30 March 2026
Summary of BCI’s transportation panel roundtable
Introduction
The roundtable of part of BCI’s transportation panel on March 25th, 2026, highlights a global transportation system under severe strain due to the Middle East crisis, with disruptions affecting ocean freight, airfreight, European road transport and parcel & express networks. Across all modalities, uncertainty, cost inflation and operational complexity dominate decision making.
Ocean freight
In global ocean freight, the key challenge is unpredictability in both capacity and execution. Ocean transport to and from the Middle East region is barely possible. Rerouting away from the Red Sea has significantly increased transit times and costs, while alternative ports face infrastructure and capacity limitations. Equipment imbalances such as container shortages further complicate flows.
What works Close collaboration with agents and carriers, flexible routing decisions, proactive negotiation on insurance and surcharges, and strong operational oversight | What does not work Rigid contracts, reliance on fixed schedules, lack of transparency in surcharges, and dependence on tracking systems that are currently unreliable |
Airfreight
In global airfreight, the situation is more nuanced. European outbound flows remain relatively stable, but disruptions at major hubs and reduced freighter capacity create volatility. Jet fuel availability is emerging as a structural constraint, not just a cost driver.
What works Rerouting via alternative hubs, increasing buffer stock, dedicating teams to manage bookings, and maintaining flexibility in carrier selection | What does not work Heavy reliance on spot rates, inconsistent fuel surcharge models, and complex operational setups for sensitive cargo that cannot tolerate delays or transshipment risks |
European road
For European road transport, capacity is still available but less flexible than before. Fuel price volatility has accelerated surcharge discussions and reduced carriers’ willingness to absorb planning changes.
| What works Shifting from spot market to contract-based agreements, implementing transparent fuel indexation mechanisms, and segmenting carrier strategies | What does not work Dependence on spot market procurement, short term rate pressure, and acceptance of unclear or overlapping surcharges |
Parcel
In parcel and express networks, disruptions are more localized but impactful, especially in affected regions where services have stopped. Network stability varies significantly by geography.
What works Consolidating shipments into pallets, using alternative modes where possible, and adapting distribution strategies quickly | What does not work Reliance on standard parcel flows in disrupted regions, limited flexibility in last mile delivery, and passive acceptance of new surcharges without validation
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Conclusions
Overall, resilience depends on flexibility, transparency and active supplier management. Strategies that allow rapid adjustment and strong collaboration are proving effective, while rigid planning models and purely cost driven approaches are no longer sufficient in the current environment.
Participants at the roundtable included transport and logistics managers and directors of Balt Group, Bausch, DSM-firmenich, Global Shippers Association, Keter, Merz, Novocure, NSK, Rentokil-initial, Tranetechnologies, triumph, ivoclar, ABNAMRO and BCI Global.
