Strategic Growth and Operational Efficiency

Built for strategic growth, the new facility in Vianen features a warehouse space of 5,865 m² and 816 m² of office space. It offers extensive operational benefits compared to the previous location. It includes ten dock doors for trailers – one equipped with a scissor lift and nine with loose load capabilities. A new sorting machine significantly increases efficiency, with a maximum sorting capacity of 3,600 parcels per hour. Thanks to 48 direct loading positions for vans at the conveyor belt, parcel processing is now faster and ergonomically improved.

Advanced Technology

The facility is equipped with new technologies, including parcel X-ray, a customs cage, and a designated aviation security area for processing secure air freight. Additionally, the site features a caster deck to efficiently unload unit load devices from trailers. These improvements enable faster parcel handling and delivery, while the advanced sorting system automatically detects whether shipments have been cleared by customs. Moreover, the planning department is located on-site, allowing for optimal freight scheduling.

With an A-level energy label and FedEx’s broader goal of achieving carbon-neutral operations by 2040, the facility has been designed with sustainability in mind. It includes fourteen charging stations for electric vehicles and four charging points for the general public. The site is also equipped with LED lighting and automated lighting sensors to minimize energy consumption. FedEx has scheduled an initial three electric vehicles for deployment in 2025, as part of the company’s phased approach to electrification.

An Improved Working Environment

Beyond operational efficiency and sustainability, FedEx is also investing in a comfortable and safe working environment. In addition to ergonomic workstations, modern office facilities, and a customer desk for enhanced service and direct shipments, the Vianen facility incorporates advanced safety measures. These include a security cage and weekly training sessions to ensure a secure workplace.

“Our new facility in Vianen plays a crucial role in optimising our first- and last-mile operations, enabling us to serve our customers even better,” said Ron Willemsen, managing director ground operations, Benelux at FedEx. “We are proud of the sustainable and innovative solutions this location offers. The opening of the new facility in Vianen highlights our commitment to customer focus, efficiency, and environmentally friendly logistics. We continue to invest in solutions to strengthen our position as a leading logistics service provider.”

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Synopsis:

In this webinar Steven Timberlake of Infios discusses how you can measure your organisation’s level of supply chain maturity and the steps involved in developing greater efficiency and resilience in today’s challenging environment. Together with Peter MacLeod, Steven will explore topics including artificial intelligence, automation and system modernisation and outline how they form part of the practical steps that any organisation can implement today to relentlessly improve supply chain performance tomorrow.

Steven Timberlake, Infios

Steven Timberlake provides thought leadership and strategic challenge around supply chain execution as the Vice President of Sales Northern Europe at Infios. In his role, Steven plays a pivotal role in consulting businesses on transforming their supply chain execution, leveraging his extensive experience to drive strategic initiatives and foster growth opportunities. With over two decades of experience in technology and supply chain, Steven has established himself as a strategic leader adept at driving growth for his customers. His innovative approach to enterprise engagement has enabled organisations to navigate complex challenges and achieve sustainable success in today’s dynamic supply chain environment.

Register to watch it here now

The name Infios draws inspiration from the concept of infinity, representing the vast, interconnected global marketplace and the limitless opportunities to help businesses create their future. Infios is built on the belief that supply chains should be agile, intelligent, and constantly evolving to meet the demands of a changing world. By leveraging advanced technologies, data-driven insights, and a deep understanding of customer needs, Infios delivers innovative solutions that drive efficiency, lower costs, and empower businesses to succeed in an increasingly competitive marketplace.

“Supply chains are the backbone of modern business and global progress. And when they work better — simpler, faster, smarter — businesses thrive, people benefit, and communities become stronger. We believe that the future is better when supply chains work better,” said Ed Auriemma, CEO of Infios. “Our goal at Infios is to work alongside our customers to provide solutions that meet today’s challenges while thinking ahead to solve tomorrow’s problems.”

Infios integrates order management, warehousing and fulfillment and transportation management into a comprehensive suite of solutions, equipping businesses with the tools they need to navigate today’s complex supply chain landscape. Infios is dedicated to its customers, evolving with them to provide scalable, adaptable solutions that meet their changing needs. This flexibility enables customers to optimize every aspect of their operations with versatile, scalable, and future-ready capabilities. With a thoughtful approach to innovation, the company integrates data, predictive analytics, and AI-driven insights to help businesses stay ahead, anticipating challenges and opportunities before they arise.

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The Challenge

Jan Tromp Transport Group has been a provider of air cargo transport and storage solutions since 2014, specialising in time-critical and high-tech machinery transport throughout Europe. The Group operates from Eindhoven, providing road feeder services in the Netherlands and to destinations in France, Germany, Belgium and England almost daily. Its planning department works closely with clients to provide a tailoured solution to transport challenges around the clock, 24/7, 365 days a year. For one of the world’s leading semiconductor manufacturers, Jan Tromp Transport Group was tasked with transporting its semiconductor equipment.

The challenge was to find a solution that would allow for efficient loading and unloading of air cargo while maintaining the safety and integrity of the machines during transit. Given the delicate nature and high value of the semiconductor equipment, automated loading was essential.

The Solution

The Modular Rollerbed System with Powered Cargo Rollers from Joloda Hydraroll was selected as it enabled Jan Tromp Transport Group to use standard trailers while ensuring the secure and controlled handling of its air cargo containers. This compatibility allowed Jan Tromp Transport Group to retain all trailer security certificates, approvals, and insulation measures, thereby maintaining their high standards of safety and compliance.

Other features of the Rollerbed System with Powered Cargo Rollers (MRS-PCR) for Jan Tromp Transport Group when operating its road feeder services, include:
• Modularity – The system’s modular design allows it to be easily installed and removed without the need for extensive modifications, enabling businesses to retain build integrity and compliance certifications.
• Slimline Design – The system’s low-profile design (with a height of only 70mm) can be retrofitted into any standard trailer, meaning it can load and transport most varieties of air cargo.
• Pneumatic Operation – The system pneumatically lifts loads onto rollers and enables loading and unloading without the use of forklifts – even oversized cargo such as aerospace engines.

Results

The implementation of the Modular Rollerbed System with Powered Cargo Rollers provided Jan Tromp Transport Group with numerous benefits:
• Increased Efficiency – Semi-automated loading and unloading processes have significantly reduced turnaround times, leading to improved operational efficiency. The system can load a 13.6m trailer in just 90 seconds.
• Enhanced Safety – The powered cargo rollers eliminate reliance on pushing/ pulling which means loading is more controlled, reducing the risk of operators injuring themselves or cargo being damaged.
• Improved Productivity – Faster and more efficient air cargo has enabled the group to increase productivity and meet customer demands more effectively.
• Flexibility and Cost Savings – As the MRS-PCR is modular and can be retrofitted into existing trailers, this provides flexibility and saves money as it removes the need to invest in specialised trailers.

Jan Tromp, Managing Director, stated: “We are extremely pleased with the installation of the new MRS-PCR system. It has enabled us to use standard trailers, without modification, to handle all kinds of air freight with precision and make loading safer for our drivers. This will no doubt have a positive impact on our operations.”

The installation of Joloda Hydraroll’s Modular Rollerbed System with Powered Cargo Rollers is enabling the Jan Tromp Transport Group to safely and efficiently handle even the most delicate air cargo. Due to its innovative, modular design, the system could be retrofitted to the existing trailer fleet, leading to immediate ROI when purchasing new trailers, while unlocking ongoing productivity gains.

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Here’s Why Jamaica is the Strategic Answer. Global logistics is being rewritten. Port congestion, rising warehousing costs, geopolitical risk, and the demand for faster delivery are all placing unprecedented pressure on supply chains across Europe. For decision-makers tasked with keeping goods moving while margins tighten, the hunt is on for smarter, more resilient solutions. And surprisingly to some, Jamaica is fast emerging as a compelling strategic partner.

For decades, Jamaica has been a transshipment point between the Americas. But today, the island is stepping confidently into the role of logistics hub for the modern age. Here’s why logistics leaders should be paying close attention.

Prime Geography Meets Modern Infrastructure

Kingston Harbour is one of the largest natural harbours in the Caribbean and among the largest in the world. Strategically positioned along major global shipping lines, Jamaica lies directly on key east-west and north-south routes. Kingston, its capital, is just 3–5 sailing days from major US ports like Miami, Savannah, and New York. This makes Jamaica an ideal location for companies pursuing just-in-case and nearshoring strategies in a post-COVID, post-Brexit world.

At the heart of this potential is the Kingston Logistics Park (KLP), a port-adjacent, bonded SEZ (Special Economic Zone) located next to the CMA CGM-operated Kingston Freeport Terminal. With over 100,000 square metres of space and direct customs integration via ASYCUDA World, KLP offers a scalable platform for regional consolidation, e-commerce fulfilment, reverse logistics, and light manufacturing.

Exceptional Cost Advantage

Compared to European and US logistics hubs, Jamaica offers highly competitive cost structures. Labour costs are 40–60% lower than US equivalents. Land and warehouse lease rates typically range from US$0.85- US$1.75 per sq.ft. per month, depending on location, infrastructure, and amenities. US$0.25–0.60 per sq. ft./month. Energy and telecoms infrastructure support modern distribution models, with solar integration opportunities for sustainability-conscious brands. In addition, SEZ benefits include a reduced corporate income tax of 12.5 %, which may be lowered to 7.5% with the approval of additional tax credits. Other incentives include duty-free inputs, and VAT/GCT exemptions on capital equipment.

Market Access to 40+ Million Caribbean Consumers

Beyond Jamaica itself, a logistics base in Kingston opens access to more than 40 million consumers across the Caribbean. Jamaica’s connectivity to Latin America and the US East Coast makes it ideal for firms looking to expand regional presence without committing to costly continental operations. Major carriers including CMA CGM, ZIM, Seaboard Marine, Tropical Shipping (represented locally by Kestrel Liner Agencies) and Maersk call at Kingston, ensuring consistent service schedules and reliable outbound reach.

Government Support and a First-Mover Advantage

JAMPRO and the Government of Jamaica are actively seeking logistics partners. We are ready to facilitate site visits, coordinate SEZ approvals, and connect investors with trusted developers. Workforce development programmes are already in place via HEART/NSTA to ensure trained staff are ready for new logistics roles. Importantly, no multinational 3PL has yet established a flagship logistics hub of scale in Jamaica. This presents a unique first-mover advantage for visionary firms willing to lead.

European logistics firms don’t need more of the same. They need adaptable, cost-effective, strategically located infrastructure that can buffer against future shocks. Jamaica is not just another dot on the map — it’s a gateway to the Americas, waiting to be activated.

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As part of this reinvigorated partnership, BIFA will provide financial support to NaVCIS, helping fund its critical work in preventing and investigating vehicle-related crimes, with a strong focus on freight theft and cargo security. In return, BIFA will receive regular intelligence briefings from NaVCIS on truck crime trends, emerging criminal tactics, and national crime hotspots.

This intelligence will be disseminated to BIFA’s extensive corporate membership base, enabling freight forwarders and logistics companies to stay informed about current risks and take proactive steps to protect their operations. By sharing this vital information, BIFA will be able to help its members implement targeted security measures, contributing to a safer and more resilient supply chain.

“Freight crime is a growing concern for our industry, and collaboration is key to tackling it effectively,” said Steve Parker, director general of BIFA. “Our sponsorship of NaVCIS will help to ensure that our members are kept up to date with accurate, timely intelligence. This partnership underscores BIFA’s commitment to promoting safety, reducing freight crime, and supporting the authorities in their work. We also have plans to raise further awareness of NaVCIS to our members through the release of a documentary-style episode of BIFA TV. This feature-length episode will share case studies demonstrating the organisation’s work at locations such as Beaconsfield services in Buckinghamshire and the Red Lion truck stop in Northampton.”

NaVCIS Freight, the specialised arm of the national police unit, focuses exclusively on cargo crime. By analysing data and working closely with industry partners such as BIFA, NaVCIS plays a crucial role in identifying patterns of criminal activity and supporting targeted investigations. With NaVCIS relying heavily on funding from industry stakeholders, BIFA’s support not only empowers crime-fighting initiatives but also highlights the value of cross-sector cooperation in protecting the UK’s freight infrastructure.

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The FIA has launched the Global Partnership Programme to collaborate with leading organisations across the world who share the FIA’s vision for driving innovation, sustainability and safety across both motor sport and mobility. As Global Logistics Partner, DHL will manage the transport, installation and maintenance of key FIA infrastructure across the FIA’s Formula 1, Formula 2 and Formula 3 championships. This includes FIA trackside infrastructure such as Mobile Office Units and Garages as well as race-critical equipment.

Sustainability is a central pillar of the partnership, reflecting the shared commitment of both the FIA and DHL to reduce environmental impact and promote responsible innovation. As part of the agreement, DHL will deploy seven trucks for European logistics, each powered by hydrotreated vegetable oil (HVO) which cut emissions by up to 83% compared to conventional fuels.

DHL will support the sport to deliver the rationalised calendar that has been developed to create a geographical flow of races, thereby reducing travel distances across the season and enabling the use of lower-carbon freight solutions. These efforts contribute directly to the FIA’s ambition to halve its carbon footprint by 2030 compared to its 2019 baseline.

FIA Chief Commercial Officer, Craig Edmondson, said: “This partnership with DHL is a great opportunity to collaborate not only on the vital behind-the-scenes work that goes on at any track event, but also to drive sustainable practices across our industry. Pushing for greater sustainability across both motor sport and mobility is a priority for the FIA, and we are constantly seeking to embed this ethos into our ways of working, including our relationships with commercial partners.”

Paul Fowler, Head of Global Motorsports Logistics at DHL, said: “The FIA is a long-standing pillar of the motor sport community, so taking on the role as its Global Logistics Partner is a great honour to us. Our connection extends beyond the track. We share essential values such as safety, quality, speed, and precision, and we are both deeply committed to sustainability. Together, we champion alternative power sources and groundbreaking drive technologies that help reduce emissions along with regionalization of racing calendars.”

Announced during the FIA Sustainability Innovation Series at the iconic Silverstone Circuit ahead of the British Grand Prix this weekend, the DHL partnership marks a new pillar of the federation’s 2030 carbon reduction strategy. This is the sixth edition of the Sustainability Innovation Summit series, showcasing how collaboration, innovation and ambition are driving real environmental progress in motor sport.

The partnership marks another step in the FIA’s drive to strengthen its commercial relationships as part of its broader strategic transformation. It follows the announcement of the FIA’s 2024 financial results in May, which shows an operating profit of € 4.7m for the fiscal year, a major turnaround from the € -24.0m operating loss recorded in 2021.

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“Tariffs and trade shocks have put UK firms under real pressure – but they’re not retreating, they’re rewiring. This is a strategic reset – not just a stopgap. The UK is leading Europe in nearshoring and local sourcing, not just to cut costs but to take control. This is a strategic reset – not just a stopgap,” says Matthew Woodcock, Regional VP, CVM/Supply Chain Strategy (EMEA & APAC), Coupa.

Businesses are responding to rising global tariffs and supply chain volatility by taking decisive action. According to new research from Coupa, a leading AI-native total spend management platform, 85% of UK companies are increasing or planning to increase nearshoring over the next 12 months to shift operations closer to home – more than any other country surveyed, including the US (74%), Germany (74%), and France (66%).

Rather than absorb cost shocks passively, UK businesses are strategically reshaping their supply chains to prioritise local suppliers, reduce dependencies on high-risk regions, and build greater resilience into business operations.

Pricing remains a primary pressure point. 61% of UK suppliers plan to raise prices by five to ten percent – the highest share across any country surveyed – with a further 22% expecting to increase prices by more than ten percent. These hikes are expected to hit consumers directly in the coming months, with rising supplier costs likely to be passed along the value chain. To manage margin erosion, businesses are turning to mitigation strategies such as stockpiling inventory (38%) and increasing local sourcing (37%), signalling an urgent shift to contain upstream costs and safeguard downstream stability.

While almost half (49%) of UK firms report that recent US trade policies have negatively impacted their bottom line, only six percent forecast revenue losses above ten percent. This suggests businesses are feeling the pressure but remain comparatively confident in their ability to adapt.

This resilience is underpinned by decisive sourcing shifts. UK companies are moving away from perceived high-risk regions, with 31 percent pulling back from the US and 27 percent from China. Instead, they are increasingly prioritising domestic and European partners, with 41 percent sourcing more from the UK itself, 41 percent from Germany, and 31 percent from France. In total, 75 percent of UK suppliers now prioritise local sourcing in their future strategies – a higher proportion than in Germany (70%) or France (67%).

At the same time, the criteria UK buyers use to select suppliers is shifting. While price remains important, businesses are placing greater emphasis on reliability and compliance. 53% of UK buyers cite proven quality and reliability as a top priority. Stable and competitive pricing (57%) and full regulatory compliance (47%) is also important. These figures point to a clear pivot from cost-efficiency to risk reduction and supply assurance.

Woodcock adds: “Periods of disruption always create space for reinvention – and the smartest companies are using this moment to sharpen their competitive edge. UK firms aren’t just surviving – they’re simplifying, localising, and building supply chains fit for the future.”

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The last few months have been busy for every CEO of a global business. The launch of increased tariffs by the US has added new complexities to global trade. Firms have been forced to take fast action to shore up their supply chains, ranging from stockpiling in warehouses to rethinking the locations of suppliers and networks around the world. While it’s still early days, the impacts are starting to be felt further down the chain of business’ operations. China’s response with additional export restrictions on rare earth metals even forced some automotive manufacturers to temporarily shutter production.

Disruption is clearly becoming the new norm. It is worth remembering that supply chain resilience is not a new topic for 2025. We have lived through five years that have seen events that have profoundly tested global supply chains, including the once-in-a century COVID-19 pandemic and the Ever Given incident on the Suez Canal – the latter of which obstructed up to $10 billion cargo per day.

Scott Lehmann, Sphera

Building resilience into supply chains is no longer a nice to have, it’s an imperative. Businesses need to prepare for the unprecedented and strategically plan for intelligent, proactive supply chain management.

No more reactive

It is critical for leaders to, as the saying goes, see the wood for the trees. Organisations should resist reacting too quickly to the turmoil the tariffs have created worldwide. It may only exacerbate the issue, kicking off even larger unforeseen supply chain disruptions and vulnerabilities.

There is an alternative path available to them. This strategy is centred around supply chain risk management. Risk is not something to engage with after the fact, or on a case-by-case basis. It should be foundational to every firm’s supply chain strategy. These risks are diverse and should be viewed in holistic terms. The risks do, certainly, involve exposure to large tariffs that risk forcing them to hike up prices for their direct customers. They could also be tied into climate regulation, geopolitics, sanctions, human rights, reputational – the list goes on.

Supply chain risk management is guided by principles that aim to avoid, mitigate, transfer or accept risks in order to effectively manage overall risk exposure.

To start, look at a prioritization of suppliers to better understand the risk, its impact and what mitigation strategies are most appropriate. This is a complex, multi-faceted exercise. Too many corporations engage with this question on a surface level. They might try to map out where their suppliers are operating, who their suppliers, and their suppliers, are buying from so they have a more complete picture of their risk posture. Our research shows that, for the majority of businesses, their intelligence ends at their direct, tier 1 suppliers. Firms are not going deeper in the layers of the supply chain and thus are exposed to risks they may be unaware of.

Factors behind this problem range from outdated and/or new technology promising the world but delivering a lot of noise and confusion to problems in cooperating on supplier data with direct suppliers. Solving it requires a shift towards real-time supplier intelligence, extending beyond immediate partners to include true N-tier visibility, ensuring businesses understand the risks deep within their networks.

Looking ahead

Taking a more proactive, modernised approach to supply chains is critical. Supply chain resilience is a necessity for business survival. Companies can no longer prioritise cost efficiency over resilience. Firms need a holistic view of supplier risk, built around real-time supplier intelligence that goes far beyond immediate partners to achieve full N-tier visibility.

It will help firms to comprehensively ask the biggest questions affecting supply chains today including: Who am I doing business with all the way down the supply chain? Is there a diamond supplier risk? What specific country risk exposure do they have in their sub-tiers? Are there human rights issues in their supply chains? To what extent are they exposed to the new US tariff regime? How are they affected by EU climate regulations? Do they have exposure to sanctions from the war in Ukraine? How will the ongoing Middle East conflicts impact them directly and indirectly?

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Through the API integration, freight forwarders using CocoonOPS can now obtain real-time, all-risk cargo insurance quotes powered by Breeze without leaving their workflow. Shipment data is passed seamlessly to Breeze, which returns a live quote and enables one-click policy confirmation, significantly reducing the time and operational burden of securing cover.

“We built CocoonOPS to simplify freight management,” said James Blackman, Co-Founder of CocoonFMS®. “Partnering with Breeze supports that mission by eliminating one of the most persistent inefficiencies in the process: manual, delayed insurance quoting. It’s a practical solution that helps forwarders save time and reduce admin.”

The integration reflects a shared focus on reducing operational friction across the freight lifecycle. Traditional cargo insurance workflows (often reliant on broker emails, paper-based documentation, and delayed quotes) are increasingly misaligned with the pace of modern logistics. Breeze’s API-based platform delivers embedded, instant insurance at the point of booking, allowing for faster quoting, clearer coverage, and improved claims outcomes.

“Cargo insurance shouldn’t slow down the shipment process, it should keep pace with it,” said Matthew Phillips, Co-Founder of Breeze. “CocoonFMS is aligned with our vision for a more connected and responsive freight ecosystem, and we’re proud to bring real-time protection directly into their TMS.”

The partnership aims to deliver measurable efficiency gains for forwarders, particularly in a volatile shipping environment where risk exposure is rising and margin pressure remains high. By streamlining how insurance is quoted and confirmed, the integration enables teams to spend less time on manual coordination and more time focused on core operations.

The Breeze integration is now live and available to all CocoonOPS users.

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In times of economic and political volatility, fixed-price contracts offer welcome protection for businesses seeking certainty in and control of their supply chain costs. Such contracts are typically used in circumstances where the buyer feels there is a significant risk of price volatility, such as in the supply of certain raw materials like minerals and metals, and some soft commodities like grain, coffee, cocoa or fruit.

Sarah Rutnah, counsel in the dispute resolution team

They may also be useful for organisations that cannot afford to run out of particular products, or for consumer-facing businesses like retailers where price certainty and availability are essential to competitive positioning and customer trust. Having been widely adopted during the Covid-19 pandemic, when supply chains were severely disrupted leading to sudden and major price spikes, the popularity of fixed-price supply chain contracts ebbed as Covid-related restrictions eased and global prices came back down.

But while many have sought ways out of fixed-price agreements, volatility has not gone away. The persistence of conflicts that have affected shipping routes, extreme weather events that have impacted harvests, and the introduction and escalation of tariffs in some international trading relationships, are among factors that have refocused attention on how contracts can be used to mitigate against unpredictability in global trade.

By their nature, fixed price contracts tend to be inflexible. They do not usually contain the price adjustment mechanisms or price escalation clauses used in standard contracts that allow for price increases by the supplier in response to rising costs of third-party elements in the supply chain.

Which party in a trading relationship is responsible for what tasks, risks and costs are generally dictated by standard International Commercial Terms – or ‘incoterms’ – agreed by parties as part of the contract. Unless the contract expressly addresses tariffs – for example in a tariff-specific adjustment mechanism – as a general principle, the legal obligation to pay import tariffs rests with the importer (buyer).

Sonia Vilar, senior associate in the dispute resolution team at Dentons

Ten of the 11 recognised incoterms place responsibility for tariffs (and other customs duties) onto the buyer, the exception being Delivered Duty Paid (DDP), which obliges the seller to cover these costs. Where contracts are silent on incoterms, the default assumption is that the buyer will bear the import costs.

Even in fixed price contracts where tariffs are explicitly covered, it is unlikely that the supplier would agree to cover the full extent of any tariff increases subsequent to the agreement of the contract – such as those on the scale seen in the US in 2025. It is more likely that the supplier will only agree to pay a fixed amount in respect of tariffs – for example covering the tariff rate in place at the time the contract is agreed – meaning the buyer would need to pay the rest if rates increase.

In contracts that do allow for flexibility in respect of who covers changes in import duties and tariffs, what is agreed will likely depend on which party has more negotiating power in a particular commercial situation. If contracts make explicit reference to the actions of governments or administrations, then importers can potentially look to invoke “change in law” provisions to argue that tariff increases qualify as governmental action entitling them to price adjustments or cost-sharing.

Thomas Winstanley, senior associate in the technology, media and telecoms team

Parties may agree to split the cost of tariff rises if, for instance, the only alternative to sharing the impact of tariffs would be to cancel the contract altogether. From a contractual perspective, variations in tariffs and other import costs are generally treated separately from other supply chain issues – such as increases in the cost of the product or the cost of transporting it.

Such situations may arise where the source of a product is located in a country where war breaks out or is hit by a natural disaster – for example – meaning the supplier has to source from another location which may be more costly (or invoke force majeure if it is impossible to fulfil the contract). In these cases, it is usually up to the supplier to resolve their own supply chain and there is no obligation to involve the buyer unless they are changing the specifications of the product supplied.

While stretching the concept of fixed-price supply chain contracts to cover tariff instability is unlikely to be accepted by most suppliers, the broader picture of volatility means there are still advantages to fixing the costs of supply. Although locking in a guaranteed purchase price usually means paying a premium above the market rate, businesses that know the price they will be paying for a product for a specified duration can plan ahead.

Nevertheless, it is sensible to include routes to exit fixed-price contracts in case changes to the commercial context render such agreements uncompetitive. Escalation mechanisms, such as alternative dispute resolution mechanisms, can also be useful ways of getting parties to revisit terms.

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