Schlagwort: Resilience
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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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Many companies assess geopolitical risks using price indicators: oil price, gas price, freight rates. This is understandable – but incomplete. Because the real operational challenge often arises earlier: through declining predictability. The IEA estimates oil transit through Hormuz at around 20 mb/d, classifying it as about a quarter of global seaborne oil trade. For LNG,…
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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…