A prominent voice in Panama’s logistics sector argues that the country’s greatest opportunity lies not in expanding individual assets, but in integrating its vast maritime and logistics ecosystem into a single, world-class system. Speaking through an opinion piece published by La Prensa following the outlet’s 2026 Maritime, Logistics and Port Forum, veteran Canal-sector analyst Franklin Castrellón issued a forceful call to transform how Panama governs and develops the industry that drives its economy.
What Happened
The central message of the 2026 Maritime, Logistics and Port Forum, organized by La Prensa, was unequivocal: Panama possesses one of the most important maritime and logistics conglomerates in the hemisphere. The components include the Panama Canal, ports on both oceans, the transisthmian railroad, the Colón Free Zone, Panama Pacífico, air connectivity, the ship registry, and a wide range of maritime and logistics services.
Yet, according to Castrellón, many of these components continue to be administered as separate activities at precisely the moment the world is integrating them at accelerating speed. He argues that Panama’s institutional and governance model has fallen behind, particularly at the Panama Maritime Authority (AMP), which is responsible for the port system, the ship registry, seafarer matters, and oversight of railroad operations.
The pressures driving this change are numerous. Shipping lines are vertically integrating into ports and logistics; supply chains are being reorganized around nearshoring and friendshoring; geopolitics is conditioning investments and routes; climate change is affecting the Canal’s reliability; the energy transition is transforming marine fuels; and digitalization, automation, and artificial intelligence are redefining competitiveness across the entire sector.
The response, Castrellón writes, is to optimize the system through integration while updating Panama’s National Logistics Strategy 2030, which was financed by the Inter-American Development Bank (IDB) and approved by Executive Decree No. 268 of April 10, 2018. He calls for permanent capacity in foresight, competitive intelligence, and strategic planning, alongside stronger professional capacity to structure, administer, and oversee concessions and licenses.
Background
Castrellón, a retired Panama Canal professional, frames his proposal provocatively as “AMP, a leap to institutionality.” He stresses this does not mean a larger or more bureaucratic AMP, but rather its transformation into a world-class institution capable of thinking, developing, regulating, executing, and supervising.
Under his vision, the AMP would maintain and strengthen essential functions such as the merchant marine, ship registry, and seafarer administration, while port regulation, maritime security, and maritime services. But it would also incorporate much more robust capabilities in strategic planning, port and logistics development, territorial planning, market intelligence, digital transformation, investment promotion, and new business development.
He also points to strengthened technical capacity to comply with and enforce international maritime conventions, protect the marine environment, prevent pollution, respond to oil spills, and prepare for new decarbonization requirements.
Crucially, Castrellón argues this cannot be achieved by simply modifying an organizational chart. It requires a different governance model: institutional autonomy; a professional board of directors with clear qualifications and experience requirements; staggered terms that provide continuity; a director general and executive team selected on merit; and an employment regime based on performance, professional excellence, and competitive pay.
He cites international benchmarks. Singapore has integrated maritime administration, port development, innovation, and the construction of an International Maritime Centre. Rotterdam combines long-term vision, corporate management, territorial development, and infrastructure. The goal, he says, is not to copy these models but to adapt their best practices.
He also notes a Panamanian precedent: the institutional model of the Panama Canal Authority (ACP) demonstrates that Panama can professionally manage a national strategic asset. The ACP, he argues, should play a fundamental role in any new architecture but should not administer the entire conglomerate — its priority must remain the Canal, its capacity, resilience, competitiveness, and sustainability, including water needs for both the population and the interoceanic waterway.
What This Means for Panama
The ultimate goal, Castrellón writes, is to transform Panama into a true International Maritime and Logistics Center — far more than a place where ships transit and containers are transferred. In the maritime sphere, that means attracting shipowners, operators, regional headquarters, ship management, financing, insurance, shipbroking, legal services, arbitration, classification, inspection, shipbuilding and repair, bunkering, new fuels, and technology and innovation.
In logistics, it means attracting regional distribution and inventory centers, e-commerce operations, cold chains, pharmaceutical logistics, product assembly and customization, spare parts distribution, reverse logistics, and regional supply chain management centers.
The ecosystem should also incorporate talent and knowledge, Castrellón argues, turning Panama into a regional hub for maritime and logistics training, certification, and research — leveraging institutions such as the International Maritime University of Panama and linking academia to business needs and innovation. The maritime economy, he adds, also encompasses cruises, home ports, marinas, nautical services, chartering, sport fishing, and other maritime tourism activities.
The institutional difference, he concludes, is stark: a ship can transit Panama while its owner, manager, bank, insurer, and suppliers are in other countries; a container can be transshipped here without its inventory being managed, transformed, distributed, or commercialized from Panama. The leap consists of ensuring that a growing share of those companies, decisions, investments, services, technology, and knowledge establish themselves in Panama. It is not simply about becoming a bigger logistics hub — it is about becoming a genuine International Maritime and Logistics Center, and that requires an institution with governance and structure very different from the current AMP.
This story was originally reported by La Prensa.