22 American Journal of Transportation American Journal of Transportation ajot.com CARU Containers North America: Growth without limits The global container industry entered 2026 navigating a familiar paradox: essential to trade, yet persistently exposed to disruption. At CARU Containers North America, one of the largest used container sellers on the continent, strong demand in January reflected a market still recalibrating after pandemic-era equipment shortages. By February, seasonal slowdowns tied to the Chinese New Year and copious amounts of snow tempered activ- ity, only for March to introduce fresh volatility: geopolitical tensions, mar- itime transit disruptions, and tariff uncertainty all weighing on momentum. Against this uneven backdrop, CARU has managed to not just weather the turbulence but expand within it. The company has posted continuous double-digit growth, continuing a trajectory that has seen its North American vol- umes increase fivefold between 2017 and 2025. A Different Kind of Growth Story While many logistics and supply chain provid- ers are grappling with labor shortages and an aging workforce, CARU’s strategy diverges sharply from industry norms. Data from the American Trucking Associations highlights a persistent shortage of drivers, while the U.S. Bureau of Labor Statistics reports warehouse turnover rates regularly exceed- ing 30 to 40 percent annually. Ports and distribution centers face similar staffing challenges, underscor- ing a systemic issue across the supply chain. CARU’s response has been to rethink not just hiring, but the very structure of its workforce. The company actively recruits early-stage profession- als, often from outside the traditional container industry, and places them into roles with imme- diate responsibility. The result is a lean, collabo- rative organization that prioritizes execution and adaptability over hierarchy. When asked to describe this unique dynamic, Michael Goldman, Managing Director for The Amer- icas, explains, “We are a group of people who thrive off performance. Following unchallenged industry norms is not part of our corporate DNA. We start every day with a blank slate of possibilities. There is nothing off limits when it comes to improving and revamping. or topgrading. This team’s thirst for suc- cess is insatiable, and it shows.” The approach extends to recruitment. Rather than prioritizing tenure within the industry, CARU seeks individuals with good values, a strong work ethic, and a drive to perform- qualities that can be harder to instill than industry knowledge. Scaling With No Ceiling Growth at CARU is not viewed as cyclical, but structural, tied to the expanding global container fleet and the continuous need for shipping lines to offload aging equipment. At CARU, growth is measured not just by vol- umes sold, but by the success of its partners. Rather than focusing solely on adding new customers, the company emphasizes growing alongside its existing partners: supporting their expansions, increasing throughput, and finding new ways to create value as needs evolve. This dynamic is especially evident in CARU’s work with steamship lines. As these partners shift and expand the ports they call, CARU is uniquely positioned to scale alongside them, supporting equipment flows into new markets and helping facilitate growth in a tangible way. “We don’t believe in glass ceilings for CARU,” says Goldman. “The global container fleet grows each year, as does the need for shipping lines to decommission their older containers as a result. So long as these dynamics continue, our growth will be required. We view ourselves as a service to the global ocean shipping industry, and if we can’t keep up with the disposal needs of their fleet, then we have failed our mission. This is why we don’t rest.” Internally, that ambition is supported by a cul- ture that accelerates responsibility. Employees are given ownership early in their careers, often man- aging accounts and operational decisions that would typically require years of experience elsewhere. Mckenna Riggles describes the impact: “What’s unique about CARU is the level of ownership. I’m involved end-to-end, from iden- tifying opportunities and onboarding accounts to challenging operational constraints that would oth- erwise stall execution. That proximity to the busi- ness forces fast, informed decisions, and it’s exactly how we’ve been able to expand responsibly while moving at speed.” Relationships Over Transactions In a sector often driven by cost efficiency and volume, CARU places major emphasis on relation- ships. According to employees, the distinction is not semantic but operational. Zach Dionne, Inventory Coordinator at CARU, explains, “We view relationships through a funda- mentally different lens than most. CARU recognizes and values the critical role they play. The term ‘part- ner’ is not used lightly as it reflects how we genuinely treat the people on the ground working with us.” That relationship-driven model appears to be translating into market traction. Mckenna Rig- gles, Business Development Specialist and one of CARU’s newest hires highlights these philosophies in action: “This past year has been about getting out from behind the desk and into the market. Meeting the players of the industry face to face, onboarding new accounts, and building real volume market by market. We’ve knocked on doors coast to coast and nearly every conversation uncovers a gap CARU is positioned to fill. The feedback from the market has been loud and clear: customers want a partner who understands containers beyond transactions, and that’s where we’ve been winning.” But the importance of relationships at CARU SPONSORED CONTENT (LIMITS – continued on page 28) completion by yearend at City Docks of the Lake Charles Harbor & Terminal District’s Port of Lake Charles. The Transit Shed 8 venture includes a 140,000-square-foot installation with deepwater access, while the Transit Sheds 6 & 7 endeavor – the largest undertaking in the port’s history at an investment of $131 million – is delivering another 200,000 square feet of enclosed space and expand- ing the apron to 60 feet from its present 40 feet. The site is also to feature a roll-on/roll-off ramp at 40-foot draft, and a multi-use transload facility is in future plans. Furthermore, the port has ordered two custom rail-mounted ship unloaders for third-quarter deliv- ery at its bulk terminal, and $45 million is being invested to add two more berthing areas along the Industrial Canal. Recent additions to the Port of Lake Charles’ commodity mix include concrete pilings, with 205,420 tons handled in 2025, and wood pulp, with 51,924 tons of such imports by Suzano. The South- west Louisiana port has recorded four consecutive years of tonnage and revenue records. Port of Caddo-Bossier Armed with a master plan balancing economic growth with community well-being, Northwest Loui- siana’s Port of Caddo-Bossier is strategically advanc- ing development of 1,000 newly acquired acres, which expand the port’s total footprint to 5,000 acres at the head of navigation of the Red River Waterway, 212 miles from the Mississippi River. Plans call for a mix of light manufacturing and commercial uses, with a buffer between heavy operations and neigh- borhoods, to include retail, dining and green space, plus walking and cycling trails. Thanks to the City of Shreveport, port water tower improvements were completed in 2025, adding the port logo and reactivating approximately 2.5 million gallons of elevated storage capacity. And, last May, the Port of Caddo-Bossier shared the cost of Shreveport’s newest fire truck, based at Fire Station 20, which has primary responder responsi- bilities for the port. In March, the Port of Caddo-Bossier was named by Gov. Jeff Landry as one of Louisiana’s 19 inau- gural FastSites – development-ready properties positioned to compete nationally for transformative projects. The designation facilitates funding for a 2-mile rail extension on the newly acquired port land. coordination with the U.S. Army Corps of Engi- neers to look at deepening Gulfport’s main ship channel to 46 feet from its present 36 feet. Last summer, the port took delivery of its fourth ship-to- shore gantry, giving it the ability to simultaneously unload two ships using two 100-ton-lift-capacity cranes apiece. While widely recognized for its handling of refrigerated cargos, including for such longtime tenants as Dole, Chiquita and Crowley, the Port of Gulfport has expanded its cargo base to encompass construction materials, automobiles, forest prod- ucts, electrical equipment, apparel and ilmenite ore. The water tower at the Port of Caddo-Bossier has been restored, adding some 2.5 million gallons of elevated storage capacity. (ACTIVITY – continued from page 16) (HANDLE – continued from page 20)
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