Geopolitical Shipping Analysed

While the main focus is on tariffs, trade lanes – as arteries of the world economy – have turned global logistics operators into key players, writes guest columnist Gino Baldissare.

More than five decades ago, there were some commodities that played a key role in the global economy: grains, petroleum and metals. They were like certain electrolytes that are critical for the human body. Today, while they remain key to our economic development, others have joined the ranking, especially those linked to the technological industry: rare earths.

But if we aim to complete the Top 5 of key commodities, we must have a look at a more intangible sector, like the cardiovascular system of global value chains: international logistics. Whether we look at the last four or five years, or the last four or five months, we can see how important global logistics operators have become. This is the reason why the magnifying glass of international geopolitics is on them.

In order to dive into some examples, we can start with some triggering names like Cosco Shipping, Panamá, China, United States, and Germany, to say a few.

Targeting China`s Logistic Arms

The China Ocean Shipping Company (COSCO) is the third-largest shipping company in the world. It is considered a strategic agent of the Chinese Government when it comes to worldwide transport and logistics; the same as Hutchinson Ports, the port business unit of CK Hutchinson Holdings Ltd.

Last January, the United States added COSCO to a list of companies that allegedly support China’s military foreign policy, explicitly qualifying them as ‘Chinese military companies’, because of having provided commercial services or goods to the People’s Liberation Army or related organizations. It must be remarked that it is a blacklist for the Department of Defense, mostly targeting companies with potential impact on national security.

Shortly after the blacklisting became public, COSCO published a statement: “COSCO SHIPPING and its subsidiaries have consistently adhered to local laws and regulations, maintaining strict compliance in all international operations. We remain committed to facilitating global trade and providing high-quality commercial shipping and logistics services to clients worldwide, including agricultural producers, manufacturers, energy firms, retailers, and exporters in the United States”.

In the same month, the US escalated its actions focused on China’s increasing role in the international maritime market. The Office of the Trade Representative (USTR) published the Report on China`s Targeting of the Maritime, Logistics and Shipbuilding Sectors for Dominance, which informs that “China increased its share of global shipbuilding tonnage from 5% in 1999 to over 50% in 2023 because of massive state subsidies and preferential treatment for state-owned enterprises that are squeezing out private-sector international competitors. The agency said that U.S. shipyards were building 70 ships in 1975, but just five annually today”.

However, it is not only an action over China’s growing domination of the global shipbuilding. The fees are intended to curb China’s growing commercial and military power on the maritime market and promote domestically built vessels inside the United States. This USTR proposal of charging up to $1.5 million for Chinese-built vessels entering US ports, initiated during Biden administration, did not change once Trump debuted his second presidential period. During April 2025, it has been implemented through more specific actions and periods of time, aiming to a phased in approach to avoid a sudden shock.

The instrumentation considers a grace period of 180 days, after which it will include:
• Fees on China-based vessel owners and operators based on net tonnage per US voyage.
• Fees on operators of Chinese-built ships based on net tonnage or containers discharged.
• To incentivise US-built car carrier vessels, fees on foreign-built car carrier vessels based on their capacity.

Why COSCO?

While it operates as a commercial entity, it is subject to government oversight through monitoring by governmental bodies, that regulate not only corporate governance but also ensure the company adheres to national security and economic policies. The State-owned Assets Supervision and Administration Commission (SASAC) is the Chinese body that controls state assets and ensures they are used in alignment with government priorities. SASAC monitors the performance of state-owned enterprises like COSCO, making sure they contribute to China’s broader economic, strategic, and foreign policy goals.

Therefore, while not being a direct ‘executing arm’ of China’s foreign policy, its operations within the logistic field align closely with China’s strategic goals, especially through initiatives like the ‘Belt and Road’ and its global shipping and port investments. The company is expected to support China’s economic and geopolitical goals.

In Europe

During the last 15 years, COSCO’s investments in European ports have been growing, not only in terms of participation percentages in port terminals management, but also from a geographical perspective. Targeting ports both on the North Sea and in the Mediterranean plays a significant role in terms of strategic trade lanes.

The most recent example is Hamburg Port. In 2022, the proposed investment by COSCO Shipping Ports Limited (CSPL) in the Port of Hamburg’s Container Terminal Tollerort (CTT) became a focal point of political debate within Germany. Initially, COSCO aimed to acquire a 35% stake in CTT, a terminal operated by Hamburger Hafen und Logistik AG (HHLA). However, the German government approved a reduced investment of 25%, ensuring that COSCO would not gain management rights or strategic influence over the terminal.

This decision was not without controversy. The German Foreign Ministry expressed concerns that the investment could disproportionately enhance China’s strategic influence over German and European transport infrastructure, potentially increasing Germany’s dependence on China. The ministry highlighted risks of allowing China to politically instrumentalize critical infrastructure in times of crisis.

Chancellor Olaf Scholz advocated for the investment, emphasizing its economic benefits and downplaying security risks. He argued that rejecting the deal could harm Hamburg’s competitiveness as a major European port. Conversely, other government factions opposed the investment, citing security and sovereignty concerns. HHLA clarified that the investment would not grant COSCO access to the Port of Hamburg or HHLA, nor would it provide strategic know-how. The port infrastructure would remain publicly owned, and HHLA would retain sole control over all major decisions. The terminal would remain open to all customers, with COSCO not receiving exclusive rights.

The Panama Canal

In December 2024, President-elect Donald Trump criticized Panama’s management of the Panama Canal, complaining about the transit fees, and urging Panama to reduce them to avoid any attempt from US to reclaim control. These declarations were not isolated from broader concerns about China’s influence in the region. The US administration expressed apprehensions about potential Chinese control over the canal, suggesting that China could close it during conflicts. Panama consistently denied such claims, reaffirming its independent control over the canal and rejecting any undue foreign influence.

In response, Panamanian President José Raúl Mulino firmly asserted Panama’s sovereignty over the canal. He remarked that every square meter of the Panama Canal and its adjacent zones belongs to Panama and will continue to do so, emphasizing that the nation’s sovereignty is non-negotiable. Mulino also refuted claims of Chinese military presence or control over the canal, stating that “no control, direct or indirect, neither from China, nor from the European Community, nor from the United States or any other power.”

However, these tensions seem to have cooled over the months, reaching a “mutual commitment to address shared security challenges” during April 2025. The Panama Canal Authority (ACP) said this declaration “reaffirms respect for, and the recognition of, Panamanian sovereignty over the interoceanic waterway, as well as compliance with the Neutrality Treaty and the legal framework governing its operation”.

The declaration is also intended to help to develop a compensation mechanism for services provided to warships and auxiliary vessels, seeking a cost-neutral basis, and considering the existing co-operation with the US Department of Defense, in areas including engineering, security, and cybersecurity.

Era of Shipping Geopolitics

These developments highlight the complex interplay of geopolitical interests and national sovereignty over key transport infrastructure and global logistic players around the world. As long as they remain as pivotal assets, attracting the strategic interests of global powers, these tensions are likely to continue as a reflection of the geopolitical landscape surrounding the arteries of the world economy. Today, more than ever, it is clear that it is not only a matter of having the electrolytes. It is key to manage the means to transport them to the destinations of interest.

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Nothing Burns in Char-Broil Supply Chain

More and more BBQ enthusiasts are on fire for the products of the US company Char-Broil. To transport more than 450 containers of grills from suppliers to warehouses, the company manages its supply chain with Setlog’s OSCA software. Since then, e-mails and Excel lists for controlling the supply chain have been history.

“The prompt status updates from our suppliers in the digital, central solution are extremely valuable,” says Marco Peters, Head of Logistics Management, Europe, Char-Broil Europe.

Whether you’re a steak connoisseur or a vegetarian, no one turns down an invitation to a barbecue with family and friends on a warm summer evening. But barbecue fans know from experience that the mood is quickly dampened if the steak or eggplant is not evenly grilled or even burnt. Party professionals therefore leave nothing to chance and rely on professional equipment.

One of the leading suppliers of various grill systems and accessories for outdoor use is the US company Char-Broil. Its European subsidiary has been based in Hamburg for nine years. The company belongs to the consumer goods specialist W. C. Bradley. Today’s modern solutions have little to do with the first charcoal barbecue made of cast iron, which the Americans produced in 1948 in the tranquil town of Columbus, Georgia. Today, grill masters are turning to innovations such as digital smokers or hybrid grills from Char-Broil for special taste experiences, known in the trade as Maillard reactions.

The Americans are particularly proud of the patented TRU infrared grilling system. It offers a number of advantages, including 50 percent juicier food, 100 percent even heat distribution and up to 30 percent less gas consumption. The company’s slogan is “just grill”. The fact is that developing such solutions requires expertise in the fields of materials technology, gas combustion, die-casting design and software. The effort pays off: in 2020, the company was honored with the “Best Brands Award” as Germany’s strongest growth brand.

The products are no longer produced in the USA, but largely in Asia: 14 suppliers in Vietnam and China deliver around 100.000 barbecues to the European market and the UK every year. Transportation is managed by the logistics service provider DHL. There are also direct imports – from Amazon, for example. “The products arrive in around 450 containers and are distributed to three distribution centers,” reports Marco Peters, Head of Logistics Management Europe. The warehouses, which are all operated by 3PLs, are located in Birmingham, near Aarhus in Denmark and in Malsch near Karlsruhe. The latter is operated by the service provider Dachser. Customers throughout Germany and other Western European countries are supplied from the facility in Baden-Wuerttemberg.

More than 100,000 barbecues imported from Asia in total per year – this figure is enough to make any supply chain manager’s head spin. Until the beginning of 2023, it was a lot of work for the buyers and supply chain managers at Char-Broil. Each order was placed by email with the relevant supplier, confirmations had to be made manually, and the logistics service provider then commissioned. In addition, they often had stomach aches when it came to the arrival times of the goods. The supply chain was not transparent. The major disadvantage was that employees had to use several systems to manually adjust the correct arrival date in the event of a delay.

However, following the example of the TRU infrared grills, the supply chain management team also wanted to make sure that nothing was left to chance when it came to supply chain management and created an organizational IT blueprint to digitize their supply chain: at the same time as introducing SAP S4 HANA, the company implemented Setlog‘s OSCA SCM software in January 2023. The Bochum-based IT company won the tender against several competitors. “OSCA was the best fit for our requirements for a powerful system that could be implemented quickly,” reports Peters. The company uses the supply chain modules “OSCA Purchase Order Management” and “OSCA Global Logistics”. In addition to the Asian suppliers for Europe and the freight forwarder DHL, via the Forwarder API, Char-Broil in the USA was also connected in the fall of 2023.

Whether digital smoker or TRU infrared grill

Char-Broil controls several areas in OSCA on a daily basis:
• Delivery Planning including dialogs: This involves order confirmation from the supplier.
• Booking and shipment: In OSCA, this includes the supplier’s transport booking process with the freight forwarder, the shipment deposit by the logistics service provider via API and the uploading of mandatory documents.
• Report and analysis functions: The dashboard gives employees an overview of the status of all processes at the touch of a button.

To ensure that implementation does not become a time-consuming undertaking, Setlog relies on proven training processes with its customers. “Initially, you have to convince many suppliers to work with the new software in future. But after the training, they recognize the benefits. The good thing is that the suppliers can also measure their own performance in the system,” explains Peters. With the experience gained from the first wave of training, the SCM department is about to plan on the next: following the takeover of the supplier Dansons by W. C. Bradley, 18 new suppliers are due to be connected in the next few months.

On a day-to-day basis, SCM expert Peters is enthusiastic about working with OSCA – and no longer wants to do without the tool. The software offers a whole range of advantages:
• Procurement and transportation processes are managed transparently and centrally.
• The tool improves communication between W. C. Bradley and its partners. E-mail and Excel lists have been eliminated for managing the supply chain.
• Changes in the processes are immediately visible and can be communicated.
• Users benefit from updates in the event of delivery delays via the forwarder interface.
• Lead times are reduced.

“The prompt status updates from our suppliers in the digital, central solution are extremely valuable. We can see the status of the orders at any time. And after shipping, we receive tracking updates from DHL with updates on the estimated time of arrival, the ETA,” emphasizes Peters. The 43-year-old manager is very satisfied with the constructive cooperation with Setlog: “The very good and fast support is enormously helpful for us on a day-to-day basis.”

The journey with OSCA to control the supply chain continues for W. C. Bradley. After Char Broil Europe and USA, the Lamplight division, whose products provide the right lighting for the roasting magic, will also be connected in the coming weeks. W.C. Bradley is thus once again expanding the volume that is mapped in OSCA.

For Setlog Managing Director Ralf Duester, W. C. Bradley is a good example of how a company can successfully integrate its business units into an SCM software step by step and how management can control the supply chains centrally via a system: “Anyone who wants to be competitive in global purchasing today can no longer avoid modern IT and collaborative, digital solutions. And as with Char-Broil, you always need someone to drive the whole thing, coordinate it with the team, control it and introduce it.”

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DHL and Sky Extend Warehousing Contract

DHL Supply Chain UK has been appointed by Sky in a new multi-year warehousing contract. The new contract builds on an existing, long-term partnership between the two businesses and will see DHL continue to provide expert warehousing services for Sky’s flagship product, Sky Glass.

Operating out of its Milton Keynes distribution centre, DHL’s highly specialised technical services hub provides a range of sustainable solutions. From managing resale platforms to handling the return, repair, and refurbishment of used technology, DHL will continue to support Sky in reducing waste by delivering an effective circular model.

Plans have also been approved to transition the Milton Keynes warehouse to a carbon-neutral building by the end of 2026, aligning with both companies’ green business commitments.

The new contract follows DHL’s support in the seamless launch of the Sky Glass Gen 2 product earlier this year. With plans to expand the Sky Glass range again later this year, DHL will play a vital role in receiving, storing and processing orders for new panels, while also providing accurate inventory levels and performing a series of quality checks on both new panels and customer returns.

Paul Stone, MD of Manufacturing Logistics at DHL Supply Chain UK, says: “The renewal of our partnership with Sky is testament to the exceptional service our team delivers. With a new Sky Glass product set to launch later this year, we are delighted to be leveraging our specialist services and industry expertise to support the business with sustainable solutions as it expands its offering.”

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Structured Data for Supply Chain Resilience

Risk mitigation is imperative to reduce the risks of and damage from cyberattacks and other crises, writes Robert Strange (pictured below), Senior Engineer at Neo4j.

Supply chains have evolved into highly connected networks in recent years, driven by technological advancements that have made them ‘smarter’. While these innovations have positively transformed business operations, they have also opened avenues for new vulnerabilities, leaving supply chains susceptible to disruptions in both the physical and digital realms.

The growing risk of cybersecurity is a prime example of these vulnerabilities. The ransomware attack on Blue Yonder, a supply chain management software specialist, highlighted the severe disruptions such incidents can cause. This attack compromised the company’s managed services environment, leading to delays at several grocery and retail stores across the UK – delays not just in delivering goods but also in paying staff and managing schedules.

Blue Yonder’s attack underscores the need for scenario planning and robust mitigation plans to safeguard against these risks. These incidents can bring production to a standstill and significantly disrupt business revenues if plans to contain potential impacts are not mapped out in advance. Data plays a central role in keeping supply chain operations running efficiently and effectively, but the reality is these supply chains are currently not being safeguarded or optimised to withstand real-world disruption. As a result, many businesses are turning their attention to innovative technologies and strategies to strengthen resilience throughout their supply chains.

Overcoming the challenges of supply chain visibility

Supply chains are inherently complex in nature; a vast network of producers, warehouses, transportation systems, distribution ports, and stores from around the world. A single disruption in any part of this network can send the entire system into disarray, making visibility crucial in preventing a domino effect. Nonetheless, extracting valuable insights from raw supply chain data presents its own set of challenges. Traditional data models, which rely on rigid structures of tables, rows, and columns, struggle to effectively capture the intricate relationships between different data sets. Inflexible in their structure, analysts using these models have limited ability to extract valuable insights that could inform a response to disruption.

Mapping connections for smarter supply chains

This is where graph databases come into play. Traditional data models struggle with complex relationships, while graph databases offer a more dynamic approach. In this model, ‘nodes’ represent entities, like people, products, or locations, while ‘edges’ represent the relationship between two nodes – i.e., how they are connected to one another. The unique structure of graph databases is especially valuable for supply chain professionals wanting to benefit from digitally visualising their supply chain as the interconnected network that it is.

Rob Strange – Neo4j

To optimise transportation, a supply chain organisation could, for instance, create nodes to represent each wholesaler and retailer. These could be connected by edges to show the distances between them. Then, by running the appropriate query or request in the data model, the analyst should be provided with what should be the ‘best’ – fastest and cheapest – supplier from which goods can be transported ready for purchasing.

Understanding the relationship between different entities in advance can also be invaluable when dealing with unexpected disruption. Take the crisis in the Red Sea, for instance, where shipping companies are facing rising costs and delays due to rebel attacks. Graph technology could allow those managing supply chains to identify alternative routes or solutions pre-emptively, ensuring goods reach suppliers more efficiently, enhancing resilience, and minimising disruption.

The power of graph databases lies in their ability to map complex relationships between entities, making them a crucial tool for uncovering insights. Supply chains, which operate as networked structures, are naturally suited to this model, while the rigid format of traditional models makes it much harder to reveal these relationships.

Predicting and preventing disruption with digital twins

Supply chain resilience isn’t just a case of managing physical disruptions, it’s also about preparing better responses to those in the digital realm. Cyberattacks can significantly disrupt digital operations. As such, businesses are exploring digital twin technology as a tool for proactively combatting potential issues before they arise and conducting post-incident analysis.

Organisations are creating virtual replicas of their supply chains called ‘knowledge graphs’ to test different scenarios and predict multiple outcomes of cybersecurity risks. This means a connected, virtual model provides a comprehensive view of the supply chain and allows companies to understand how these systems interact at both a granular and holistic level. This picture encompasses the users and the groups they belong to, and the permissions granted to each member. As recurring or interconnected events are captured over time, the digital twin becomes more accurate. This enables both cybersecurity and supply chain analysts to act swiftly and more effectively while informing how they respond in the future.

Making these connections visible to cybersecurity analysts helps identify the most critical vulnerabilities and the potential attack paths that threaten resources. Analysts can then assess the likelihood of successful attacks by attaching the probabilities to each of those pathways, enabling them to reinforce security measures accordingly.

This insight is valuable because it clearly signposts when organisations need to map out other viable routes, reassess transit times, and evaluate cost implications. By combining cybersecurity modelling with supply chain optimisation, organisations create a powerful strategy that allows them to stay ahead of disruptions and re-prioritise resources in quicker succession.

Getting a grip on future events

As supply chains become more interconnected and worldly disruptions more unpredictable, organisations should aim to make the most of their connected data. By leveraging graph databases, companies can uncover insights into the relationships within their data, allowing them to proactively identify vulnerabilities and navigate uncertainty with confidence.

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