Disruptions Put Supply Chain Management Approaches to the Test

Disruptions do not build supply chain resilience; rather, they expose vulnerabilities, dependencies, and risks that may have remained hidden during years of prosperity. Most importantly, they reveal whether resilience had been established beforehand. The ability of logistics operators to maintain the uninterrupted flow of goods depends on decisions made in advance, their global presence, a diversified operational network, and the capability to rapidly reroute cargo between seaports, airports, railways, and road transport. How are disruptions changing the approach to supply chain management? Ewa Włodarczyk, General Manager Eastern Europe at CEVA Logistics, shares her perspective.

The past several years have demonstrated that the greatest challenge facing global logistics is no longer efficiency or cost optimization alone, but maintaining supply chain resilience. Disruptions caused by geopolitical conflicts, trade tensions, or capacity constraints along strategic transportation corridors translate into measurable losses for national economies. For example, in maritime transport, disruptions affecting key chokepoints are estimated to generate losses exceeding USD 10 billion annually for the global economy, while rising freight costs create additional burdens estimated at USD 3.4 billion. This directly affects companies across numerous sectors—from automotive and food production to electronics manufacturing. The consequences include shortages of components, disruptions to production continuity, and increased operating costs.

Not Only Flexibility, but Speed as Well

Effective risk management today requires preparing alternative scenarios in advance, building networks of interconnected transport solutions, and above all, having the ability to implement them quickly. It is no coincidence that an increasing number of companies are moving away from models that rely on a single dominant port, terminal, or transportation corridor. More frequently, they are utilizing alternative seaports, airports, rail and road connections, and multimodal transport solutions, enabling them to adapt supply chains flexibly to changing circumstances.

A good example of this approach is CEVA’s response to the recent closure of the Strait of Hormuz. Rather than activating a single alternative route, a comprehensive system of interconnected transport solutions was deployed. CEVA Logistics launched alternative transport services, including corridors through Türkiye, sea-air solutions, rail transport, and TIR operations, supported by its own road transport network across the GCC region. This enabled the rapid rerouting of cargo flows and ensured supply chain continuity despite disruptions affecting one of the world's most important trade routes.

This experience also highlights another important fact: supply chain security in one region often depends on operational capabilities and logistics networks developed in entirely different markets and locations. The ability to immediately redirect operations to alternative ports, terminals, warehouses, or transportation corridors is only possible when a logistics operator has a well-developed global network, strong relationships with trusted partners and carriers, and advanced technologies for operational management and shipment visibility. 

The Role of Central and Eastern Europe

In this context, Central and Eastern Europe is gaining increasing importance. The region is no longer viewed merely as a source of low-cost labor for manufacturing or as a transit area. Its true potential lies in its strategic location as a key logistics hub for Europe. Extensive warehousing, road, rail, air, and maritime infrastructure, combined with growing intermodal terminal capacity and access to Baltic Sea ports, enables the region to play a significant role in maintaining supply chain continuity, particularly during periods of disruption.

A New Definition of Logistics

Flexibility, agility, and an integrated approach will define modern logistics in the years ahead. Competitive advantage will belong not to operators that simply possess a single alternative route, but to those capable of redesigning an entire supply chain within hours by leveraging the strength of their global networks. Resilience is no longer an addition to efficiency—it has become its fundamental prerequisite and an investment that delivers value precisely when the unexpected occurs.