Aerial view of Pier B at the Port of Long Beach showing rail yard expansion and construction operations.
Port of Long Beach, California, August 16, 2025
Jacobs has been awarded the program-level construction management role for the Pier B On‑Dock Rail Support Facility at the Port of Long Beach. The Pier B program will expand the rail yard from 82 to 171 acres, more than tripling on‑dock rail capacity to support up to 4.7 million TEUs annually. The contract will coordinate ten construction packages covering wharf work, backland development and an administration building, with centralized environmental compliance and weekly coordination to limit disruption at the active port. The program is expected to create over 1,000 local construction jobs and improve cargo flow while reducing truck trips and emissions.
A construction management contract has been awarded for the Pier B On‑Dock Rail Support Facility program at the Port of Long Beach in California. The contract value was not disclosed. The project is part of the Port’s broader $2.2 billion capital program and is described by the client as a cornerstone of that effort. Work is expected to finish in 2032.
The Pier B program will expand the existing rail yard from 82 acres to 171 acres, a change characterized in planning documents as effectively doubling the yard’s footprint. The expansion is expected to more than triple on‑dock rail capacity and enable handling of up to 4.7 million TEUs (20‑foot equivalent units) per year. The Port anticipates the added rail capacity will significantly reduce truck traffic, lower emissions and improve air quality in nearby communities while improving cargo movement efficiency.
The Port selected a Dallas‑based construction manager to provide program‑level construction management support. The managing firm will provide an umbrella Program‑Level Support Construction Management (PLSCM) structure that integrates shared staffing, constructability reviews and regular coordination with the Port’s internal team and on‑site contractors.
Project delivery will involve a sequence of multiple construction packages. Port leadership indicated the Pier B program includes 10 separate construction contracts that must be coordinated in an active port environment. To handle those interfaces, the PLSCM approach schedules weekly coordination meetings to align upcoming activities and equipment deliveries, and to minimize disruptions across concurrent projects.
Coordinated workstreams under the PLSCM structure include wharf construction, backland development, the administration building and integration of ship‑to‑shore cranes. Sustainability measures under the program plan call for repurposing surplus materials and strict environmental oversight to meet the project’s environmental impact documentation and regulatory conditions without impeding construction progress.
The Port projects that the expanded on‑dock rail facility will increase throughput, help lower shipping costs over time by improving cargo flow, and support regional economic development. The program is also intended to deliver community benefits, such as the creation of more than 1,000 local jobs, support for local health and environmental initiatives, and measurable reductions in truck trips and emissions that affect nearby neighborhoods.
The construction manager has previously provided planning and delivery services at the same port and has completed waterfront and maritime projects in other West Coast ports. Prior local work cited includes a new fireboat station designed to protect port assets and improve emergency response. Project teams on earlier phases delivered more than $450 million in construction under a small professional staff and used coordinated environmental compliance oversight to speed approvals and limit schedule delays.
The Pier B program is set within a busy port environment that moves millions of containers each year and handles hundreds of billions of dollars in traded goods. Managing construction at an active container port requires close coordination among contractors, port operations, regulatory agencies and community stakeholders. The Port has characterized the Pier B expansion as central to its capital program and strategic efforts to manage increased cargo volumes while reducing the environmental footprint of freight movement.
The expansion reflects a larger trend of shifting more freight from trucks to on‑dock rail to reduce highway congestion, lower emissions and improve efficiency in transpacific supply chains. Increasing rail capacity at a major West Coast port can change routing patterns for inland freight, influence shipping costs, and affect regional air quality and job markets.
The program is a multi‑contract effort to expand and modernize the Port of Long Beach’s on‑dock rail yard, growing the yard from 82 to 171 acres and boosting on‑dock rail handling capacity.
A Dallas‑based program‑level construction manager was selected to provide construction management support across the multiple contracts that make up the Pier B program. The contract value was not released.
Planned benefits include increased on‑dock rail capacity to handle up to 4.7 million TEUs annually, reduced truck traffic, lower emissions, improved air quality, and job creation in the region.
Program planning estimates project completion by 2032, though individual contract schedules and external factors can affect timing.
The PLSCM structure will include centralized environmental oversight to ensure compliance with environmental impact documentation and coordination with regulatory agencies while minimizing construction delays.
| Feature | Detail |
|---|---|
| Project type | Pier B On‑Dock Rail Support Facility program — rail yard expansion and supporting infrastructure |
| Total program cost | $2.2 billion (Port capital program total) |
| Construction management | Program‑level support construction management (PLSCM) provided by selected firm |
| Yard size change | From 82 acres to 171 acres |
| Capacity target | Up to 4.7 million TEUs annually on‑dock |
| Number of construction contracts | 10 separate contracts to be managed and coordinated |
| Completion | Expected by 2032 |
| Community impact | More than 1,000 local jobs; reduced truck trips and emissions; improved air quality |
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