Kategorie: Supply Chain
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The year 2026 is described in many debates as an energy problem. Oil prices, corridor risks, geopolitical escalation, sensitive markets. All of this is real. But as an explanation for operational instability, it often falls short. Because companies rarely fail directly because of a headline. They fail more often because of how slowly, unclearly, or…
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Anyone who manages logistics knows the picture: On the outside, operations are running smoothly. Trucks are driving, inventory is moving, customers are receiving updates. Internally, however, the system is becoming increasingly frayed. More coordination. More exceptions. More special shipments. More pressure at the interfaces. This is exactly what logistics feels like under multifaceted pressures. The…
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Maritime client projects are often still structured as if uncertainty could be sorted into individual categories. There is the route, the port, the ship, the client, the deadline, and the compliance issue. For each topic, there are responsibilities, lists, and approvals. What is often missing is the crucial element: the integrated view. This gap becomes…
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The reflex is understandable: When the conflict between the US, Israel, and Iran escalates, companies first look at the price of oil. But this view is too narrow. For geopolitical escalation rarely affects supply chains solely through energy prices. It affects networks, decisions, and the ability to ensure operational stability amid uncertainty. The Strait of…
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Anyone looking at the Strait of Hormuz today and thinking to themselves, “Another supply chain crisis already,” is missing the point. This is precisely one of the most dangerous misconceptions of 2026: the notion that the current situation can be managed using the routines from 2021. 2021 was primarily a crisis of overload. The pandemic…
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Resilience is one of those words that quickly elicits nods of agreement in management circles. Everyone wants it. Hardly anyone disagrees with it. And that is precisely why it is often phrased too softly. In West African supply chains, this is dangerous. Because here, resilience is not a friendly guiding principle. It is an operational…
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The statement “Hormuz is not a news topic – it is a KPI” seems provocative at first. In reality, it is highly practical. Companies cannot control geopolitical tensions, but they can control their own responsiveness. The Strait of Hormuz is a good example of this. The EIA and IEA describe it as one of the…
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Anyone responsible for delivery, procurement, production, or customer service in business practice knows the temptation to reassure oneself: as long as an issue appears clean in the reporting, it seems controllable. However, it is precisely this logic that is increasingly reaching its limits. The current situation is characterized by three simultaneous shifts: increased security and…
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Today, energy often affects companies not as a single bill, but as a chain reaction. When uncertainty rises, behavior changes: inventories grow, payment terms shift, contracts become tougher. The result seems trivial – yet it is crucial: capital is tied up. Imagine your company as a factory floor. When the lights flicker, it’s not just…
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Why this corridor is more than just a road project ECOWAS describes the Abidjan–Lagos Corridor as an approximately 1,080 km long connection between the major coastal cities of Abidjan, Accra, Cotonou, Lomé, and Lagos – and emphasizes the role of the connected seaports in supplying the region’s landlocked countries. In recent communications, the AfDB frequently…