11,106,164 TEU (+8.4% vs 2024)
Container throughput 2025
Tanger Med Port Authority 2025 activity report; growth linked to the TC4 extension operated by APM Terminals.
161 million tonnes (+13.3%)
Total cargo 2025
All activities across the Tanger Med port complex, per TMPA.
84 million tonnes (+6% year on year)
Tonnage H1 2026
Cited by TMPA Director General Idriss Aarabi at the 8th Tangier Logistics Days.
16th worldwide (Lloyd's List); 6th in Container Port Performance Index
Global rankings
CPPI produced by the World Bank and S&P Global, where Tanger Med ranks first in Africa and the Mediterranean.
Tanger Med's 8th Tangier Logistics Days puts data and AI skills at the centre of supply-chain value. What the talent squeeze means for logistics deal pricing in Morocco.
What happened: Tanger Med put scarce human capital and data at the centre of its logistics agenda
On Friday 25 September 2026, Tanger Med hosted the 8th edition of the Tangier Logistics Days (TLD) at the Tanger Med Port Center under the theme "Augmented Supply Chain: people and data, scarce and strategic resources". According to La Nouvelle Tribune, the event gathered more than 300 participants and focused on the impact of artificial intelligence on logistics operations, the evolution of skills, and data governance issues. Pre-event communication from the organiser, reported by Le360 and EcoActu, had targeted more than 400 decision-makers, so attendance should be read as broadly in line with a professional, invitation-led format rather than a mass conference.
Opening the session, Tanger Med Port Authority (TMPA) Director General Idriss Aarabi used port performance as the backdrop: per La Nouvelle Tribune, the complex handled more than 11 million TEU in 2025, up 8.4%, for total traffic of 161 million tonnes, with first-half 2026 tonnage at 84 million tonnes, up 6%. He also recalled Tanger Med's 16th place in the Lloyd's List global container port ranking.
The programme itself is the signal that matters for investors. El Estrecho Digital reported a round table on managing operations in increasingly digitalised environments, featuring an industrial and supply-chain HR director from Alstom, TMPA's central director of organisation and information systems, and OCP Group's head of digital and AI for supply chain. InfoMagazine notes the 2026 edition introduced a hands-on "Vibe Coding" workshop applying AI to concrete supply-chain use cases. In short, the port ecosystem is publicly reframing its bottleneck: not quay length or warehouse square metres, but the people who can run data-driven operations.
- Tanger Med's 8th Tangier Logistics Days, held 25 September 2026 at the Tanger Med Port Center, framed people and data as scarce and strategic resources, shifting the sector conversation from capacity to capability.
- Port fundamentals remain strong: more than 11 million TEU and 161 million tonnes in 2025, with 84 million tonnes in H1 2026, up 6% year on year.
- Fewer vessel calls but more ultra-large ships mean volume arrives in concentrated peaks, raising the value of planning, scheduling and data skills over raw storage capacity.
- Expect valuation dispersion to widen within the same logistics asset class, with digitally capable operators defending higher multiples and capacity-only assets drifting toward commodity yields.
- Investors should treat payroll, attrition, key-person risk and data governance as priced diligence items, using retention terms and productivity-linked earn-outs rather than volume-only metrics.
More than 300 participants
Event attendance
8th Tangier Logistics Days, 25 September 2026, versus more than 400 targeted in pre-event communication.
250,000 to 500,000 MAD per year (approx. 23,000 to 47,000 EUR), fully loaded
Indicative cost of digital supply-chain roles
Illustrative planning assumption only, not a published statistic; to be verified against confirmed payroll data.
Why it matters for investors: the binding constraint has moved from concrete to competence
For anyone underwriting a Moroccan logistics asset in 2026, the practical implication is that capacity is increasingly purchasable while capability is not. Physical capacity is being delivered on schedule: TMPA attributes much of the 2025 container growth to the commissioning of the latest TC4 terminal extension operated by APM Terminals, per its 2025 port activity report. When quay and yard capacity expand faster than the pool of planners, data engineers, transport optimisation specialists and automation maintenance technicians, the scarce input starts to capture the economic rent. That is precisely the message embedded in the TLD 2026 theme, which explicitly labels people and data as "scarce and strategic resources".
Three consequences follow for deal pricing and structuring. First, valuation dispersion inside the same asset class should widen. Two warehouses of identical size and location are no longer comparable assets if one is operated by a team that can deliver reliable slot management, predictive maintenance and customer-facing data feeds, and the other cannot. Buyers should expect sellers with demonstrable digital operating capability to defend higher multiples, while capacity-only assets converge toward commodity yields.
Second, labour becomes an underwriting risk line rather than a cost assumption. In a market where the port ecosystem itself is competing for the same profiles as automotive, phosphates, aerospace and retail players, a Tanger Med supply-chain talent squeeze translates into wage drift, longer ramp-up periods and key-person dependency. Sensitivity analysis on payroll and attrition belongs in the base case, not in a footnote, and is the kind of exposure our financial advisory and structuring work is designed to price.
Third, data governance is becoming a contractual variable. The TLD agenda pairs performance with data sovereignty and resilience, per Le360 and EcoActu. European shippers and their insurers increasingly require clarity on where operational data sits, who can access it and how continuity is assured. Operators who cannot answer will lose contracts on compliance grounds rather than on price, which makes this a risk and compliance question with direct revenue consequences.
Data context: what the 2025 and H1 2026 port market numbers actually support
The grounded data points to volume growth that is still strong but decelerating in percentage terms, even as capacity is added, which is exactly the configuration in which productivity and talent, not floor space, set marginal value.
| Indicator | Latest figure | Change | Source |
|---|---|---|---|
| Container throughput, 2025 | 11,106,164 TEU | +8.4% vs 2024 | TMPA press release |
| Total cargo handled, 2025 | 161 million tonnes | +13.3% vs 2024 | TMPA press release |
| Tonnage, H1 2026 | 84 million tonnes | +6% year on year | TMPA DG, per La Nouvelle Tribune |
| TIR truck traffic, 2025 | 535,203 units | +3.6% vs 2024 | TMPA press release |
| Vessel calls, 2025 | 16,686 calls | -4.5% vs 2024 | TMPA press release |
| Mega-ships over 290 m, 2025 | 1,319 calls | +8.4% vs 2024 | TMPA press release |
Two structural readings deserve attention. Container growth of 8.4% in 2025 follows 10,241,392 TEU in 2024, which TMPA reported as an 18.8% jump on 2023 in its 2024 activity report. Growth remains well above global trend, but the step-down in the growth rate while new capacity comes online means utilisation gains must increasingly come from throughput per hour rather than from new boxes arriving.
More telling: fewer vessel calls combined with more ultra-large ships means the same annual volume arrives in fewer, larger waves. Peak-load management, berth and yard sequencing, gate scheduling and inland trucking synchronisation are all data problems. That is the mechanical reason a Tanger Med supply-chain talent squeeze shows up in pricing: the value of an operator is now a function of how well it absorbs concentrated peaks.
On positioning, InfoMagazine reports the complex ranks 16th worldwide in Lloyd's List and 6th globally, first in Africa and the Mediterranean, in the Container Port Performance Index produced by the World Bank and S&P Global. On labour economics, we have no verified public wage series for these roles, so any figure should be treated as indicative only: as an illustrative planning assumption, a fully loaded annual cost in the range of 250,000 to 500,000 MAD (roughly 23,000 to 47,000 EUR) for experienced supply-chain data and automation profiles in the northern corridor, with an indicative 15% to 30% premium over comparable non-digital operational roles, is a reasonable starting point to stress-test, not a published statistic. Buyers should replace it with confirmed payroll data during primary market research and diligence.
Strategic takeaway: underwrite the team and the data stack, not just the square metres
Treat human capital and data maturity as priced diligence items with explicit contractual protection. Concretely, five actions follow.
- Request three years of payroll, attrition and vacancy-duration data for planning, IT and maintenance roles, not only headcount.
- Score the target's data stack: transport and warehouse management systems, telemetry, integration with port community systems, and documented data ownership.
- Convert key-person risk into structure: retention packages, non-solicit provisions, and earn-outs tied to productivity KPIs rather than volume alone.
- Benchmark operations on throughput per hour, dwell time and on-time gate performance instead of square metres or theoretical capacity.
- Budget explicit training and automation capex in the first 24 months, and test the business plan without it to see how much of the thesis depends on upskilling.
For consultants advising cross-border clients, the TLD 2026 speaker mix is itself a useful signal: when HR leadership from a major industrial group sits alongside a port authority information-systems director and a digital and AI supply-chain lead from a national industrial champion, the talent question has moved from HR department to board agenda. Investors entering through greenfield platforms should assess local training partnerships with regional institutions and the applicable sector regulator's requirements before committing to headcount-heavy models. Our market entry and business setup and investment strategy teams typically model two scenarios side by side: an asset-led plan and a capability-led plan, with the difference in required payroll and systems spend made explicit.
Conclusion: capability premiums are the story to watch in Moroccan logistics
The 8th Tangier Logistics Days did not announce a new terminal; it announced a new scarcity. With more than 11 million TEU handled in 2025 and 84 million tonnes in the first half of 2026, Tanger Med has demonstrated that volume and infrastructure are executing. The open question, framed by the organiser itself, is who will run these flows and on what data foundations. For capital allocators, that shifts the analytical burden from capacity forecasts to capability assessment, and it is where valuation gaps will appear over the next two to three underwriting cycles.
Smart.by's research desk tracks these dynamics on a rolling basis. To stress-test a logistics thesis, benchmark payroll and productivity assumptions, or structure protections around key operating teams, explore our advisory services, review live opportunities in deals and projects, model returns with the investment simulator, or contact our team directly. This brief is informational research and not financial advice; indicative figures are flagged as such and should be verified against primary data before any commitment.
La información proporcionada por Smart.by en el sitio www.smartbyllc.com tiene fines exclusivamente informativos y no constituye asesoramiento financiero. Contáctenos para obtener más información.
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