HOYER Group is a global liquid logistics leader, transporting chemicals, foodstuffs, gas, and oil. Founded in 1946 in Hamburg, Germany, it remains family-owned with 100+ global offices.
The HOYER Group operates across road, rail, and sea. Where is the demand for your products and services the most prevalent?
PK: HOYER is the largest liquid transportation and logistics provider, specializing in iso-tanks, trucks, and IBCs for transporting liquids globally. While most of our shipments involve chemicals, we also transport food products like wine, juices, oils, and also some gases. Originally a German company, HOYER has operated across Europe for years and is expanding globally. In recent years, the company has shifted from being a European player with international offices to truly becoming a global competitor. There's no clear trend for logistic service providers between hazardous and non-hazardous goods, but we do see more non-hazardous goods being transported in iso-tanks. That said, at least 50% of global shipments are still hazardous.
A major shift is the growing preference for iso-tanks over parcel tankers for smaller shipments. Over the past years, the global tank container fleet has increased faster than the GDP, mirroring the containerization trend seen in box containers decades ago. This is particularly notable in the chemical and food-grade industries. Large parcel tankers don’t connect to every port, limiting options. Logistics disruptions in recent years have also made parcel tankers more expensive—if one is delayed by a couple of days in a port, costs escalate significantly. With iso-tanks, customers gain more flexibility. While bulk transport via parcel tankers can be cheaper, recent global uncertainties have made iso-tanks a more reliable and adaptable alternative.
HOYER Group recently announced the strategic acquisition of INTER-TANK in Chile and the opening of a new office in Colombia. Why is Latin America a strategic market for HOYER in 2025?
PK: HOYER has historically been European-focused, but true global expansion requires a deeper local presence. Latin America, along with the USA, Asia and the Middle East, is a key focus area. The chemical industry is also shifting. Many European producers are relocating commodity production elsewhere, increasing Latin America's importance. The region remains predominantly an import market for chemicals, with imports growing by 40–50% over the past two years. However, exports are also rising, particularly in specialist chemicals and biofuel-related products like glycerine and used cooking oil, which are highly sought after in Europe.
It’s very different doing business in Latin America than in Europe. Latin America operates on relationships and trust, whereas Europe is more transactional. Being truly local requires strong networks and partnerships. Another key challenge is infrastructure. Latin America’s logistics network, while more developed than Africa’s, is still far behind Europe’s. Many customers rely on multiple suppliers for different parts of the supply chain. A major gap in the market is the need for integrated logistics providers that can offer a one-stop-shop solution.
Chemical companies are under increased pressure to consider their scope 3 targets. As a logistics specialist, how exactly is the HOYER Group working to reduce carbon emissions?
TG: The logistics industry is hard to decarbonize. Our emissions come from road transport (our own trucks and suppliers’ fleets) and ocean shipping. In Europe, we've made progress by increasing intermodal transport—using rail and short-sea shipping to cut road emissions.
Alternative drive technologies, such as biofuels and hydrogen-powered trucks, are in early stages. Biofuels could cut emissions by up to 85%, but uptake is slow due to additional costs. Recently, we introduced a fuel cell electric truck for gas distribution with Nippon. Sustainability requires collaboration—customers must be willing to pay a premium, and suppliers must develop cost-effective solutions.
Latin America is beginning to show interest in more sustainable logistics, with major chemical players like Braskem leading the way. Large global firms operating in the region, such as BASF and Dow, are also prioritizing sustainability. However, many local companies still face pressing infrastructure and cost challenges, making sustainability a balancing priority. While some are definitely interested, the willingness to pay for sustainable logistics solutions remains inconsistent.
Technology is transforming bulk liquid transport and tank container logistics. How is HOYER leveraging digital tools to improve efficiency and safety?
TG: We’ve adopted a "smart logistics" approach, using IoT and telematics to track assets, primarily iso-tanks and trucks. The majority of our tanks now have GPS tracking devices and digital thermometers to monitor cargo temperature, improving both safety and product quality. These technologies enhance fleet visibility, provide customers with real-time shipment tracking, and optimize internal operations. We're also developing new sensor technologies for better condition monitoring. While not all products require these solutions, they’re becoming increasingly valuable in high-risk logistics.
Digitalization is a priority. We’re transferring expertise from Europe to other regions, developing "smart tank" projects specifically for Latin America. I have high expectations that digital adoption will increase in the region. Sustainability, however, remains uncertain. While it’s crucial, economic pressures might deprioritize it. Chemical and logistics industries have a significant environmental impact, but other pressing concerns could delay meaningful progress. The challenge will be balancing sustainability with cost-efficiency in a competitive global economy.
Looking ahead to 2025, what are your biggest concerns and opportunities you foresee shaping the chemicals industry in 2025?
Both: Perhaps not a concern, but a very important complication factor is the shift in global chemical flows. Many commodities are moving out of Europe, and it's unclear how this will reshape supply chains. The chemical industry has faced challenges in 2023 and 2024, and the impact of changing trade policies—such as new US import duties—remains uncertain. These shifts will affect HOYER’s logistics network, requiring us to adapt swiftly.
The biggest opportunity lies in Latin America’s growth. The market is expanding, with many customers expecting 5-10% and even sometimes 30% growth. Argentina is also showing signs of economic recovery, opening further opportunities. HOYER currently operates at about 10% of its European scale in Latin America, so there’s vast potential for expansion, particularly with our new offices in Chile and Colombia.
