will be decided at the fuel pump, not at the dealership.

What this means for anyone moving cargo

For importers and exporters, the practical conclusion is that the size of the national fleet does not protect your margin. What protects it is how you structure the transport contract, how you plan routes, and how far ahead you anticipate fuel adjustments before they reach the rate. Celebrating the unit count is easy; planning around diesel is what separates an operation that withstands a price hike from one that suffers it.

At Fenix Global Cargo we see this news less as an automotive-sector bulletin and more as a reminder. The useful question is not how many trucks were bought, but what they will run on. As long as that answer stays almost entirely diesel, the serious work in logistics is not adding vehicles: it is managing the cost those vehicles drag along.

On August 9, 2026, Puerto Antioquia handled the CMA CGM Dignity, a Neo-Panamax vessel measuring 366 meters with a capacity of 14,800 TEU. It is the largest ship the Urabá terminal has handled since it began operations.
During its stay at the port, crews completed 211 container movements, averaging 26 moves per hour per crane, using two STS cranes working at the same time. The operation included unloading containers from Asia and loading Colombian goods bound for international markets.

What a Neo-Panamax Vessel Is

The Neo-Panamax category covers container ships built to pass through the expanded locks of the Panama Canal, one of the largest vessel classes currently sailing international shipping routes. The CMA CGM Dignity has roughly 1,000 reefer connections plus additional space for dry cargo. It runs on liquefied natural gas (LNG) propulsion, a technology more carriers are adopting to reduce the environmental impact of their operations.

What Made the Operation Possible

Handling a ship this size requires specific draft conditions in the access channel and at the berth. Puerto Antioquia meets those conditions, which allowed it to receive the Dignity without the restrictions that apply at shallower terminals.
Gilberto Peña, Puerto Antioquia’s VP of Operations, said the ship’s arrival confirms the terminal now “connects this continent directly with Colombia’s northern coast,” referring to the direct route with Asia this call represents.

Why This Matters for Foreign Trade

This milestone points to something bigger than a capacity figure: Puerto Antioquia can now receive the same class of ships that carries most of the world’s containerized cargo today. For Colombian importers and exporters, that means more direct routes to Asia, fewer transshipments, and shorter transit times compared with terminals that don’t yet have this draft capacity.
The Dignity’s call adds to a string of recent milestones for the terminal, including its first coffee shipment to international markets, and confirms Puerto Antioquia’s growing role as a logistics hub for Colombia’s foreign trade, particularly cargo moving through the north of Antioquia.

Colombia started 2026 with a clear signal: seaborne foreign trade keeps expanding. According to the General Maritime Directorate (Dimar), international maritime traffic grew 5.6% in the first quarter of the year, with 2,754 vessel calls. For importers and exporters, that figure isn’t just a headline: it points to more capacity, faster vessel rotation, and a port infrastructure that is reorganizing itself around the container.

At Fenix Global Cargo we track these indicators closely because they set the rhythm of transit times, space availability, and the costs that ultimately affect every shipment. Here’s a summary of what’s happening and, more importantly, what you can do with it.

The container is the engine of growth

The key underlying point is that growth was not even across all cargo types. The segment driving the increase was container ships, which continue to consolidate as the axis of Colombian maritime traffic, in line with the global trade trend.

By contrast, other segments moved down: tankers recorded a decline of nearly 8%, reflecting adjustments in the dynamics of international maritime transport and lower movement of liquid bulk. The takeaway for your operation is direct: the country’s port infrastructure and shipping services are prioritizing containerized cargo. If you move goods in containers, the Colombian port system is increasingly well prepared to serve you — but also more contested during peak seasons.

The major ports that concentrate the movement

The growth rests on a highly concentrated network. Just four ports — Cartagena, Santa Marta, Buenaventura, and Barranquilla — account for 86.9% of vessel traffic in the country. They are the major logistics nodes where the efficiency of Colombian foreign trade is decided, and they are now joined by an emerging fifth player.

Each has its own profile:

• Cartagena is the leader in containers: counting imports and exports together, it handles roughly 65% of the country’s TEUs (versus ~27% for Buenaventura), and in 2025 it surpassed 4 million TEUs for the first time. It is the main national container hub, with nearly half of all vessels arriving in Colombia calling there.
• Buenaventura is the gateway to the Pacific and the key connection point with Asia and the west coast of the Americas. Although it ranks second in containers, it leads in seaborne import volume (~36% of the national total) and in overall non–mineral-energy foreign-trade tonnage (~40%), with a strong import-oriented profile.
• Barranquilla closed the first half of 2026 with 6.7 million tons moved (+5%), driven by 15% growth in imports of inputs, machinery, and goods for industry and construction.
• Santa Marta maintains its weight in bulk and specialized Caribbean cargo.
• Puerto Antioquia, in the Urabá region, is the new player to watch: it began operations in 2026 — which is why it doesn’t yet appear in the 86.9% figure — and brings the sea closer to the Antioquia region and the country’s interior, with the potential to shorten inland hauls and relieve traditional routes.

For importers and exporters, this concentration cuts both ways. On one hand, it brings economies of scale, more frequent services, and better connections. On the other, when one of these ports gets congested — as has happened with the road to Buenaventura — the impact ripples across the entire chain. Choosing the right port based on cargo type, origin/destination, and season stops being a detail and becomes a strategic decision.

The global context: growing amid tension

It’s worth putting the figure in perspective. This 5.6% came in an international environment marked by tensions on the main maritime routes, carrier capacity adjustments, and freight-rate volatility. That Colombia grows in that scenario confirms the strength of its geographic position: it is one of the few countries with direct access to both the Atlantic and the Pacific.
That advantage translates into options. When a route gets more expensive or congested, Colombia’s two coastlines make it possible to seek alternative routings that many other markets simply don’t have.

What you can do with this information

Beyond the number, here’s what we recommend reviewing in your operation:

1. Plan ahead during peak season. More traffic also means more competition for space and berth windows. Booking early protects your transit times.
2. Choose your port based on your cargo, not out of habit. Cartagena, Buenaventura, Barranquilla, Santa Marta, and the new Puerto Antioquia are not interchangeable; each performs better depending on the type of goods and the route.
3. Leverage the two coastlines. Colombia is one of the few countries with direct access to both the Atlantic (Cartagena, Barranquilla, Santa Marta, and the new Puerto Antioquia, in the Urabá region) and the Pacific (Buenaventura). If your usual route gets complicated — say, congestion on the road to Buenaventura or a demand spike in the Caribbean — evaluating an alternative on the other coast can save you time and cost. Buenaventura remains the natural gateway to Asia, while the Caribbean ports connect better with North America and Europe; and for interior and Antioquia-based cargo, Puerto Antioquia opens a shorter route to the sea.
4. Rely on an operator that reads the indicators. Traffic growth is an opportunity, but only if bottlenecks are anticipated.

At Fenix Global Cargo we help importers and exporters turn this data into concrete decisions: choosing the right port, securing space on time, and designing routes that can withstand volatility. If you’d like to review how to optimize your shipments given the current port landscape, let’s talk.

Puerto Antioquia reached two milestones in less than two weeks that confirm the Urabá terminal has moved from a promise under construction to an operational, measurable logistics alternative. On July 4, it received its 100th container ship since starting operations in February, and on July 16 it shipped its first export coffee cargo. For importers and exporters operating out of Antioquia and the coffee-growing region, both announcements reshape the country’s map of port options.

The 100-Ship Milestone: Measurable Efficiency, Not Just Volume

On Saturday, July 4, Maersk’s vessel Polar México became the 100th container ship handled by Puerto Antioquia since commercial operations began in February 2026. That operation registered 401 container moves and the highest net gantry crane productivity achieved by the terminal to date: 31.42 net container moves per hour (NCMPH), one of the standard international indicators for measuring efficiency in container cargo handling.

That figure matters more than the round number of “ship 100.” A crane productivity indicator is what determines, in practice, how long a vessel stays berthed and how predictable cargo transit times are. A new terminal already operating above 30 NCMPH is signaling that its operational learning curve moved fast — something not every port achieves in its first semester of life.

Coffee Exports: A Route That Didn’t Exist Before in Urabá

Eight days later, on July 16, Puerto Antioquia carried out its first export of Colombian coffee, in coordination with Maersk and under LCL (shared container) mode. The operation became possible after Colombia’s tax and customs authority, DIAN, authorized the port as an approved coffee export site through Resolution 7995 of June 4, 2026, following a technical evaluation process conducted by the National Federation of Coffee Growers.

The infrastructure set up for the product is not improvised: Puerto Antioquia has a specialized warehouse with capacity for 18,000 coffee bags (approximately 1,260 tons), distributed across 57 lots that allow individual traceability from receipt through loading, with temperature and humidity monitoring, closed-circuit television, container scanning, and coordination with the Anti-Narcotics Police. The port also has a quality lab operated by Almacafé, offices of the National Federation of Coffee Growers, and services including labeling, bag marking, conversion to Big Bags, and fumigation. With that infrastructure, the terminal is equipped to handle green coffee in 70 kg bags, Big Bags, and bulk cargo, in both FCL and LCL modes.

What This Means for Coffee Growers and Foreign Trade in the Northwest

Until now, export coffee originating in Antioquia and nearby areas of the coffee region moved almost exclusively through the traditional Caribbean and Pacific ports, with the corresponding inland leg to those terminals. Puerto Antioquia’s authorization opens a shorter corridor for coffee growers in the country’s northwest, with the potential to reduce inland transport times and costs to the port of loading.

Two points are worth keeping in mind before switching routes:

• This is a recent operation. The first shipment was made under LCL mode — a shared container with other cargo. Exporters with volumes that justify FCL (full container load) should confirm directly with the shipping line the itineraries and frequencies available from Urabá before committing a shipment.
• Operational efficiency is already verifiable. The 100-ship milestone and the 31.42 NCMPH indicator provide an objective benchmark that the terminal is not in a testing phase, but operating with metrics comparable to established ports.

How Fenix Global Cargo Can Help

At Fenix, we evaluate — shipment by shipment — which corridor makes sense based on cargo origin, volume, product type, and the client’s timeline. With Puerto Antioquia now authorized for coffee exports, that analysis now includes a real additional alternative for cargo leaving from Antioquia and the coffee region, without needing to move cargo all the way to the traditional Caribbean ports. If your operation exports coffee or other cargo from the northwest of the country, we can evaluate with you whether this new route represents a reduction in costs and transit time compared to the scheme you currently use.

A new service within the multipurpose terminal

Puerto Antioquia marked a new milestone in its operational consolidation by handling its first reefer vessel at its facilities in the Gulf of Urabá. The operation involved the arrival of the CS Quality, a vessel linked to the Seatrade shipping line, at Pier 2. This event represents the incorporation of a new regular service within the terminal, expanding its operational portfolio. During the operation, 1,800 pallets were loaded, marking a milestone in the diversification of cargo handling within the port.

Strengthening multipurpose capabilities

The arrival of the reefer vessel reinforces Puerto Antioquia’s role as an infrastructure designed to handle multiple types of cargo within a single logistics ecosystem.

The terminal already supports containers, general cargo, bulk cargo, and vehicles, and now also integrates services related to cargo requiring specific conditions, such as refrigerated logistics.

This addition expands the range of services available for supply chains that depend on controlled transport conditions.

Expansion of services and logistics connectivity

The arrival of the CS Quality is not just an isolated operation, but the consolidation of a new service within the port, identified as the seventh regular service incorporated into the terminal. Such developments strengthen the terminal’s connectivity with international markets by enabling the integration of new shipping routes and operational dynamics.They also improve cargo flow efficiency by diversifying logistics alternatives available to importers and exporters.

Impact on port operations

From a logistics perspective, the incorporation of reefer vessel services increases the port’s specialization, allowing it to meet more specific cargo handling requirements.
This expands its role within the Colombian port system, especially in operations involving cargo sensitive to environmental or storage conditions. It also reflects a higher level of operational maturity, as the terminal integrates new capabilities into its functional structure.

A progressively developing infrastructure

The addition of this service demonstrates Puerto Antioquia’s gradual development, where new operational lines are activated progressively. Each new operation represents the implementation of infrastructure, processes, and coordination required to sustain specialized services within international maritime trade. This approach strengthens the port’s position as a multipurpose platform with greater adaptability to market demands.

Logistics analysis

This scenario suggests a strategy focused on service diversification and the strengthening of operational capabilities. For companies relying on maritime transport, the introduction of reefer vessel services can provide new logistics alternatives, particularly in segments where controlled conditions are essential. As the port continues to incorporate new services, its relevance within certain supply chains could increase, especially in environments where efficiency and flexibility are critical.

The reopening of the Strait of Hormuz has brought a sense of relief to the global shipping industry. However, it should not be interpreted as an immediate return to normal operations. While the agreement between the United States and Iran allows maritime transit to resume, the operational environment remains uncertain and requires a cautious approach.

Hormuz remains a critical global chokepoint

The Strait of Hormuz continues to be one of the most strategically important maritime corridors in the world. A significant share of global energy trade moves through this route, making any disruption highly impactful for international logistics. During the period of escalation, shipping activity in the region dropped sharply, affecting not only vessel movements but also energy markets and global supply chains. These effects extended well beyond the region, reinforcing the Strait’s role as a key pressure point in global trade.

Reopening reduces pressure, but uncertainty remains

The announcement of the agreement has been positively received by the market, yet industry stakeholders are avoiding premature assumptions about a return to stability. There is still limited clarity regarding how the new conditions for navigation will be implemented and sustained over time.
Current assessments suggest that the agreement represents a transitional phase rather than a definitive resolution. This lack of operational clarity continues to influence decision-making across shipping companies, insurers and logistics operators.

Operational risks are still present

Despite the reopening, the risk level in the Strait remains elevated. Key security conditions required for safe and stable navigation are not yet fully guaranteed. Among the main concerns are the need to confirm safe navigation routes, manage the backlog of vessels accumulated during the disruption, and define clear operational protocols. In this context, industry organizations continue to emphasize that conditions remain volatile and require careful evaluation before fully restoring normal operations.

Recovery of maritime flow will be gradual

The restart of vessel traffic will not happen overnight. One of the main challenges is the number of ships still waiting to transit the corridor after months of disruption, which creates a gradual and complex recovery process.
Additionally, the absence of fully defined operational frameworks — including coordination, traffic sequencing and safety guarantees — reinforces the need for a controlled and phased return to normal activity.

Logistical impacts still persist

Although the reopening helps ease immediate pressure, its effects will continue to be felt across global logistics. Increased energy costs, higher freight rates and elevated insurance premiums remain part of the operating environment. For businesses, this translates into a more demanding planning scenario, where flexibility and constant monitoring of risks are essential to maintain operational efficiency.

A context that demands strategic decisions

The reopening of the Strait of Hormuz does not only mean the reactivation of a route, but a logistics environment that remains shaped by uncertainty. As highlighted by specialized industry analysis, this type of event directly impacts key variables such as costs, routes, insurance and supply chain planning. For companies, this means operating in an environment where logistics decisions can no longer rely solely on normal market conditions, but must be based on the ability to anticipate risks and adapt to constant change. In this context, logistics is no longer just an operational function, but becomes a strategic element to ensure business continuity.

Preparing for a still unstable market

The current situation reinforces the need to operate with a more structured logistics approach. The ability to anticipate, adjust operations and make informed decisions remains essential to navigate volatile scenarios. In environments like this, the difference is not only about moving cargo, but about doing it with the flexibility required to respond to changes in routes, costs and operational conditions without disrupting the supply chain. At Fenix Global Cargo, we focus on visibility, flexibility and operational adaptability, helping our clients maintain continuity even in complex logistics environments.

Impact of the Hormuz Strait closure on global logistics

The Hormuz Strait is one of the most critical maritime corridors in global trade. A significant portion of the world’s energy, raw materials, and trategic goods flows through this route.

In the current context, the reduction in maritime traffic across this area has raised concerns among international organizations due to its impact on global logistics. While initial attention has focused on energy supply, the implications extend further, particularly affecting agricultural supply chains. This situation adds a new layer of uncertainty for importers and exporters that rely on highly interconnected supply chains.

Fertilizers and agricultural supply at risk

One of the key concerns identified by the Food and Agriculture Organization (FAO) is the disruption in the transportation of fertilizers and agricultural raw materials. The Hormuz Strait plays a crucial role in the movement of these products, which are essential for planting cycles in many regions around the world. Disruptions in transit affect delivery times and compromise the timely availability of critical inputs.

The impact is not immediate, but it is cumulative: current logistical delays may translate into lower agricultural production in the coming months. This risk is particularly significant in regions with high dependency on imported fertilizers, where production stability is directly linked to consistent supply.

Operational impact on importers and exporters

The disruption in the Hormuz Strait is already producing measurable effects on international logistics operations.

Key impacts include rising maritime transport costs and increased insurance premiums, driven by higher perceived risk in the region.

In addition, logistics operators are being forced to reconfigure traditional shipping routes. While alternatives exist, they typically result in longer transit times, higher operational costs, and more complex planning requirements.

For businesses, this leads to reduced operational predictability, affecting both delivery schedules and cost structures.

Pressure on maritime capacity and supply chains

Reduced maritime traffic in the strait has lowered the effective availability of shipping capacity on certain trade routes.This creates added pressure across the global supply chain: limited cargo space, increased competition among shippers, and potential schedule adjustments.
Such disruptions do not remain isolated to specific sectors—they tend to spread throughout the entire supply chain, impacting everything from raw materials to finished goods.

Potential impact on food prices

The most significant warnings issued by international organizations relate to food security. The FAO has indicated that a prolonged disruption in the flow of fertilizers and agricultural inputs could trigger a “systemic agri-food shock.” This would likely result in lower production levels and increased pressure on food prices. If current conditions persist, impacts could begin to materialize within a six- to twelve-month timeframe. This highlights the direct relationship between global logistics and the stability of food systems.

Short- and medium-term logistical scenarios

Based on current conditions, two primary scenarios can be considered:

If disruptions persist, pressure on logistics costs, agricultural input availability, and supply chain stability is likely to continue.

Conversely, a gradual normalization of traffic would allow partial recovery of operational efficiency and more stable market conditions.

In both cases, uncertainty will remain a critical factor in logistics decision-making.

Logistics as a strategic function

The situation in the Hormuz Strait underscores the vulnerability of global supply chains to disruptions in key transit points. For companies engaged in international trade, adopting a more strategic approach to logistics is essential. This includes route diversification, continuous risk monitoring, and stronger operational flexibility. Logistics is no longer just an operational function—it is a core component of business resilience.

Conclusion

The disruption in the Hormuz Strait illustrates how a localized event can generate global consequences, affecting costs, timelines, and product availability. In this environment, anticipation and adaptability become critical to maintaining operational continuity.