The recent dissolution of the 2M alliance, established between the two giants of container maritime transport, Maersk and MSC, marks a crucial milestone in the modern history of international logistics. This alliance, which for a decade allowed both companies to share capacity on key routes, came to an end in January 2025. From then on, both Maersk and MSC will follow strategically distinct paths, representing a significant transformation in the structure of the maritime transport industry.
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The Beginning: The Birth and Purpose of the 2M Alliance
The 2M alliance was created in 2015 as a response to the need for efficiency in a highly competitive maritime market characterized by rate volatility and overcapacity. Sharing space on vessels and coordinating operations on main routes like Asia-Europe, Transpacific, and Transatlantic allowed Maersk and MSC to reduce operational costs, improve fleet utilization, and offer more reliable service to their clients.
Over the years, 2M played a stabilizing role in a highly fluctuating environment. With complementary fleets and a strong global presence, the alliance helped optimize resources and maintain competitiveness against other sector groupings such as Ocean Alliance and THE Alliance.
The Current Situation: The Decision to Split
However, the global logistics and commercial context has changed significantly since 2M’s inception. Disruptions caused by the pandemic, the rise of e-commerce, increased demand for integrated logistics solutions, and the need for greater flexibility have shifted the priorities of major shipping companies.
Both Maersk and MSC have evolved in different directions. What was initially a strategically convenient alliance gradually became a plan limitation. Therefore, in a coordinated but independent move, both parties announced they would not renew the agreement beyond 2025.
Maersk: From Shipping Line to Logistics Integrator
Maersk has decided to redefine its business identity. Instead of focusing solely on maritime transport, it is moving toward becoming a global logistics integrator. This transition involves offering door-to-door solutions by combining maritime, land, air, and warehousing services with advanced digital platforms for supply chain tracking and management.
This strategy responds to the growing demand from customers for more integrated, efficient, and personalized logistics solutions. Rather than competing solely on rates or capacity, Maersk aims to differentiate itself through complete control of the flow of goods and data, allowing it to respond more swiftly to market changes.
In this new phase, Maersk has announced the creation of a new ocean network alongside Hapag-Lloyd, a German company with a strong presence in container shipping. This alliance, called “Gemini Cooperation,” seeks greater operational stability and more reliable service, reinforcing Maersk’s commitment to quality and predictability in its maritime operations.
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MSC: Unlimited Expansion
Meanwhile, MSC has opted for a completely different strategy. With an aggressive acquisition policy, the Swiss-Italian shipping line has rapidly expanded its fleet in recent years, even surpassing Maersk`s total container capacity. This growth has allowed it to achieve a scale that gives it greater independence and flexibility. More than 50% of the pipeline of mega container ships under construction belongs to MSC, meaning its total capacity will grow even further in the coming years.
MSC has made it clear that its priority is expansion and direct control of its operations. Leaving behind the 2M alliance structure, it plans to operate autonomously on the key routes of global trade. It has already announced the creation of its network to connect Asia, Europe, and the Americas, which will come into operation in parallel with the end of the alliance with Maersk.
This independence will allow MSC to make quick decisions and adapt to market conditions without needing to coordinate with a partner. The company aims to leverage its vast installed capacity to offer broader and more competitive service, especially during periods of high demand or logistical disruptions.
The Dissolution of the 2M Alliance Implications for the Maritime Sector
The breakup of 2M does not only affect Maersk and MSC. Its consequences will be felt across the entire container shipping industry. First, greater market fragmentation is expected, as both shipping lines will operate their networks. This could lead to more intense competition, possible rate wars on certain routes, and increased volatility in supply.
Second, other alliances are likely to reassess their strategies. The decision of the two largest companies in the sector to part ways could serve as an example for other shipping lines to reconsider the usefulness and sustainability of their cooperative agreements. This may result in new alliances or major reconfigurations of the global logistics map.
Furthermore, the pressure for efficiency, punctuality, and sustainability will increase. Clients increasingly expect services that are not only cost-effective but also fast, reliable, and environmentally sustainable. Both Maersk and MSC are investing in green technologies, such as the use of alternative fuels and more efficient vessels, which could become a key differentiator in this new competitive stage.
The Moment: New Opportunities for Shippers and Third Parties
For shippers, this new scenario can offer advantages if managed properly. A greater variety of options may translate into more competitive rates and improved negotiation capacity. However, there is also the risk of greater operational complexity if services are not sufficiently coordinated or if bottlenecks occur at specific ports or routes.
Likewise, third-party logistics operators, freight forwarders, and digital platforms could play a more relevant role. In an environment less structured by rigid alliances, intermediation and the ability to coordinate complex logistics flows will become even more valuable.
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The dissolution of the 2M alliance represents a turning point in container maritime transport. The end of this collaboration symbolizes the transition to a more dynamic market, where individual strategies take center stage. Maersk is betting on logistics integration and digitalization, while MSC positions itself as an autonomous operator with an unprecedented fleet.
Both visions reflect the new demands of global trade: flexibility, efficiency, sustainability, and innovation. Although the challenges are many, so are the opportunities. In this new context, the companies that manage to adapt quickly and offer real value to their clients will be the ones that define the future of maritime logistics.
