In recent years, despite a decline in international trade and disruptions in the supply chain caused by COVID-19, the main container terminals in Latin America and the Caribbean (LAC) have increased their container volumes. This growth has necessitated significant adaptations by seaports and their authorities to meet new demands. Consequently, there has been a focused analysis on the performance, efficiency, and competitiveness, particularly their most relevant logistical aspects. In this paper, a multi-objective hybrid approach was employed. The Principal Component Analysis (PCA) technique was combined with the Technique for Order of Preference by Similarity to the Ideal Solution (TOPSIS) to rank LAC container terminals and identify operational criteria affecting efficiency. The analysis considered all input variables (berth/quay length, quay draught, yard area, number of quay cranes (portainer), number of yard cranes (trastainer), reachstacker, multicranes, daily montainer movement capacity, number of station reefer container type, number of terminals, and distance to the Panama Canal) and output variable (port performance expressed in TEUs from 2014 to 2023). The results revealed noteworthy findings for several terminals, particularly Colón, Santos, or Cartagena, which stands out as the main container port in LAC not only in annual TEUs throughput, but also in resource utilization.

Background: The Port of Santa Marta, located on Colombia’s northern Caribbean coast, plays a vital role in the country’s maritime trade, particularly in the export of agricultural and perishable goods. This raises the question: how competitive is Santa Marta’s container terminal compared to national and regional ports, and what strategic factors shape its performance within the Colombia and Latin American maritime logistics system? Methods: This study evaluates the port’s competitiveness by applying Porter’s Extended Diamond Model. A mixed-methods ap-proach was employed, combining structured surveys and interviews with port stakeholders and operational data analysis. A competitiveness matrix was developed and examined using standardized residuals and L1 regression to identify critical performance gaps and strengths. Results: The analysis reveals several competitive advantages, including the port’s strategic location, natural deep-water access, and advanced infrastructure for refrigerated cargo. It also benefits from skilled labour and proximity to global shipping routes, such as the Panama Canal. Nonetheless, challenges remain in storage capacity, limited road connectivity, and insufficient public investment in hinterland infrastructure. Conclusions: While the Port of Santa Marta shows strong maritime capabilities and spe-cialized services, addressing its land-side and institutional constraints is essential for positioning it as a resilient, competitive logistics hub in the Latin American and Caribbean region.