There’s a moment in every critical Service Level Agreement (SLA) parts network where something small reveals something structural. A part misses a four-hour SLA not because it wasn’t in the country, but because no one was quite sure who owned the handoff. A shipment sits at customs while teams debate who the Importer of Record should have been. Two regions quietly increase safety stock on the same SKU ‘just to be safe’. An escalation call includes five organisations and no single line of accountability.

Nothing catastrophic. Just friction. Individually, these moments look operational. Together, they are architectural.

How Fragmentation Creeps In

Global service parts networks rarely begin fragmented. They evolve that way. A regional specialist is added to close a performance gap. A repair partner shortens turnaround time. A trade advisor manages compliance complexity. A 4PL layer is introduced to connect it all.

Each decision is rational. Often necessary. But over time, orchestration becomes layered rather than unified. In high-availability environments such as cybersecurity infrastructure, optical networks, data centres and medical systems, that layering begins to create hidden costs.

Where the Costs Appear

Fragmentation first shows up in inventory. When regions operate with partial visibility of each other’s positioning, they hedge. The US carries stock to protect its SLA exposure. Europe does the same. APAC does the same again. Individually, the decisions make sense. At the network level, they inflate safety stock, tying up working capital in duplicated buffers that exist purely to compensate for uncertainty.

It also distorts performance reporting. One provider starts the SLA clock at dispatch, another at delivery attempt. Reverse logistics is measured separately from forward fulfilment. Dashboards appear aligned until volatility hits, and suddenly, no one can reconcile where the delay actually occurred.

Trade governance becomes another pressure point. In global service networks, customs clearance is not a back-office activity; it is part of the uptime system. When Importer of Record responsibilities shift between providers or vary by region, ambiguity creeps in. A customs hold under a four-hour SLA is no longer just a compliance issue. It becomes a service outage.

Reverse flows create their own consequences. Repairable assets moving across borders without unified visibility become what operators quietly call ‘dark inventory’. The asset exists somewhere in the network but cannot be deployed when it is needed. The forward network compensates the only way it can, by carrying more stock.

When problems escalate, fragmentation becomes most visible. In multi-provider models, root cause rarely sits neatly in one organisation. Escalations move sideways before they move forward. Accountability becomes sequential rather than simultaneous. Under stable conditions, the system absorbs that latency. Under disruption, including tariffs, geopolitical shifts and capacity shocks, the latency becomes exposure.

The Fragmentation Tax

Multi-provider strategies are often adopted to reduce concentration risk. That logic makes sense.
But in high-SLA service environments, fragmentation introduces a different risk: coordination failure.
When orchestration is disjointed, the network begins paying what might be called a fragmentation tax, in duplicated inventory, premium freight, delayed recovery times and the growing overhead required simply to keep the system aligned.

The tax rarely appears on a single P&L line. It accumulates quietly across buffers, expediting, working capital and management attention.

A Different Question

As global service networks expand and trade regimes tighten, leaders are starting to ask different questions. Not ‘Are our providers performing?’ but ‘Is our orchestration structurally unified?’, because in high-availability service networks, architecture is no longer just an operational choice. It is a resilience strategy. Every network pays for its design. The only question is whether the cost is visible.

The post The Hidden Cost of Disjointed Orchestration appeared first on Logistics Business.

Torus will provide resilient, agile and integrated defence supply chain solutions, helping the UK defence sector adapt to the evolving threat landscape and build the agile capacity required to enhance sovereign capability.

Designed to help address the UK Government policy shift to readiness, visibility and data exploitation, Torus draws on alliance members’ proven capabilities and mission-critical expertise in military domain, procurement and supply chain. The alliance is underpinned by a shared commitment of collaboration, compliance and continuous improvement to solve complex challenges in the UK defence market.

• Amentum will provide overall integration and programme management based on more than 60 years of support to UK defence operations, procurement, logistics support, programme/project delivery and transformation. Its global expertise, built over decades of defence, aerospace and national security experience in the USA and UK, ensures interoperability with allied sustainment systems and proven global buying power. Last September, Amentum announced plans to add another 3,000 people to its current UK workforce of more than 6,000 over the next four years.

• GXO will develop and operate innovative logistics solutions, leveraging its more than two decades of experience partnering with leading aerospace and defence organisations. With A&D operations spanning more than 30 global sites, GXO recently bolstered its UK defence capabilities through the acquisition of Wincanton, a longstanding trusted partner to the UK defence and industrial sector. GXO currently employs more than 60,000 team members across 450 sites in the UK and is a Gold Award level member of the UK’s Defence Employer recognition scheme for its work with the Armed Forces.

• Accenture will lead digital reinvention with a core role to deliver digital enablement and integrated decision support capability. Accenture’s deep experience of defence logistics information systems and digital transformation will enable real-time, single-version-of-the-truth visibility and smarter, data and AI-powered decision making that balance readiness, cost and resilience.

• Maersk will provide global integrated movement solutions utilising its extensive network across multiple modes to enable global reach ensuring compliance with stringent security standards for defence and government cargo whilst ensuring the scale of its owned assets provide agility and resilience to allow defence to plan and react to a changing need.

Loren Jones, Amentum Senior Vice President, said: “Our combined global reach and military domain experience, specifically Amentum’s proven success in deployed logistics and integrating complex systems for the U.S. Government, perfectly aligns with the UK Defence sector’s requirement for future operational resilience and it’s imperative to move beyond systems optimised for just-in-time to ones of assured readiness and global reach.” 

Gavin Williams, Managing Director, GXO UK & Ireland, said: “The defence sector is tasked with responding to dynamic global challenges which has created substantial demands on its supply chains. GXO’s proven capability in the global defence sector optimises efficiency and builds resilience in complex supply chains, providing leading defence organisations with the assurance they will have the adaptive capacity required to deliver with confidence.”

Mark Smith, EMEA Defence Lead at Accenture, said: “This alliance brings together unmatched expertise in logistics systems and data-driven digital transformation – enabling scalable, interoperable solutions that enhance mission readiness. Accenture’s deep defence logistics knowledge and cutting-edge digital capabilities, refined through working with over 20 NATO countries, can help ensure operational continuity and resilience in complex global environments.”

Beyond focusing on supporting UK sovereign mission readiness, the alliance is committed to investing in UK infrastructure, contributing to economic growth and fostering digital skills in local communities.

The post Supply Chain Solutions to the UK Defence Sector appeared first on Logistics Business.

The meeting formed part of ongoing engagement between industry and policymakers to assess how the post-Brexit trading arrangements are functioning in practice and to identify areas where processes could be improved for freight forwarders and their customers.

Representing BIFA was Pawel Jarza from the association’s Policy and Compliance team, who highlighted the operational realities faced by members when moving goods across the Irish Sea. While the Windsor Framework has simplified certain procedures, such as removing the requirement for export declarations on goods moving from Great Britain to Northern Ireland, freight forwarders continue to navigate a complex trading environment.

Key challenges discussed included the need to operate between two tariff regimes and determine whether goods are considered ‘at risk’ of entering the EU market. Additional requirements, including safety and security declarations and the implementation of systems such as Import Control System 2 (ICS2), also contribute to the complexity of border processes.

The discussion also addressed issues surrounding the movement of small parcels and lower-value consignments, where the detailed provisions of the framework can create practical difficulties for operators.

BIFA used the meeting to relay feedback from its members and emphasised the importance of continued dialogue between industry and regulators to ensure the framework works as effectively as possible.
Commenting after the meeting, Jarza encouraged members that trade between Great Britain and Northern Ireland to continue sharing their experiences.

“Freight forwarders operate at this border every day and have first-hand knowledge of what works and what does not,” he said. “If members encounter systemic issues, it is important that they let us know so we can raise these with government departments and the European Commission, and where possible propose practical solutions.”

BIFA will continue to gather feedback through its regional engagement in Northern Ireland and ongoing discussions with members to support improvements to the operation of the Windsor Framework.

The post Windsor Framework Freight Discussions appeared first on Logistics Business.

The report tracks globalisation on a scale from 0% (no cross-border flows) to 100% (borders and distance have no impact). The world’s level of globalisation was 25% in 2025, in line with the record high set in 2022.

Globalisation is holding its ground – and that alone speaks volumes about its value… From poverty to climate change, the world’s biggest challenges can only be solved through global thinking. The DHL Global Connectedness Report shows that countries and companies are not retreating behind national borders. That is good news. We strengthen global ties by connecting markets, businesses, and people so they can adapt, diversify, and unlock new opportunities – even in uncertain times.

said John Pearson, CEO of DHL Express.

At the same time, today’s globalisation level of 25% underlines how far the world is from being fully globalised. In many areas, international flows could expand further in the absence of policy constraints.

AI boom and race to beat tariff hikes fueled trade in 2025

Global trade grew faster in 2025 than in any year since 2017, excluding the volatile Covid-19 period. U.S. importers accelerated shipments early in the year ahead of tariff increases. U.S. imports later dropped below prior-year levels, but rising Chinese exports to non-U.S. markets helped sustain global trade volumes. Trade in AI-related goods surged as countries and companies raced to build AI infrastructure. AI-related products drove 42% of goods trade growth in the first three quarters of 2025, according to WTO figures.

Trade outlook: growth continues, even with higher tariffs

Looking ahead, recent U.S. tariff increases are expected to modestly slow trade growth in 2026 – but not stop it. Global goods trade is projected to expand by an average of 2.6% per year through 2029, in line with the past decade. One reason trade can keep growing despite U.S. tariff hikes is that most trade does not involve the U.S. In 2025, 13% of imports went to the U.S., and 9% of exports came from the U.S. In addition, many countries are pursuing new trade agreements to secure access to alternative markets.

Information flows face barriers, people flows reach new highs

Beyond trade, the report finds diverging trends across other international flows:

• Capital: There is no broad shift of investment from foreign to domestic markets. Multinational firms still earn near-record shares of sales abroad. While announced greenfield foreign direct investment (FDI) fell in 2025, overall FDI flows rose, and cross-border M&A activity remained resilient.
• Information: Over the past two decades, information flows delivered the largest globalisation gains. Since 2021, growth has slowed and become more volatile. Geopolitical tensions and restrictions on data flows may now be materially limiting the globalisation of information.
• People: After collapsing during the Covid-19 pandemic, people flows have fully recovered. The latest data show international travel, student mobility, and migration all at record highs.

Singapore leads country ranking, Europe tops regions

In the report’s country ranking, Singapore again ranks as the world’s most globalised nation, followed by Luxembourg and the Netherlands.

Europe is the most globalised region, followed by North America and the Middle East & North Africa. The United Kingdom has the most broadly distributed flows worldwide. The United Arab Emirates recorded the largest increase in globalisation since 2001.

U.S.–China tensions affect only small share of global flows

The report also finds that ties between the world’s two largest economies – the U.S. and China – continue to weaken. However, these ties are surprisingly small in a global perspective. For example, trade between the U.S. and China accounted for 3.6% of world trade at its peak in 2015, before falling to 2.7% in 2024 and to only 2.0% during the first three quarters of 2025. The U.S.–China share of international business investment is even smaller – less than 1% in 2025.

No global split into rival blocs

Even as the U.S. and China decouple, most countries continue to engage with their longstanding partners. Over the past decade, only 4–6% of global goods trade, greenfield FDI, and cross-border M&A have shifted away from geopolitical rivals. Of these flows, most have not moved to close allies but to countries with flexible geopolitical positions, such as India and Vietnam. Overall, the world economy remains far from a broad split into rival blocs.

The politics and policy surrounding globalisation are much more volatile than the actual flows between countries… “Global trade patterns changed more in 2025 than they do in a typical year, but less than they did during other recent disruptions such as the early stages of the war in Ukraine. Sound decision-making requires a calibrated view of how much global business ties are really changing. The risks to globalisation are real, but so is the resilience of global flows.

said Prof. Steven A. Altman, Director of the DHL Initiative on Globalisation at NYU Stern’s Centre for the Future of Management.

Traded goods and greenfield FDI reach record distances

Geopolitical tensions and supply chain concerns have led many observers to expect a shift from globalisation to regionalization. In 2025, however, traded goods travelled the longest average distance on record (5,010 kilometres). The average distance for greenfield FDI projects also rose to a new high (6,250 kilometres). Most other international flows are stretching over longer distances as well, and longer distances indicate less regionalization. Predictions of a broad move from global to regional business have not materialized – at least not yet.

Published regularly since 2011, the DHL Global Connectedness Report provides reliable insights on globalisation by analysing 14 types of international trade, capital, information, and people flows. The 2026 edition is based on more than 9 million data points. It ranks the connectedness of 180 countries, accounting for 99.6 percent of global gross domestic product and 99.0 percent of the world’s population. A set of 180 one-page country profiles summarizes each country’s pattern of globalisation.

Read the full report here.

The post Globalisation Holds Firm, US and China Decouple appeared first on Logistics Business.

As the conflict involving Iran intensifies, logistics and supply chain networks worldwide are feeling the strain. Rising tensions are once again placing strategic maritime chokepoints such as the Strait of Hormuz under heightened scrutiny, with carriers and insurers monitoring developments closely.

DHL has warned that volatility across Middle Eastern corridors is contributing to longer transit times, elevated insurance premiums and higher fuel costs. The company has indicated that contingency routing and risk mitigation measures are increasing operational complexity for customers.

Meanwhile, container lines are taking decisive action. In a customer advisory issued on 4 March 2026, Maersk announced it is temporarily suspending new cargo booking acceptance to and from several Gulf states – including the United Arab Emirates, most of Oman, Iraq, Kuwait, Qatar, Bahrain and parts of Saudi Arabia – until further notice, with exceptions for essential goods such as food and medicine. The carrier noted that ports including Jeddah, King Abdullah and Salalah remain operational, and advised customers to explore alternative routings or inland gateways where possible.

Maersk has also cautioned customers about elevated risk levels in Gulf waters, highlighting the potential for disruption, schedule adjustments and additional war-risk related costs as insurers reassess regional exposure.

Other major carriers including Hapag-Lloyd, CMA CGM and COSCO have similarly referenced increased insurance premiums and potential war-risk surcharges in affected regions, reflecting the broader risk environment confronting global shipping lines.

Data from container visibility specialist Vizion suggests the market reaction is already significant. According to the company’s Tradeview platform, container ports in the Arabian Gulf – particularly those located east of the Strait of Hormuz – typically account for around 3.4 million TEU of annual booked volume, representing an estimated US$140 billion in cargo value. However, Vizion reports that in the past two days daily bookings from shippers looking to import goods into these ports have fallen by 81%, highlighting how quickly geopolitical risk is influencing shipping demand and routing decisions.

While there has been no formal closure of the Strait of Hormuz, vessel traffic patterns have become more cautious. Shipping data indicates slower transit speeds and occasional holding periods as operators await security guidance before entering or exiting Gulf waters. Rather than large visible queues, the disruption is manifesting through staggered departures, extended voyage times and schedule unreliability – factors that ripple quickly through global container and energy supply chains.

The conflict’s impact isn’t confined to sea freight. Air cargo operations across key Gulf hubs including Dubai, Abu Dhabi and Doha have experienced periods of airspace disruption and operational constraints as authorities respond to regional security developments. Even temporary restrictions can reduce available capacity for high-value, time-sensitive goods. This dual disruption across ocean and air lanes has led to wider bottlenecks in sectors ranging from electronics to pharmaceuticals.

Even industries reliant on raw materials are under pressure. Heightened risk around key Middle Eastern transit corridors has raised concerns over the continuity of LNG and fertiliser exports, markets that are highly sensitive to any potential interruption in Gulf shipping flows.

For logistics professionals and supply chain planners, the current environment demands proactive risk management. Companies are revising routing strategies, building inventory buffers, and assessing alternative modes such as rail or air freight where feasible. With geopolitical tensions persisting, logistics leaders are preparing for continued volatility across critical transit points such as the Strait of Hormuz and the Bab el-Mandeb. Even the prospect of disruption is enough to reshape routing decisions, insurance costs and inventory strategies in 2026.

The post Middle East Conflict Continues to Disrupt Supply Chains appeared first on Logistics Business.

CEO Andrew Baxter, pictured below, talked guests through the reasons for the change and the recent progress the company has made. ‘Powered by better’ is the motto and ethos for the company going forward, as Baxter laid out a strategy to establish Europa as the leading logistics operator for moving goods between the UK and EU. “We win by our customer’s success and through marginal gains,” Baxter said, referencing progress made despite inevitable ‘growing pains’ since he acquired the company a decade ago.

Europa Worldwide Group hosted industry leaders, journalists and broadcasters at its Kent headquarters for the official launch of its new strategy, alongside the unveiling of liveried vehicles. Celebrating its diamond anniversary, the proudly independent logistics provider launches a new brand identity and company manifesto: ‘Powered by Better.’ The refresh signals a new era of expansion for the Kent-based firm, which has quadrupled in size over the last 13 years and has expanded its Air & Sea freight and 3PL Warehousing divisions, despite increasing global economic volatility.

A Model for Frictionless Trade

Since the implementation of post-Brexit trade rules in 2020, Europa’s road freight division (it’s largest) claims to have moved double the volume of goods of its nearest competitor, transporting £11.2bn worth of products between the UK and the EU. This achievement is anchored by ‘Europa Flow’, the company’s ‘frictionless’ delivery solution, powered by a proprietary software system, that eliminates customs delays for SMEs and global corporations alike. Europa’s customers credit Europa Flow with ensuring their businesses continued operating smoothly during a period of acute disruption.

“The last six years have been a litmus test for the UK logistics sector,” said Baxter, CEO and Owner of Europa Worldwide Group. “While others saw obstacles, we built bridges. Moving £11bn worth of goods in such a complex climate proves that with the right innovation, British exporters remain resilient and competitive.”

The ‘Powered by Better’ Manifesto

The new brand identity, featuring striking new vehicle livery, emblazoned in Europa’s recognisable red and white colourway, is more than a visual update. It represents a commitment to delivering three core pillars, which the company unveils today: ‘Smarter Solutions’, to ‘Wow every Customer’, and ‘Always Win on Value’.

“‘Powered by Better’ perfectly communicates our DNA,” Baxter continued. “In logistics, you cannot settle for second best. We work relentlessly to find the marginal gains that give our customers a market-leading edge. As we celebrate 60 years since our founding in 1966, we aren’t just looking back at our heritage —we are asserting our role as the company-of-choice for the next generation of global traders.”

Global Expansion & Innovation

From its roots as the first express service provider to Europe, Europa now employs 1,300 people across 30 global sites and operates in 160 countries. The group’s diversified portfolio comprises:

● Europa Road: Offering a unique Money Back Guarantee on European freight.
● Europa Warehouse: Managing over one million sq. ft. of automated and manual fulfilment 3PL space in Corby, Dartford, and Birmingham.
● Europa Air & Sea: Rapidly expanding with strategic hubs in Hong Kong, China, the UAE, India and the UK.

With its own dedicated customs specialists, bonded warehousing and global end-to-end air and sea supply chain expertise, Europa Worldwide Group is well positioned as the UK’s trade strategy focus shifts towards emerging markets.

“We have 60 years of experience as our foundation and a family of employees committed to delivering for customers no matter the challenge that confronts them,” concluded Baxter. “Whether it’s moving goods across the Channel Tunnel or the South China Sea, we are ready for the next 60 years. We are Powered by Better.”

The post New Livery for Logistics Firm appeared first on Logistics Business.

When Steve Jobs stepped onto the stage at the Macworld Expo in August 1997, he wasn’t introducing a groundbreaking new product (he would announce the iPhone at the same event a decade later).

At the time, software was rigid. Systems were siloed. Data arrived late. People worked within the confines of the technology, content to be limited by its many shortcomings. Jobs was casting a vision for his company and the customers who would refuse to settle for the status quo.

It was a rejection of the way people were being forced to work with technology, and a promise and an invitation to think different and change the world. The modern supply chain took shape at the same time, and its software solutions were built around batch planning, static forecasts, and point-in-time data.

These weren’t the ideal solutions. It was simply what the technology could support. For a long time, it worked. Disruptions existed, but they were exceptions, not norms.

Today, global supply chains are more expansive than ever before, operating with more velocity and precision but vulnerable to disruption. As one survey of 1,000 senior supply chain leaders concludes, ‘Supply chain disruptions are no longer rare — they’re the new normal.’

Why Two Decades of Technology Spending Left Supply Chains Brittle

Two decades and $200 billion in supply chain management technologies have left many supply chains reactive and convoluted. This staggering investment has not delivered the expected resilience; global disruptions now cost the average company 8% of its annual revenue. McKinsey & Company estimates that extended supply chain disruptions lasting more than a month now occur every 3.7 years and can cost a business up to 45% of a year’s profit over a decade.

Despite this significant spending, most organizations are still operating on their heels, trapped in a cycle of:

● Making decisions based on fixed time horizons that ignore the fluidity of global trade
● Relying on data that is outdated by the time it reaches the dashboard
● Operating in silos, where teams are neither connected nor informed
● Reacting to crises rather than adapting to trends.

First-wave supply chain management solutions were designed to record and report, not to decide. They rely on fixed time horizons and historical data to inform the future. When disruption, uncertainty, and change are the norm, it’s clear that we need to think differently about our supply chain software.

Transitioning from Reactive Networks to Adaptive Decision Engines

Decision-making itself has become a first-class enterprise capability. It’s why a decision-centric approach is the defining framework of successful, agile enterprises.

Yes, it involves a new technology schema. Yes, it puts data at the centre of everything. It’s also more than that. It’s a new operating model where decisions are explicit, intelligence is continuous and adaptive, execution is connected, and humans and technology collaborate at scale.

Decision-centric organizations are not just focused on data collection, but also on applying this information to drive specific business outcomes. For supply chain entities, this means using available intelligence and analytical tools to become more forward-looking and responsive to market shifts before they become crises. These initiatives are undoubtedly powered by artificial intelligence (AI).

Making Intelligence Operational

AI is ubiquitous in the supply chain sector. A quick Google search reveals countless think pieces on the subject, and executives are eager to talk about how they are deploying the latest to achieve the elusive promise of total visibility.

What it actually does for them is a different story. AI-powered, decision-centric supply chains are defined by three pillars that produce real results.

1: Centralizing Data
Best-in-class supply chain entities are centralizing their data into a single, unified platform. AI-powered supply chain optimization doesn’t work if data silos and disparate teams are running the show. Integrate and unify data so AI models can train on a complete, vertical, end-to-end picture of the operation, rather than on conflicting or incomplete datasets.

2: Intelligent Responses
Decision-centric companies turn insights into action. They rely on clean, centralized information to identify problem root causes and respond in real time. Even better, generative AI solutions make information searchable, allowing decision-makers to query data to derive actionable insights, and machine learning helps teams arrive at complex, data-driven decisions.

3: Predictive Sales and Operations Planning
AI-driven demand sensing turns real-time data from the external world into insights that anticipate and understand subtle shifts in customer behaviour, market trends, and potential disruptions before they impact the bottom line.

Rather than relying on last year’s information, supply chain entities can use this technology to adapt to real-time, even unprecedented, circumstances, responding with robust solutions that clarify uncertainty and create opportunities from disruption.

For instance, 76% of fashion executives believe tariffs and trade volatility will be the defining issues of 2026, requiring this heightened level of agility. Generative AI-powered digital twins can help retailers understand the financial or operational implications of any given decision or scenario.

This AI-first approach connects planning, execution, and analytics in real time to deliver speed, resilience, and measurable business impact. When implemented effectively, it changes how supply chains work, converting reactive networks into adaptive decision engines.

A New Era of Strategic Advantage

When Steve Jobs challenged Apple and its audience to ‘think different’ he was redefining the relationship between creators and their tools, businesses and their processes and potential. It was a response to a status quo that desperately needed updating.

The logistics and supply chain sector is ready for a similar revolution. Specifically, the modern supply chain must be built to be actively anti-fragile. The transition to a decision-centric enterprise marks the end of an era defined by reactive management.

For decades, we required supply chain professionals to serve the limitations of their software. We’ve left expert planners firefighting exceptions in spreadsheets, while reaching the company’s strategic goals have remained elusive.

Adopting a decision-centric model changes this dynamic. It empowers people and their teams to think differently. They can be different, operating with a level of specificity and agility that meets this disruptive moment.

The post Broken Supply Chain? appeared first on Logistics Business.

The challenge is not only the rise in air cargo volumes, but the highly time-sensitive nature of operations. Companies are under pressure to meet tight deadlines and customer expectations, while there are also clearly defined regulatory processes for handling air cargo. An ever-growing volume has led to congestion at major hubs, creating possibilities for smaller airports to expand into air cargo, or shift from handling cargo in warehouses further away from airports.

Bart Sloot (pictured, below), Sales Manager, Air Cargo Equipment, at Joloda Hydraroll, explains the importance of efficient and safe air cargo handling systems at these airports to improve productivity and build a scalable business operation.

Expanding Market

The explosion in e-commerce business from the Far East continues to increase air cargo, with the Airports Council International’s latest dataset revealing air cargo volumes climbed 9.9% year on year to a record 127m tonnes in 2024. This boom is changing the dynamics of the air cargo industry, especially across Europe. In addition to significant new facilities, which include extensive air cargo facilities, existing airports are also ramping up to support this new business.

The International Air Transport Association (IATA) has clearly defined global standards for air cargo operations, including handling procedures and safety protocols. Yet while there is widespread understanding throughout global aviation about the safe way to process ULDs (Unit Load Devices), such as to meet and manage the demands created by e-commerce, and significant investment from air cargo handlers to increase front line facilities, these often fall short – and demand exceeds capacity.

The result is inevitably slower and reduced throughput, as well as heightened risk of pallet/cargo damage. Efficient ground handling is vital to improve productivity and create the scalability required to maximise profitable growth.

Compliant and Efficient Air Cargo Handling

Effective ground handling is also key to ensuring the safety of both operators and goods. Manual handling of air cargo specifically breaches IATA guidelines, which specify that ULDs should never be moved directly by a forklift truck, for example. They should also never touch the concrete floor to reduce the risk of damage. With the pressures created by increasing volumes, tight turnaround times and the need to ensure a safe working environment, it is vital to use the right material handling equipment and systems. Safe, compliant handling of ULDs requires both powered and unpowered roller beds and a height-adjustable truck dock that uses motorised rollers to accelerate and streamline operations. Installed at the critical interface between the land side and air side, powered roller beds automate the movement of ULDs, improving both the speed and consistency of air cargo transfers. Modular roller beds with powered drive motors can also be retrofitted to existing trailers to propel air cargo continuously and safely between warehouses and trailers.

To manage the movement of air cargo around the warehouse, handlers can use mobile workstations (also known as slave pallets) to allow safe movement. These mobile workstations, which can be moved or removed easily when not in use, allow ULDs to be transported with little effort across the warehouse floor. This minimises the physical strain on workers and speeds up the manual positioning of air cargo units.

Consultative Approach

Adapting to the demands of rapidly escalating e-commerce volumes requires a different approach for air cargo handlers. It requires a risk assessment to ensure processes are undertaken in line with both IATA requirements and, potentially, airline audits. In addition to adopting systems such as roller beds, working with an experienced partner can ensure environments are optimised for efficiency and safety.

This process reduces handling steps and improves process flow, whilst also supporting compliance with health and safety protocols. The consultative approach can also assess the potential for additional innovation, allowing companies to make the best use of busy or constrained warehouse layouts.

It is, of course, operationally possible to handle air cargo at any location. Is it, however, the most efficient approach? Or cost effective? Or scalable? Any processes that place a limit on the volumes that can be handled will inevitably constrain expansion, potentially add workforce risk and challenge regulatory compliance. Ensuring the correct handling equipment and systems are in place is mission critical, underpinning not only safety and efficiency but also compliance with IATA standards.

Adding powered roller beds and mobile workstations to the air cargo handling process can not only transform productivity and throughput, it can also protect staff, equipment and ULDs while providing the foundation for rapid expansion to support new business opportunities.

The post Scale & Safety for Ecommerce Air Cargo Handling appeared first on Logistics Business.

“Life sciences and healthcare companies expect cold chain solutions that are reliable, compliant, and transparent from end to end — and those expectations are rising fast,” said Oscar de Bok, CEO of DHL Global Forwarding, Freight. “At the same time, they’re looking for ways to simplify supply chains and reduce costs. Our expanded network brings together DHL Aviation’s global air connectivity, our GDP-compliant station network, and our major investments in modern, temperature-controlled facilities. The result is a more resilient, more efficient logistics backbone for customers who depend on flawless quality to deliver critical therapies to patients.”

By reducing reliance on third-party carriers and commercial airlines, DHL improves product integrity and temperature control throughout the journey while increasing supply chain resilience amid geopolitical tensions, capacity shortages, and growing regulatory complexity. The expansion adds capacity for temperature-sensitive pharmaceutical and medical shipments and connects key markets through more than 30 GDP-compliant aviation hubs and gateways.

The network will first connect major DHL hubs, including Brussels (BRU) – Cincinnati (CVG), with additional routes in Europe, the Middle East, Asia, and Latin America to follow. The BRU-CVG corridor connects the U.S. Midwest, home to leading pharma companies, directly to one of Europe’s most advanced life sciences ecosystems. By avoiding coastal congestion, the lane provides a seamless, temperature-controlled pathway for high-value biologics and time-critical cell and gene therapies. At the Brussels end, the route is supported by 45,000 square metres of pharma-only zones at BRUcargo, delivering clinical-grade integrity end to end. Together, this infrastructure establishes a resilient connection between two of the world’s most important healthcare markets.

Countries prioritized for further expansion of the Airfreight Cold Chain Network include India, Singapore, Japan, South Korea, Brazil, the United States, Germany, and Ireland. These routes are designed to meet strict regulatory requirements and maintain product quality throughout the supply chain.

The expanded network supports DHL’s mission to strengthen global health logistics and meet rising demand for fast, reliable, temperature-controlled transport of pharmaceutical products and medical supplies. Patient safety remains central to the service. Combined with significant investments in temperature-controlled infrastructure, the network reduces reliance on heavy, costly packaging and refrigerated air freight containers, offering an economical service focused on quality and minimizing temperature excursions.

To support the expanded network, DHL has introduced a dedicated Boeing 777 freighter operating between Brussels and Cincinnati. The aircraft, which features the new ‘DHL Health Logistics’ livery, serves as a visible marker of the company’s strategic focus on healthcare logistics. More importantly, its dedicated routing provides consistent, controllable capacity on one of the most critical pharma lanes, reinforcing the reliability and temperature management standards required for sensitive shipments. While the branding highlights the sector’s importance, the aircraft’s operational role strengthens the backbone of DHL’s growing health logistics network.

The post Pharma Airfreight Cold-Chain Network Grows appeared first on Logistics Business.

Returning to The Slate at Warwick Conferences on 23–24 September 2026, this year’s event builds on the momentum of the successful reintroduction of the National Conference in 2025. Plans are already well under way for what promises to be an essential date in the freight forwarding calendar.

With significant shifts in the world order, ongoing geopolitical tensions, uncertainty surrounding tariffs, and mounting economic pressures on consumers and manufacturers alike, the outlook for global trade has rarely been more unpredictable. Against this backdrop, BIFA’s 2026 conference will provide clarity, insight and practical guidance for navigating the months and years ahead.

The agenda and speaker line-up are currently being finalised and are expected to feature contributors from across all sectors of international logistics, alongside major infrastructure stakeholders and political decision-makers. Together, they will offer informed perspectives on the challenges and opportunities shaping global supply chains.

As ever, the programme will offer ample opportunity for face-to-face discussion and networking – still the most effective way to build relationships, exchange ideas and develop practical solutions in a complex trading environment.

This year’s guest speaker after dinner will be none other than former Premier League manager Harry Redknapp, bringing decades of top-flight football experience – and no doubt a few stories from the touchline.

Known for his quick wit as much as his tactical nous, Harry is sure to entertain. Those who have heard him speak before may recall his famous story about accidentally sending a text message to the wrong contact – a tale involving a transfer rumour, a confused journalist, and a very surprised window cleaner.

If that’s a preview of what’s to come, delegates can expect an evening of laughter, straight-talking insight, and perhaps a reminder that clear communication is just as vital in football management as it is in freight forwarding.

Spaces for the BIFA National Conference 2026 are limited. Delegates are encouraged to book early to secure their place and benefit from the available early bird discount. Full details of ticket options can be found on the conference website: https://conference.bifa.org

BIFA director general, Steve Parker says:

This conference will provide valuable opportunities for professional development and is a vital event for those looking to stay ahead of the curve in an ever-evolving industry… I urge people to join us at the event for an opportunity to connect with key industry figures, gain practical insights, and ensure your business remains at the forefront of the logistics and freight sectors… With industry insight by day and networking with entertainment by night, the BIFA National Conference 2026 promises to be both informative and memorable.

The post Conference Navigating a shifting world appeared first on Logistics Business.