A country's ports are its watergates. Their local importance is comparatively small. They are important or not according to whether they are on trade routes, and easily accessible. An infinitesimal part of the trade that flows through New Orleans originates or terminates there. The back country gets the bulk of the business. The development of the harbor is for the service of the interior. It is essentially national.
From every point of view, therefore, it is the duty of the national government to take over the Navigation Canal and release the monies of the state so they may be devoted to the improvement of the waterway with wharves and other works in aid of the nation's commerce.
ECONOMIC ASPECT OF CANAL.
Tied to the Mississippi Valley by nearly 14,000 miles of navigable waterways, and the largest port on the gulf coast and the most centrally situated with respect to the Latin-American and Oriental trade, New Orleans is naturally a market of deposit. The development of the river service, in which the government set the pace in 1918, is restoring the north and south flow of commerce, after a generation of forced haul east and west, along the lines of greatest resistance; and New Orleans has become the nation's second port. Its import and export business in 1920 amounted to a billion dollars.
Ninety per cent of the nation's wealth is produced in the Valley, of which New Orleans is the maritime capital. It is the source of supply of wheat, corn, sugar, lumber, meat, iron, coal, cotton oil, agricultural implements, and many other products. It is a market for the products of Latin-America and the Orient.
With the co-ordination of river, rail and maritime facilities, and sufficient space for development, it is inevitable that New Orleans should become a mighty manufacturing district. Such enterprises as coke ovens, coal by-product plants, flour mills, iron furnaces, industrial chemical works, iron and steel rolling mills, shipbuilding and repair plants, automobile factories and assembling plants, soap works, packing plants, lumber yards, building material plants and yards, warehouses of all kinds, etc., would be encouraged to establish here if given the proper facilities, and the Industrial Canal is the answer to this need, for under the laws of Louisiana private industries can not acquire or lease property on the river front. Even before the completion of the Canal, the dream has been partly realized—with the establishment of two large shipyards on the Canal, which otherwise would have gone somewhere else, and the building of the army supply base on the same waterway, largely due to the enterprise of the port.
As Colonel E. J. Dent, U.S. district engineer, said before the members' council of the Association of Commerce, February 17, 1921, the Industrial Canal will be the means of removing the handicaps on New Orleans' foreign trade. "I hold no brief for the Industrial Canal," he continued, "but speaking as one who has no interest in it but who has studied the question deeply, I will say that five years from now, if you develop the Industrial Canal as it should be developed, you will be wondering how on earth you ever got along without it."
Before the constitutional convention of Louisiana, on April 4, 1921, he elaborated this thought as follows:
"The Industrial Canal will furnish to New Orleans her greatest need. It should be possible to build docks there where the entire cargo for a ship may be assembled. Under present conditions in the river it is often necessary for a ship to go to three or four docks to get a complete cargo.
"Last year there passed through the port of New Orleans 11,000,000 tons of freight valued at $1,100,000,000. This required 1,000 loaded freight cars a day passing over the docks, fifteen solid trainloads of freight each day. The inbound freight was about 5,000,000 tons and the outbound about 6,000,000. This is extraordinarily well balanced for any port in the United States. This would mean about 5,000 steamers of an average capacity of 2,000 tons.
"The proper place to assemble a cargo is on the docks. Last year the Dock Board allowed but seven days for assembling the cargo for a ship—only seven days for assembling 250 carloads of stuff. Then last year the Dock Board would not assign a ship a berth until it was within the jetties. These are some of the difficulties.
"What New Orleans needs is 50 to 100 per cent more facilities for her port. Last summer the port of New Orleans was congested, but she held her own because other ports were congested. But that may not occur again. If you want to hold your own you must improve your facilities."
Wharves can be built a great deal cheaper on the fixed-level canal, with its stable banks. And that is the only place specialized industries can secure water frontage.
Sooner or later the government will adopt the free port system, by which other countries have pushed their foreign trade to such heights. Free ports have nothing to do with the tariff question. They are simply zones established in which imports may be stored, re-packed, manufactured and then exported without the payment of duties in the first place, duties for the refund of which the present law makes provision, but only after vexatious delays and expensive red tape. Precautions are taken to prevent smuggling. In the preliminary investigations and recommendations made by the Department of Commerce, New York, San Francisco and New Orleans have been designated as the first free ports that should be established. With the ample space it offers for expansion, the Industrial Canal is the logical location for the free zone.
Counting the $15,000,000 contract of the Doullut & Williams Shipyard, the $5,000,000 contract of the Foundation Company Shipyard, the $13,000,000 army supply base, the Industrial Canal has already brought $33,000,000 of development to New Orleans, 60 per cent more than the cost of the undertaking. More than half of this was for wages and material purchased in New Orleans. The state has gained hundreds of thousands of dollars in taxes. About half the money spent on the Industrial Canal was wages; and helped to increase the population, force business to a new height, raise the value of real estate, and make New Orleans the financial stronghold of the South.
What indirect bearing on bringing scores of other industries to New Orleans, which did not require a location on the waterway, the building of the Industrial Canal has had, there is no way of ascertaining.
Since the work was begun the Dock Board has received inquiries from a hundred or so large enterprises regarding the cost of a site on the canal. That they have not established there is due to the fact that the Canal has not yet been completed, and the Dock Board has announced no policy.
It is now working on that question with representatives of the Association of Commerce, Joint Traffic Bureau, Clearing House Association, Cotton Exchange, Board of Trade, and Steamship Association.
There is no use trying to guess at what the policy will be. It is too big a problem, and must be worked out very carefully, with reference to a confusing tangle of cross-interests.
Two principles have already been categorically laid down by President Hudson and endorsed by the Dock Board at an open meeting of April 5, 1921, with the commercial and industrial interests of the city, planning for the policy of the Canal:
First, that the development of the Canal shall not be at the expense of the river. Wharf development will be pushed on the river to meet the legitimate commercial demands of the port. No one is to be forced on the Canal. That would hurt the port. It is not thought that such forced development would be necessary, and the Canal will be kept open for the specialized industries that can best use the co-ordination of the river, rail and maritime facilities.
Second, that the control of the property along the Canal, owned by the Dock Board, will not go out of the hands of the Board. There will be long-term leases—up to ninety-nine years, but no outright sale. Furthermore, the private land on the other side of the Dock Board's property will not be allowed to be developed at the expense of the state's interests. So the frontage on the Canal will be developed before there is any extensive construction of lateral basins and slips.
What will be the rate charged for a site? Will it be based on the actual cost of the Canal and its maintenance? Or will the state consider it a business investment like a road or street, and charge the property owners thereon less than the cost of construction, collecting the difference in the general progress? That, too, is a question which calls for considerable study before it can be answered.
With the Industrial Canal open, sites available on long leases to business enterprise, and with our tax laws relating to the processes of industry and commerce revised and made more favorable, New Orleans will enter a period of expansion and development on a scale hardly yet dreamed of by her most far-visioned citizens, with enlarged profit and opportunity for all her people.
New taxable wealth will be created rapidly. New needs for taxable property will arise. The tax burden on all will be distributed more widely and when contrasted with the earning power of such property will become less and less of a burden.
This will be so because the water frontage through which the Canal is being created for the attraction of many enterprises which cannot locate on the river front, is all within the limits of the city of New Orleans.
With this Canal in operation, New Orleans will possess to the fullest degree the three great systems of port operation: Public ownership and operation of the river harbor facilities; public ownership of the land and private operation of facilities on the Industrial Canal; and private ownership of the land and private operation of the facilities on the new channel to the sea.
No other port in the country has the capacity for this trinity of port systems.
No other port possesses such a hinterland as is embraced within the Mississippi Valley, nor so extensive and so complete a system of easy-grade railroads and navigable waterways penetrating its hinterland.
No other port holds so strategic a position in the path of the new trade routes connecting the region of greatest productivity with the new markets of greatest promise in Latin-America and the Orient.
CONSTRUCTION COSTS AND CONTRACTORS.
Everything is relative. Looking at the total, some may think that the cost of the Industrial Canal is large. So it is—compared with the cost of an irrigation ditch through a 20-acre farm. But comparing the cost with the wealth it is invested to produce—has already begun to produce—it dwindles to a mere percentage. And a comparison of construction costs on the Industrial Canal with similar work done elsewhere during the same time is very much in favor of the former.
Witness the following figures shown in the books of the engineering department of the Dock Board:
Dredging, including the canal prism and the excavation of the sites of the bridge foundations, siphon and lock, averaged .2784 cents a cubic yard. The highest cost was in the lock section, from which 609,302 cubic yards were excavated at an average cost of .3796 cents a cubic yard. On the siphon and Florida Walk bridge section, including two other deep cuts, the 814,919 cubic yards excavated cost an average of .2607 cents a cubic yard. On the Louisville & Nashville bridge section, the 1,023,466 cubic yards excavated cost an average of .2363 cents a cubic yard. From there to the lake, 1,673,787 cubic yards, the average cost was .2411 cents. Dredging costs were below the original estimates when labor and supplies were 50 per cent cheaper.
The 90,000 cubic yards of concrete in the lock cost an average of $22.50 a cubic yard. This includes cost of material, mixing, building forms, pouring and stripping forms. Mixing and pouring, from the time the material was handled from the storehouse or pile, averaged $1.20 a cubic yard. It would be hard to find cheaper concrete on a work of similar magnitude anywhere, say the engineers.
On the siphon the concrete work cost more, because it was a subterranean job, with elaborate shaping. The price there was $35 a cubic yard, in place, including material and form work.
To drive the 17,000 bearing piles and 7,000 traveling piles on which the lock is floated, cost an average of 15 cents a running foot. This does not include the cost of the piling.
Construction steel cost .12 cents a pound, and erection around 4 cents. These were standard prices.
The lock gates, weighing 5,285,000 pounds, cost $845,600, in place. This does not include opening and closing machinery.
Three of the bascule bridges crossing the Canal, weighing 1,600,000 pounds each, cost $250,000 each, erected. The fourth bridge, near the lock, weighing 1,000,000 pounds, cost $200,000, erected. This is for superstructure only—it does not include the foundation.
The emergency dam bridge, weighing 350,373 pounds, and its 108,256 pounds of turning machinery, cost $96,728, in place. Hoisting machinery cost $40,000 more.
The eight girders of the emergency dam, weighing 90 tons each, at $240 a ton, cost $172,800.
Machinery for working the ten lock gates, the eight filling gates, and the six capstans—twenty-four 52-horse power electric motors—cost $21,479, f.o.b. New Orleans.
The plant for unwatering the lock, consisting of one pump with a capacity of 15,000 gallons a minute, and two with a capacity of 250 gallons each, cost, erected, $11,000.
Total mechanical equipment used on the Industrial Canal weighs 14,500 tons. Its cost, including power-house, electrical connections, etc., is $1,516,000.
Plant and equipment for building the Canal, including locomotives, cranes, piledrivers, dredges, tools, etc., cost $781,232. Depreciation, up to February, 1921, is set at $266,874, leaving a balance of $514,358, carried as assets. Much of this has already been sold, and more will be disposed of.
Following are the firms that executed contracts on the Industrial Canal:
OUTSIDE NEW ORLEANS.
Lock gates and emergency dam girders: McClintic-Marshall Construction Company, Pittsburg, Pa.; designed by Goldmark & Harris Company, New York.
Filling gates: Coffin Valve Company, Indian Orchard, Mass.
Miscellaneous valve equipment: Ludlow Valve Company, Troy, N.Y.
Capstans: American Engineering Company, Philadelphia, Pa.
Mooring posts: Shipbuilding Products Company, New York, N.Y.
Miter gate moving machines: Fawcus Machine Works, Pittsburg, Pa.
Motors, control boards and miscellaneous electrical equipment: General Electric Company, Schenectady, N.Y.
Bridge crane and bascule bridges: Bethlehem Steel Corporation, Steelton, Pa. Former designed by Goldmark & Harris Company, New York, N.Y.; latter, by Strauss Bascule Bridge Company, Chicago, Ill.
Steel sheet piling: Lackawanna Steel Company, Buffalo, New York.
Hoists and cranes: Orton & Steinbrenner, Huntington, Ind.; American Hoist and Derrick Company, St. Paul, Minn.
Conveyor equipment: Webster Company, Tiffany, Ohio; Barker-Greene Company, Aurora, Ill.
Woodworking machinery: Fay & Egan Company, Cincinnati, Ohio.
Pipe: U.S. Cast Iron Pipe Company, Birmingham, Ala.
Lumber and piling: Hammond Lumber Company, Hammond, La.; Great Southern Lumber Company, Bogalusa, La.
Dredges: Bowers Southern Dredging Company, Galveston, Tex.; Atlantic, Gulf and Pacific Company, Mobile, Ala.
IN NEW ORLEANS.
Cinder and earth fill: Thomas M. Johnson.
Levee work: Hercules Construction Company; Hampton Reynolds.
Sand and gravel: Jahncke Service, Inc.; D. V. Johnston Company.
Cement: Atlas Portland Cement Company, the Michel Lumber and Brick Company being local agents.
Lumber and piling: Salmen Brick and Lumber Company; W. W. Carre Company, Ltd.
Coal: Kirkpatrick Coal Company; Tennessee Coal, Iron and R.R. Company.
Reinforcing steel and supplies: Tennessee Coal, Iron and R.R. Company; Ole K. Olsen.
Rail and track accessories: A. Marx & Sons.
Concrete mixers: Fairbanks Company.
Repairs and castings: Dibert, Bancroft & Ross; Joubert & Goslin Machinery and Foundry Company; Stern Foundry and Machinery Company.
OTHER PORT FACILITIES.
"New Orleans," says Dr. Roy S. MacElwee in his book on Port and Terminal Facilities, a subject on which he is considered an authority, "is the most advanced port in America in respect to scientific policy." The Shipping Board echoed the compliment in its report of its port and harbor facilities commission of April, 1919, when it said: "New Orleans ranks high among the ports of the United States for volume of business, and presents a very successful example of the public ownership and operation of port facilities. It is one of the best equipped and co-ordinated ports of the country."
New Orleans is the principal fresh water-ocean harbor in the United States. Landlocked and protected from storms, it is the safest harbor on the Gulf Coast. Almost unlimited is the number of vessels that can be accommodated at anchor. Alongside the wharves the water is from thirty to seventy feet deep. The government maintains a 33-foot channel at the mouth of the river.
The "port of New Orleans" takes in about 21 miles of this harbor on both sides of the river. This gives a river frontage of 41.4 miles, which is under the jurisdiction of the Dock Board, an agency of the state. The Board has, to date, improved seven miles of the east bank of the river with wharves, steel sheds, cotton warehouses, a grain elevator and a coal-handling plant of most modern type, together with other facilities for loading and unloading. Authority has been granted to issue $6,500,000 in bonds for increasing these facilities.
Wharves, elevators and warehouses built by railroads and industrial plants on both sides of the river bring up the total improved portion of the port to 45,000 linear feet, capable of berthing ninety vessels 500 feet long. These facilities are co-ordinated by the only municipally owned and operated belt railroad in the United States, which saves the shipper much money. More than sixty steamship lines connect the port with the world markets; the government barge line, a number of steamboat lines, and twelve railroad lines connect it with the producing and consuming sections of the United States.
Now nearing completion is the Public Coal Handling Plant. Built by the Dock Board to develop the business in cargo coal, it is costing more than $1,000,000.00, and will have a capacity of 25,000 tons. It is of the belt-conveyor type. The plant will be able to:
1. Unload coal from railway cars into a storage pile; 2. Unload coal from cars into steamers or barges; 3. Load coal from storage pile into steamers or barges; 4. Unload coal from barges into steamers and storage pile; 5. Load coal from barges or storage pile into cars.
At the 750-foot wharf the plant can take care of three ships at one time, with a maximum loading capacity of 800 to 1,000 tons an hour.
Other coaling facilities at the port are furnished by:
Illinois Central Railroad: Tipple with capacity of 300 tons an hour;
New Orleans Coal Company: Two tipples, capacity 150 and 350 tons an hour; floating collier to coal ships while freight is being taken aboard at the wharf, capacity 175 tons an hour; collier, capacity 150 tons an hour.
Alabama and New Orleans Transportation Company: Storage plant with loading towers on Lake Borgne canal, just below the city;
American Sugar Refining Company: Coal plant, capacity, 70 tons an hour, for receiving coal from barges and delivering it to boiler house;
Monongahela River Coal and Coke Company: Floating collier.
Fuel oil facilities for bunkering purposes are furnished by:
Gulf Refining Company: Storage capacity, 100,000 barrels; bunkering capacity, 800 barrels an hour;
Texas Oil Company: Storage capacity, 150,000 barrels; bunkering capacity, 1,500 barrels an hour;
Mexican Petroleum Corporation: Bunkering capacity, 1,500 barrels an hour;
Sinclair Refining Company: Storage capacity, 250,000 barrels; bunkering capacity, 2,500 barrels an hour;
Standard Oil Company: Storage capacity, 110,336 barrels; bunkering capacity, 1,000 barrels an hour.
In the Jahncke Dry Dock and Ship Repair Company, New Orleans has the largest ship repair plant south of Newport News. The plant is on the Mississippi river, adjacent to the Industrial Canal. It has a 1,500-foot wharf and three dry docks, of 6,000, 8,000 and 10,000 tons capacity, respectively. These can be joined for lifting the very large ships. It is equipped with the latest and most powerful machinery, and has been a strong factor in developing the port.
The Johnson Iron Works and Shipbuilding Company likewise has facilities for wood repairing, caulking, painting and scraping of vessels, as well as iron work. It has three docks: one 234 feet long, one 334 feet long, and a small one for lifting barges and small river tugs.
At the United States Naval Yard is a dock of 15,000 tons capacity. This is placed at the service of commercial vessels when private docks are not available.
The Public Cotton Warehouse and Public Grain Elevator are among the most modern facilities in the country.
Both plants are of reinforced concrete throughout, insuring a low insurance rate.
The cotton warehouse comprises five units, with a total storage capacity at one time of 320,000 bales, and an annual handling capacity of 2,000,000. High density presses compress this cotton to 34 pounds per cubic foot, saving the exporter 20 per cent on steamship freight rates. The insurance rate on storage cotton is 24 cents per $100 a year. Cotton is handled by Dock Board employees licensed by the New Orleans Cotton Exchange under rules and regulations laid down by the department of agriculture. Warehouse receipts may be discounted at the banks. Cotton can be handled cheaper here than at any other warehouse in the country.
Storage capacity of the Public Grain Elevator is 2,622,000 bushels. This is about 25 per cent of the grain elevator storage capacity of the port, but the Public Elevator handles 60 per cent of the business—proving its efficiency. Its unloading capacity is 60,000 bushels a day from barges or ships, and 200,000 bushels from cars. Loading capacity into ships is 100,000 bushels an hour—to one or four vessels, simultaneously. Fireproof and equipped with a modern dust-collecting system, this facility is considered one of the best in the country.
Other grain elevators at New Orleans are operated by:
Southern Railway: capacity, 375,000 bushels;
Illinois Central Railroad two elevators, capacity, 2,500,000 bushels;
Trans-Mississippi Terminal Railroad Company: two elevators, capacity, 1,350,000 bushels.
Wharves owned and controlled by the Dock Board measure 28,872 linear feet in length, with an area of 4,230,894 square feet. Twenty of these thirty-four wharves are covered with steel sheds.
Wharves operated by the railroads on both sides of the river increase the port facilities as follows:
Southern Railway: Two concrete and steel covered docks, one a two-story structure; one is 150 by 1,300 feet, with a floor space of 195,000 square feet; one is 150 by 1,680 feet on the lower floor, and 120 by 1,680 on the upper, with a combined area of 453,000 square feet floor space.
Illinois Central Railroad: covered wharf, 130-150 by 4,739 feet.
Morgan's Louisiana and Texas Railroad and Steamship Company: wharf space, 112,000 square feet; covered space, 117,200 square feet.
Trans-Mississippi Terminal Railroad Company: Wharf No. 1, three berths, 281,904 square feet; No. 2, one berth, 94,350 square feet; No. 3, one berth, 100,725 square feet—most of it covered; oil wharf, 15,000 square feet.
The New Orleans Army Supply Base has a two-story wharf 2,000 feet long by 140 feet wide. The lower floor of the wharf is leased by the Dock Board. Back of it are the three warehouses, each 140 by 600 feet, and six stories in height.
Seven industrial plants have loading and unloading facilities on the river. The Dock Board does not lease or part with the control of these, and controls the following charges: harbor fees, dockage, sheddage, wharfage, etc.
Open storage on river front contiguous to wharves totals 1,169,900 square feet. There is a great deal of potential open storage space away from the wharves and along railroad tracks, which could be reached by switches.
For the storage of coffee, alcohol, sisal, sugar and general commodities, private warehouses offer a floor space of 2,000,000 square feet.
Railroads serving New Orleans are: The Public Belt, Illinois Central, Yazoo & Mississippi Valley, Gulf Coast Lines, Louisiana Railway & Navigation Company, Louisville & Nashville, Louisiana Southern, Missouri-Pacific, Texas & Pacific, New Orleans & Lower Coast, Morgan's Louisiana & Texas Railroad and Steamship Company, (Southern Pacific) Southern Railway and New Orleans & Great Northern.
Storage track capacity of New Orleans for export traffic totals 15,156 cars. Track facilities alongside the wharves will accommodate 600 cars. New Orleans can handle, at the grain elevators and wharves, 3,000 cars a day.
Wharves are served exclusively by the Public Belt Railroad. The Industrial Canal will be similarly served. The Public Belt Railroad assumes the obligations of a common carrier, operating under appropriate traffic rules and regulations. The switching charge is $7.00 a car, regardless of the distance. On uncompressed cotton and linters, the charge is $4.50.
The government barge line connects New Orleans with the Warrior River section of Alabama and the Upper Mississippi Valley, including a great deal of inland territory to which river and rail differential rates apply, as far as St. Louis. It is operating a fleet of 2,000-ton steel covered barges and 1,800 horsepower towboats. There is a weekly service. Rates are 20 per cent cheaper than rail rates.
The port is supplied with some of the most modern freight handling machinery. Harbor dues and other expenses are low. The water supply, for drinking purposes and boilers, meets the strongest tests.
How advantageously situated is New Orleans will be seen from the following comparison of distances:
COMPARISON OF DISTANCES BY AND BETWEEN NEW ORLEANS AND NEW YORK AND PRINCIPAL CITIES.
(Distances in statute miles, furnished by War Department.)
New York New Orleans ———————————————————— Atlanta 846 498 Baltimore 188 1,184 Birmingham 1,043 348 Boston 235 1,607 Buffalo 442 1,275 Charleston 739 776 Chattanooga 846 498 Chicago 912 912 Cincinnati 781 836 Cleveland 584 1,092 Dallas 1,642 515 Denver 1,932 1,356 Detroit 693 1,100 Duluth 1,390 1,340 El Paso 2,310 1,195 Galveston 1,782 410 Indianapolis 827 888 Kansas City 1,335 867 Little Rock 1,290 487 Louisville 867 749 Memphis 1,156 396 Minneapolis 1,332 1,285 Mobile 1,231 141 Norfolk 347 1,093 Oklahoma City 1,643 856 Omaha 1,402 1,070 Pittsburgh 444 1,142 Philadelphia 91 1,281 Port Townsend 3,199 2,979 Portland, Oregon 3,204 2,746 Salt Lake City 2,442 1,928 San Antonio 1,943 571 San Francisco 3,191 2,482 Savannah 845 661 Seattle 3,151 2,931 St. Louis 1,058 701 Toledo 705 1,040 Washington, D.C. 228 1,144
COMPARISON OF DISTANCES BY WATER ROUTES BETWEEN NEW ORLEANS AND NEW YORK TO PRINCIPAL PORTS OF THE WORLD.
(Distances in nautical miles, supplied by Hydrographic Office, Navy Department; land routes in statute miles supplied by War Department.)
New York New Orleans ————————————————————————————- Antwerp 3,325 4,853 Bombay— Via Suez 8,120 9,536 Via Cape of Good Hope 11,250 11,848 Buenos Ayres 5,868 6,318 Callao— Via Panama 3,392 2,764 Via Tehauntepec 4,246 2,991 Cape Town 6,851 7,374 Colon (eastern end of Panama Canal) 1,981 1,380 Havana 1,227 597 Hong Kong— Via Panama 11,431 10,830 [a] Via rail to San Francisco 9,277 8,568 Honolulu— Via Panama 6,686 6,085 Via rail to San Francisco 5,288 4,579 Liverpool 3,053 4,553 London 3,233 4,507 Manila— Via Panama 11,546 10,993 [a] Yokohama and San Francisco 9,480 8,771 [a] Yokohama and Port Townsend 9,192 8,972 Melbourne— [a] Via San Francisco 10,231 9,522 Via Panama 10,028 9,424 Via Tehauntepec 9,852 8,604 Via Suez Canal 12,981 14,303 Mexico City— By land and water 2,399 1,172 By land 2,898 1,526 New Orleans— Land 1,372 Water 1,741 Nome, Alaska— [a] Via San Francisco 5,896 5,187 [a] Via Port Townsend 5,555 5,335 Via Panama 8,010 7,410 Panama (western end Canal)— Via Canal and Colon 2,028 1,427 Pernambuco, Brazil 3,696 3,969 Rio de Janeiro 4,778 5,218 San Juan, P.R. 1,428 1,539 Singapore— Via Yokohama and Panama 13,104 12,503 Via Suez 10,170 11,560 San Francisco 3,191 2,482 Via Tehauntepec 4,415 3,191 Via Panama 5,305 4,704 Tehauntepec— Eastern end of railroad 2,036 812 Valparaiso— Via Panama 4,637 4,035 Yokohama— Via Honolulu and Tehauntepec 9,243 7,995 Via Honolulu and Panama 10,093 9,492 Via Panama 9,869 9,268 ————————————————————————————-
[a] By land and water.
[b] By land.