International supply chains are under massive pressure. The pandemic revealed its weak points, but what followed was much more than a temporary bottleneck. Sanctions, punitive tariffs, political instability and regulatory requirements such as the Supply Chain Act exacerbate the challenges — and make managing international flows of goods more complex than ever.

Particularly affected: Companies that procure, produce and sell globally — i.e. a large part of industry.

Sanctions & export controls: A new reality instead of an exception

The EU has significantly expanded its sanctions packages in recent years, most recently with the 18th package of measures against Russia. These sanctions not only affect individual companies or products — they change entire logical structures of international trade routes.

The focus is on:

• Transport bans for Russian oil by third countries (“Shadow Fleet”)
• Financial service providers, logistics companies and IT providers
• Import bans and inspection requirements for dual-use goods

For logistics companies, this means:
Daily risk analyses and adjustments,
export controls for high-tech goods,
close testing from recipient countries, customers and transit routes.

Trump tariffs 2.0: economic policy via Twitter

One of the most unpredictable influencing factors right now is US tariff policy — again under the name Donald Trump. During his first term of office, he imposed punitive tariffs on steel, aluminum and thousands of Chinese products on global markets. What began slowly back then is now being renegotiated almost daily — via press conferences, tweets or urgent decisions.

What companies are experiencing today:

• Tariffs that change overnight — without warning.
• Emergence of new “customs regions,” for example in China exports via Mexico.
• Tariff hurdles that also affect seemingly safe routes.

example: A manufacturer is planning to export via Canada — but a new US decision suddenly classifies the goods as “close to China” and imposes a 25% premium on them.

Conclusion:
predictability? Hardly any more.
Companies can only remain able to act through predictive route planning, legal expertise and scenario work.

Certificates, ESG & Supply Chain Act: The silent revolution

While sanctions are making headlines, other topics are quietly — but profoundly — changing the supply chain.

The new Corporate Sustainability Due Diligence Directive (CSDDD) The EU requires companies to audit their entire value chain for human rights, environmental risks and the risk of corruption. National versions such as German Supply Chain Due Diligence Act (LkSG) or the French Loi de Vigilance are already in force.

What is required:

• Demonstrable traceability of raw materials
• Audits with partners and subcontractors
• Risk classification and remediation processes

For logistics service providers in particular, this means:

• More transparency about sub-service providers
• Digital documentation requirement
• Increased liability for ESG violations

Multimodality & flexibility as a new obligation

The best answer to geopolitical uncertainty: diversification.
Supply chains that rely on just one route, one port or one single country are now high-risk structures.

Logistics companies are responding with:

• Multimodal planning (combine truck, train, ship)
• flexible handling options, e.g. alternative ports outside customs regions
• buffer storage in legally stable markets
• Customer communication in real time, e.g. in the event of delays due to customs checks