Global supply chains have learned to live with disruptions in recent years. What was once considered an exception — late arrivals, short-term diversions or lack of capacity — is now part of operational reality. In 2026, little will change: weather extremes, geopolitical uncertainties, volatile demand and bottlenecks in infrastructure and personnel remain risk drivers. At the same time, the demand for reliability — from industry, trade and end customers — is growing.

In this environment, transparency is becoming a decisive factor. Anyone who recognizes where the problem is at an early stage can react more quickly, reduce costs and ensure delivery capacity. Transparency is therefore not just a question of IT, but a strategic requirement for stable supply chains.

Why classic planning is no longer enough

Planning is traditionally based on fixed running times, clear interfaces and well-established routes. But it is precisely this stability that is increasingly difficult to ensure in everyday life. Even minor deviations can continue along the transport chain: A delayed slot at the terminal postpones collection, resulting in missed time windows in the warehouse, downtime and additional costs.

There are also bottlenecks in transport capacity. When vehicles, drivers or equipment are scarce, faults cannot simply be “planned away”. The decisive factor is how quickly alternative options are available — and this requires real-time data and communication.

Transparency starts at interfaces

In logistics, most delays do not occur on the route, but at crossings: at ramps, terminals, transfer points and customs lines. Precise information is often missing right there. A program is listed as “on the go” even though it has been in the yard for a long time. Arrivals are announced even though weather or traffic jams are already overtaking the schedule.

More transparency therefore means above all: better data quality at the interfaces. This includes clear status messages, realistic arrival times (estimated time of arrival) and comprehensible reasons for deviations. The goal is not a control system, but a common picture of the situation for all parties involved.

Digital systems as a basis, not as an end in themselves

Transport management systems, telematics, track and trace solutions or slot management platforms are no longer “nice-to-have” tools. They help to bundle data, standardize processes and make decisions faster. But technology alone doesn't solve every problem. The decisive factor is how well systems talk to each other — and how consistently data is maintained.

Many companies are currently experiencing that isolated individual solutions provide information, but do not create consistent transparency. A complete picture is only created when status data from transport, warehouse logistics and handling is brought together. This is particularly relevant in multimodal transport chains, where the crossings between road, rail and sea create additional complexity.

Identify risks early on: weather, traffic jams, capacity

One area that will continue to gain importance in 2026 is proactive risk management. Modern systems can not only display faults, but also predict them — for example through weather data, traffic conditions or capacity utilization. For example, anyone who recognizes early on in winter weather that certain regions are at risk can plan alternative routes, reprioritize time windows or route transports over time.

Transparency is the basis for prevention here: The earlier a risk becomes visible, the greater the room for manoeuvre. This not only reduces costs, but also increases reliability towards customers.

Transparency creates trust — internally and externally

A transparent process works in two directions. Internally, it supports planning, management and prioritization. Externally, it creates trust: If you don't just communicate delays when they have occurred, but provide realistic information at an early stage, you improve cooperation along the supply chain.

Especially in times of high workload or tight capacities, communication is often the decisive difference. Not every disruption is avoidable — but it can be managed better if everyone involved works with the same facts.