The Gemini Cooperation: Redefining Ocean Logistics

Would you take a bus to work if it only arrived on time three days a week?” Bhavik Mota opens the conversation with a pointed analogy. “That has been the reality for shippers for years. In 2023, just 62 per cent of container vessels worldwide arrived on time. Maersk performed better, at 68 per cent, but clearly the industry needed a fundamental rethink.”

Reliability, he notes, is the single biggest issue for customers. While most shippers can tolerate transit time variance of four to five days, what they cannot accept is the uncertainty of when cargo will actually arrive. Existing network structures – such as long strings with multiple port calls – made delays inevitable. A single disruption at an early port cascaded across the network.

This was the problem Maersk set out to solve with Gemini Cooperation, its joint network with Hapag-Lloyd. Designed with leaner loops, fewer port calls, and Maersk-controlled hubs, Gemini promises schedule reliability above 90 per cent. “It is a modular network, agile enough to isolate disruptions without disturbing the entire schedule. In essence, it’s our bold move to redefine ocean logistics,” Bhavik explains.

Launching such a fundamental redesign was no small feat. Bhavik recalls three immediate priorities in the first 90–120 days:

• Phasing in the fleet – Shifting both mainliner vessels and shuttles into the new network while managing expiring agreements and ensuring smooth equipment flows.

• Protecting customers during transition – Staying close to shippers to minimise disruption, while already crossing the 90 per cent reliability threshold early on.

• Embedding operational discipline – Aligning internal systems and ensuring on-time connections through tighter coordination.

“Delivering reliability during transition was as important as the end-goal itself,” he emphasises.

The Gemini Cooperation set itself a bold KPI: 90 per cent schedule reliability, measured independently by Sea Intelligence. “Since we began phasing in from February 2025, we have consistently delivered 90 per cent,” Bhavik says, underscoring that this is a clear step-change from industry averages.

Reliability bottlenecks, Bhavik explains, rarely arise from a single source. “Port strikes, weather, geopolitical tensions, demand volatility, hinterland congestion – all can trigger ripple effects.” By creating a modular, hub-centric network, Maersk ensures that disruptions can be isolated without destabilising the entire chain.

“With fewer, strategically located stops, we gain more control, at these hubs, our investments in technology and capacity mean productivity has nearly doubled since 2016. We’re realising a capacity increase of 40 per cent by 2027, and congestion here has been negligible compared to other terminals,” Bhavik highlights.

Digital scenario planning— running simulations two weeks ahead – further strengthens predictability and equipment availability. Where do shippers feel the impact most? “The biggest saving is in inventory planning and reduced working capital. Retail, automotive, and reefer cargo especially benefit from being market-ready precisely when required,” he notes.

For Indian exporters—such as grape growers targeting European supermarkets within an 8–10 week season—Gemini’s reliability has been transformative.

In India, customers widely welcome Gemini as a “vastly improved ocean product.” Dedicated services between India and Europe, coupled with optimized multimodal connectivity, have enhanced flexibility and cost-efficiency.

Yet, Bhavik admits, discipline comes with trade-offs. Strict controls on overbooking and reduced tolerance for rollovers initially caused some discomfort. “But customers are now appreciating that reliability requires discipline. It gives them the assurance that was missing for years.”

Has Gemini altered Maersk’s commercial stance? “Our focus initially was to deliver on the vision, not price discussions,” Bhavik clarifies. But he expects that the demonstrated reliability will naturally lead to longer contract tenures and higher customer commitment in coming quarters.

On competitiveness, he is equally clear: “With added capacity and stronger reliability, our stance on key trades has improved. Customers are recognising the difference by design.”

Reliability at sea reinforces dependability on land. In India, Maersk operates dedicated rail rakes for FMCG, retail, and reefer cargo out of NCR and Punjab, ensuring end-to-end time-tabling aligned with Gemini windows.

As for global risks–the Red Sea, Hormuz tensions, or canal blockages – Mota explains: “Today, we continue routing via the Cape of Good Hope. It’s longer and costlier, but it guarantees safety and reliability for our crew and cargo.”

What does success look like for Gemini? Bhavik is clear: achieving and consistently sustaining 90 per cent schedule reliability. In a volatile global environment, he says, there is no greater milestone for this new modular network.

With Gemini Cooperation, Maersk is betting that reliability will become the new currency of global shipping. For shippers weary of delays, unpredictability, and cost spikes, the network offers a future where confidence in ocean schedules is finally justified.