Incorporated in 1993 and subsequently listed on the Singapore Stock Exchange in 1997, Samudera Shipping Line is a shipping company primarily engaged in transporting containerised and non-containerised cargo through its Container Shipping, Bulk and Tanker, as well as Agency and Logistics Business Segments. 

Instead of competing with the world’s largest shipping companies by size, Samudera Shipping builds its strategy around finding niches. 

The maritime logistics player focuses on offering feeder services between its “hub” port in Singapore and other “spoke” ports in Asia, with its vessels plying trade routes between ports in Southeast Asia, the Indian Subcontinent, the Far East and the Middle East.

But beyond building its own niche, Samudera Shipping also values flexibility for its vessels, with the company owning only about one-third of its fleet. The rest are split between short-term and long-term charters. 

That flexibility is proving to be important in today’s ever uncertain world, with the Middle East conflict disrupting major shipping routes and pushing freight and insurance costs higher.

For one thing, the firm moved all of its vessels out of the Gulf region when the war in the Middle East broke out in February 2026.

The firm is also big on diversification, having recently expanded its footprint to Europe and South America. It had also in May 2026 launched a new weekly container service that directly connects Japan and South Korea. 

So, how effective has it been for Samudera Shipping to build its niche in providing feeder services? How far can Samudera Shipping continue to expand globally without sacrificing the flexibility that has defined its strategy?

On Under the Radar, finance presenter Chua Tian Tian posed these questions to Bani Mulia, Executive Director and Group CEO, Samudera Shipping.

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