British ecommerce fulfilment specialists J&J Global Fulfilment has announced the official launch of its newest fulfilment centre in Gorzów, Poland. The strategic expansion is set to support faster growth, lower costs and stronger customer experiences across Europe.
The new site is strategically positioned in one of Europe’s fastest-developing logistics corridors and offers next-day delivery to over 80 million consumers across Poland, Germany, Czechia, Slovakia and Austria. It is also connected to major parcel and freight networks via Poznań, Warsaw and Berlin. When paired with the existing flagship Netherlands facility, the Poland site strengthens next-day delivery across the continent, making it the ideal location for growing eCommerce brands wanting to reduce delivery times and operational costs.
This latest fulfilment centre marks the 7th global location alongside the UK, Europe, the East and West Coasts of America, Australia and Canada, the latter of which also launched in the last year. The new centre is strategically positioned to work with the existing global network and will offer all the benefits of J&J’s proprietary tech platform, ControlPort™, and internationalisation consultancy, Navigator
Emma Dempsey, CEO of J&J Global Fulfilment, said: “We are incredibly excited to bring our award-winning technology and decades of experience to Poland. This location represents a major milestone in our ongoing mission to help brands see more, sell more and grow more. This means real time data insight, specialist growth services and access to new markets. The new facility represents the ongoing investment in our network of international fulfilment centres and reinforces our commitment to provide a truly global capability to our customers. It’s a very exciting time for everyone at J&J, and we’re already looking at additional network locations across the world in key eCommerce hotspots.”
The Gorzów centre is also equipped to handle Dangerous Goods (DG), offering specialised compliance and handling capabilities for a wider range of product categories.
The Linde-Xi-Roadster is now available as part of the new electric counterbalance truck series from Linde Material Handling (MH). The lineup has been expanded to include seven more such vehicles, offering a load capacity of up to 2.0 tons and maximum visibility. The three- and four-wheel forklifts are equipped with an overhead guard that eliminates the need for an A-pillar. In addition, the vehicles feature various other design elements that optimize visibility, providing drivers with significantly greater visibility to the front, sides and above. This enhances safety during driving and lifting operations while enabling drivers to work more efficiently and productively.
Richard Bozem, Senior Strategy and Portfolio Manager for Counterbalance Trucks at Linde Material Handling, uses a straightforward formula to describe the correlations in day-to-day forklift handling: Visibility equals safety equals productivity. “The better the drivers can see the route ahead, the surrounding area and the forks carrying the load, the easier it is for them to stay focused and maintain a high level of efficiency,” explains the product expert. People or obstacles approaching can be identified early on, ensuring greater operational safety. Good visibility is also important for quickly and accurately positioning both the vehicle and the load, which helps achieve high throughput in warehouse and production areas.
Customization makes the difference
Linde MH has once again demonstrated its expertise in providing forklift models that are customized to meet specific needs. The Roadster excels in situations that require exceptional visibility, safety and ergonomics. For instance, it is ideal for transporting and precisely positioning large and bulky loads or for serving racking and truck loading areas, which require precise maneuvering and therefore good visibility. Operators benefit from the large windows offered by the Roadster models’ special protective roof, which is exclusively available from Linde MH thanks to the associated overhead tilt cylinders. The most significant enhancement to visibility is achieved by removing the A-pillars, which typically obstruct the view to the right and left of the lift mast.
Additionally, the front panel has been lowered to improve visibility of the fork tips, and slim B-pillars have been added to assist with backing up. To provide the driver with a clear upward view during loading and unloading operations, all the roof struts and cross struts are designed to be as narrow as possible. For a completely unobstructed view, the forklift is available with an optional panoramic reinforced glass roof, which is designed to provide reliable protection against falling objects, as evidenced by compliance with relevant standards and extensive in-house testing.
Another highlight of the new Roadster is the Linde Steer Control, which replaces the standard steering wheel with either a mini-wheel or a joystick. “These two equipment options, integrated into the wide left armrest, improve both visibility and ergonomics and are the perfect match for the new Roadster,” emphasizes Bozem.
Roadster: Based on innovative electric forklift truck series
The Linde Xi14 to Xi20 R (three-wheel) and Linde Xi16 to Xi20 R (four-wheel) models are based on the corresponding standard versions of the new electric forklift truck series with integrated lithium-ion batteries. Despite their compact dimensions, these models offer a very spacious work environment with ample legroom and headroom, as well as a large step for easy entry and exit. Both the standard Linde Xi version and the Roadster are equipped with high-performance yet economical synchronous reluctance motors that provide maximum performance and high residual load capacities. The same applies to all available equipment options, such as seat or mast variants, ensuring maximum customization. Lastly, the new series offers many other advantages, such as a vibration isolation concept on the drive axle, steering axle and lift mast.
Reduced operating costs, increased sustainability
In addition to having maintenance-free large components such as the motors and battery, the vehicle’s entire design is geared toward maximum serviceability. The goal is to minimize operating and maintenance costs while maximizing sustainability. For instance, the interval for replacing hydraulic oil and filters has been extended to 6,000 operating hours, setting a new industry standard. This significantly reduces hydraulic oil consumption, minimizes waste, and decreases downtime over the vehicle’s lifetime.
A successful pilot initiative, conducted by Port of NEOM and the Logistics Partnership Council, has more than halved the transit time between key regional trading hubs. Conceptualized and developed by Port of NEOM, this landmark initiative capitalizes on a geographic trade opportunity — optimizing both cost and transit efficiency along a strategic intra-regional corridor linking Egypt, Saudi Arabia and Iraq.
As part of the pilot, a shipment traveled through an intermodal corridor spanning over 900 kilometers, from Cairo via the Port of Safaga, across the Red Sea to Port of NEOM and then inland to commercial warehouses in Ebril, Iraq, marking a significant milestone in the Kingdom’s goal of becoming a regional and global logistics hub.
The pilot’s success reflects strong collaboration between public and private sector stakeholders, including the Transport General Authority, Zakat, Tax and Customs Authority (ZATCA), shipowners, major importers and exporters, export councils and logistics companies. Seamless coordination between all parties has ensured high operational efficiency across all stages of transport and handling.
By uniting key players across the supply chain, the initiative delivers a highly effective, integrated and competitive logistics solution — demonstrated by a reduction in transit time of more than 50% on routes from Egypt compared to traditional pathways. This pilot not only highlights the efficiency gains achievable through collaboration but also signals the broader potential to significantly reduce costs and transit times across other regional and global trade corridors. Additionally, the pilot lays the foundation for long-term ambitions and reinforces Port of NEOM’s growing role in advancing Saudi Arabia’s maritime and logistics goals.
Strategically located on the Red Sea and near the Arar border — the key entry point into Iraq — Port of NEOM is uniquely positioned to serve as a vital regional gateway, connecting major global trade routes. By linking critical inland logistics corridors, it facilitates seamless trade flows between Asia, Africa, Europe and the Middle East, unlocking new opportunities for cross-border commerce and economic growth.
Building on the success of the pilot, the corridor demonstrates a scalable model for enhancing inland logistics connectivity within the national ecosystem that can be utilized and further developed through ongoing coordination with the relevant authorities. It paves the way for expanded transit trade and supports the Saudi Vision 2030 goal of building a diversified economy, through the development of a world-class, integrated logistics ecosystem, linking ports, roads and customs centres.
Unlocking the future of Shipping during the Maritime Cyprus 2025 Conference.
The Maritime Cyprus Conference is set to open its doors once again, welcoming the global shipping community in Limassol to discuss the future of the industry under the theme “Unlocking the Future of Shipping”. This year’s event will focus on addressing the challenges and opportunities of the maritime industry.
Scheduled to take place between 6 – 8 October 2025, the Conference will explore a wide range of key issues affecting the maritime sector. The event features a distinguished lineup of speakers, including the Secretary-General of the International Maritime Organization, EU Commissioners and the Presidents of the ICS, BIMCO and ECSA, as well as leading shipowners, maritime innovators and shipping leaders from around the world.
Following its well-established format, Maritime Cyprus 2025 Conference will include morning panel discussions, with afternoons dedicated to networking and business meetings, all set in the welcoming atmosphere of Cyprus. A special afternoon forum open to young shipping professionals and dedicated to embracing innovation and youth, will take place on Tuesday, 7 October.
The Official Opening will take place on the morning of Monday 6 October 2025, followed by the announcement of the Cyprus Maritime Award 2025 winner. On Monday evening, 6 October, the welcome reception will be organised for all delegates.
The Conference will cover a broad spectrum of topics, such as regulatory developments, energy transition, digital transformation, financing strategies, geopolitical dynamics, marine insurance, crew welfare and more. Among the key themes to be explored:
• Navigating Disruption: Steering the Shipping Industry Through Global Turbulences
• Navigating Changes: Shipowners’ Insights on Industry Evolution
• P&I Market: Latest Developments and Update about the Renewal Season 2026
• The New Era of Shipowners…Unlocking the Future
• The Charterers’ Outlook: Navigating Markets, Risks, and Opportunities
• From Emissions to Adaptation: Is the Shipping Industry Ready for Climate Resilience?
• Safeguarding Shipowners in a rapidly changing environment
• Seas of Change: Technology’s Impact on Shipping and Seafarers
• The Crystal Ball of Shipping: Trends, Risks and Opportunities Ahead
• Funding Strategies for the Next Era of Shipping
With over 1,000 shipping professionals expected to attend, Maritime Cyprus 2025 Conference offers a unique platform for industry stakeholders to connect, collaborate, and inspire progress across the maritime sector.
We look forward to welcoming the international shipping community to Cyprus once again.
Now is the time to unlock new opportunities for growth, innovation and sustainability in shipping.
The full Conference programme is available here.
A UK Supreme Court ruling has sent shockwaves through the infrastructure world, making downstream emissions, known as Scope 3, legally mandatory in Environmental Impact Assessments (EIAs). For the shipping and ports industry, the implications are immediate and unavoidable. As lawsuits surge, EU regulations tighten and green investors demand full transparency, PortXchange is urging ports to stop delaying and start measuring what matters most.
“Ports don’t operate in a vacuum. They are central to global supply chains and the emissions those chains produce,” said Sjoerd de Jager (pictured, below), Managing Director and Co-Founder of PortXchange. “This ruling confirms what many of us have argued for years, if we want real decarbonisation, Scope 3 can’t be ignored. The industry needs to move from reporting what’s easy to measuring what matters.”
The Supreme Court’s decision in Finch v Surrey County Council Invalidated a fossil fuel permit for failing to assess emissions from the fuel’s end use. That precedent is now fuelling active legal challenges against North Sea oil and gas developments, including Rosebank and Jackdaw, with Greenpeace, Uplift and Friends of the Earth all filing suits. Their position is unequivocal: if emissions are generated, they must be assessed and mitigated. The same principle applies to port expansions and infrastructure development. This legal strategy is gaining momentum, and ports are firmly in scope.
Yet many ports continue to publish ESG reports that overlook the largest source of their emissions: the ships that call, the trucks that queue, and the rail networks on which they depend. This selective reporting is no longer acceptable to courts, regulators, or the public.
Adding urgency, the European Commission is now reviewing key components of its Fit for 55 climate package, with strong indications that ports will be required to track and report vessel emissions at berth as part of the expanded EU ETS (Emission Trading System) and MRV (Monitoring, Reporting, Verification) schemes. For ports that haven’t digitised emissions tracking or haven’t addressed Scope 3 emissions, this won’t just be a legal risk; it will become a commercial one.
“Ports that fail to act now are going to find themselves locked out of the next wave of green growth,” said de Jager. “Scope 3 isn’t just about compliance, it’s about credibility, capital and competitiveness.”
That commercial pressure is already here. Institutional investors and green bond providers are starting to reject infrastructure projects that exclude Scope 3 emissions from their ESG disclosures. To access EU taxonomy-aligned or sustainability-linked finance, ports will be expected to show end-to-end emissions transparency. “Pretending it’s someone else’s footprint won’t fly with lenders anymore,” he added.
Even as this pressure mounts, the UK Government last week announced a £30 million funding package to accelerate maritime decarbonisation, investing in shore power, clean fuels, and digital infrastructure. While PortXchange welcomed the move, de Jager warns that grants and pilots won’t be enough on their own.
“We applaud the investment, but innovation without accountability is a missed opportunity,” he said. “Ports need full visibility into their emissions profile and the ability to act on it. That’s exactly what EmissionInsider delivers.”
PortXchange’s EmissionInsider platform provides real-time, multimodal emissions tracking across ships, trucks, and rail, producing a complete, defensible view of Scope 1, 2, and 3 emissions. With built-in tools for scenario modelling, heatmap detection, and compliance-grade reporting, EmissionInsider is already helping leading ports close the Scope 3 gap before regulators or litigators do it for them.
PortXchange is actively working with ports, terminal operators, and regulators across the UK, Europe and the Americas to overhaul their emissions strategies and align with today’s rapidly changing legal landscape. The company is now offering rapid onboarding and support for port executives preparing for infrastructure permits, investor reporting, or green finance audits. “Ports don’t get to call themselves sustainable while ignoring 80% of their emissions,” said de Jager. “Scope 3 is where the accountability is. It’s where the credibility is. And now it’s where the law is.”
Vp Brandon Hire Station, a British tool and equipment hire specialist, has reduced accident-related costs by 40%, saving £192,000 annually, after adopting AI-powered solutions from Samsara, the pioneer of the Connected Operations® Platform.
Before using Samsara, the company – which operates a 500-vehicle fleet across 125 UK locations – was rapidly scaling, but struggling to build on existing safety initiatives. A lack of visibility, insight and operational structure made it difficult to manage day-to-day activity and maintain consistent safety standards.
By implementing Samsara’s platform, Vp Brandon Hire now benefits from real-time fleet data. AI dash cams and GPS tracking provide accurate insights into driver behaviour, enabling immediate coaching, targeted interventions, and structured reporting.
Since deployment, Vp Brandon Hire Station has achieved:
• £192k saved annually in accident costs — a 40% year-over-year reduction
• 93% reduction in mobile phone use while driving
• 88% decrease in speeding incidents
• 63% reduction in harsh driving events
• 10-point improvement in average driver safety score (from 83 to 93) within 8 months
• 92 drivers now achieve perfect 100 safety scores, with 404 scoring 95 or above out of 630
Antony Draper, Director of HSEQ at Vp Brandon Hire Station, said: “The perception was that we didn’t have a problem, but that couldn’t have been further from the truth. Safety is now a competitive advantage. Our month-end reports include health, safety, environment, quality, audit, and road risk data, largely driven by Samsara’s safety scores. It’s not just a management tool, but a set of KPIs for the entire business.”
Vp Brandon Hire Station has implemented Samsara data into daily operations, using safety scores to monitor performance and raise standards across the fleet. “Samsara highlights inefficiencies, priorities, and areas of focus,” Draper added. “It’s transformed our approach to safety. When you have trusted data, you can make better decisions.”
“Vp Brandon Hire Station shows how real-time insights can drive measurable safety and efficiency gains,” said Philip van der Wilt, SVP and GM EMEA at Samsara. By embedding employee safety into business performance, they’ve built a smarter, more resilient data-led operation.”
Vp Brandon Hire Station is expanding its partnership with Samsara, with plans to roll out the Driver App for virtual coaching and implement Connected Forms for digital vehicle inspections. Its success has also influenced its wider group, with Vp MEP Hire introducing Samsara, and two sister companies also exploring the platform.
Clark Europe and Zeppelin Polska Sp. z o.o. have signed a cooperation agreement. With this strategic partnership, the manufacturer of industrial trucks aims to further expand its presence on the Polish market, and at the same time strengthen its position as a major supplier of industrial trucks in Europe.
On the occasion of the signing of the contract in Duisburg, Stefan Budweit, President & CEO of Clark Europe GmbH, said: “We are very pleased about the partnership with Zeppelin Polska. Zeppelin Polska is a renowned traditional company with many years of experience in the logistics sector and an excellent reputation in the industry. With this cooperation, we would like to offer our customers in Poland an even more comprehensive range of services. We are convinced that this partnership will be a success for both sides.”
“The new partnership is a significant step for us in the area of sales of handling equipment on the Polish market. We are looking forward to the new cooperation”, said Jan Gruenwald, CEO of Zeppelin Polska.
Trust through tradition
Zeppelin Polska belongs to Zeppelin Group which offers comprehensive solutions in the construction, agriculture, recycling, energy and industry sectors: from machine sales and service to rental and project solutions as well as engineering, plant construction and drive systems. Zeppelin is represented in 29 countries worldwide with over 12,000 employees. In the 2024 financial year, Zeppelin generated revenue of EUR 3.8 billion. With a completed acquisition in 2025, revenue will increase to over EUR 5 billion.
Focus on material transportation
Zeppelin Polska Sp. z o.o., founded in 2003, is a subsidiary of Zeppelin CZ part of Zeppelin Group. With its headquarters in Nadarzyn and six other locations in Poland, the company specialises in material handling and is very active in heavy industry and the industrial sector. As an authorised dealer, Zeppelin Polska distributes Clark as well as brands such as Noblelift, Socma forklifts, Manitou telescopic forklifts, Grove mobile cranes, terminal tractors from TII Kamag, low-loaders, and modular trailers from TII Scheuerle, and sweepers from Green Machines. The company offers both new equipment sales and flexible rental options and complements its range with a large selection of used vehicles.
Customer service is a high priority at Zeppelin Polska. This includes a comprehensive, professional service in Poland, access to original spare parts and training in the operation of the machines. An experienced team of 163 employees, including 15 salespeople and 75 service technicians, as well as eight service centres and 56 customer service vehicles, support customers at every stage – from needs analysis to the implementation of the optimal solution.
This strategic cooperation with Zeppelin Polska underlines Clark’s mission to offer innovative and high-quality solutions in the field of industrial trucks worldwide through highly qualified sales partners and to continuously expand and improve the sales network.
“We are very pleased to begin our partnership with the Clark brand – a company that not only boasts over 100 years of tradition, but also demonstrates impressive technological advancement and a modern, forward-looking product portfolio. Today, Clark is a dynamic manufacturer whose solutions respond directly to the real-world demands of modern logistics and industry. This cooperation aligns perfectly with our long-term strategy of delivering comprehensive and innovative solutions to the market,” concludes Jan David, General Manager of Zeppelin Polska.
The eFTI Regulation came into effect on August 2024, aiming to digitise and legally regulate the exchange of data for EU transport. Now is not the time for authorities and companies to act alone. Standardised open source solutions are the key to Europe’s eFTI future, writes Andreas Nettsträter (pictured, below), CEO of the Open Logistics Foundation, and co-author Raoul Wintjes, Head of International Road Freight Transport/Digitalisation at the German Freight Forwarding and Logistics Association (DSLV)
Freight transport in Europe is (still) a world of paper. This is because the exchange of data has hardly changed in recent decades: Transport information is primarily recorded and checked in paper form. In Germany, control tasks are shared between the Federal Office for Logistics and Mobility (BALM), the state police, and the customs authorities. A framework for the digital exchange of freight transport documents within and between the 27 member states has not yet been established.
In July 2020, the European Parliament and the Council of the EU adopted the so-called eFTI Regulation (EU) 2020/1056 on electronic freight transport information. The acronym eFTI stands for Electronic Freight Transport Information. The eFTI (enforcement) regulation came into effect on 21 August 2024.
The regulation creates the much-needed legal framework for the digital transmission of in-formation on the transport of goods by road, rail, air, and inland waterway within the EU, between economic operators and enforcement authorities. In short, eFTI brings legal certainty in the digital public space because each of the 27 EU countries can require different transport documents and proofs of transport. eFTI aims to digitise and standardise the chaos of documentation in cross-border transport within the EU.
Save euros
eFTI will bring significant benefits to both public authorities and logistics companies. According to estimates by the EU Commission, eFTI could save up to 27 billion euros in administrative costs in the transport sector alone over the next 20 years. Logistics companies will notice these savings, for example, during inspections of freight transport by the relevant authorities in the EU member states.
Andreas Nettsträter , Open Logistics Foundation
Exchanging, checking, and verifying paper documents is extremely time-consuming in day-to-day business: checking a foreign truck, for example, can take 45 minutes or more. In the future, when all relevant transport data is available at the click of a mouse, inspections will only take a few minutes. The eFTI will also speed up the work of the police and fire brigade: if a lorry breaks down, for example, they will be able to retrieve all the data on the vehicle and its load digitally and immediately take the right measures.
Data exchange via eFTI platforms
This all sounds promising, but its effectiveness depends on a harmonised and trustworthy information and communication technology environment. Only then can transport data be exchanged securely and smoothly between authorities and logistics companies. Driven by the eFTI Enforcement Regulation, the EU member states are already working at full speed on the technical implementation. The focus here is on the architecture for data exchange.
In principle, companies should operate so-called ‘eFTI platforms’ in the future. These will store information relevant to the authorities. The authorities themselves will develop ‘eFTI gates’ that provide them access to the platforms. Each company’s platform will be connected to a specific gate through which communication with different authorities will take place. The transport information remains on the platform and may only be accessed by the authorities in clearly defined cases.
No company should pay extra
The new technical arrangements for eFTI certainly represent an intervention in the existing practices of logistics companies. Many of them – especially the larger ones – already have a functioning software architecture for transport documents. Why should they now implement a new solution that would require them to invest in significant internal (IT) resources or purchase from external software providers?
Quite simply, eFTI should be for everyone – large and small companies alike. Alongside the international companies, there are many small and medium-sized enterprises among freight forwarders and logistics service providers. Implementation of eFTI must therefore be practi-cable for all companies in the logistics sector, regardless of their starting position. Nobody should pay more!
Co-design via open source – the example of eCMR
Companies of all sizes now have an important opportunity to shape the future eFTI process and implement it early. Not alone, but together. The affirmed aim is to jointly create compati-ble systems at European level. A current blueprint for such an approach is the electronic consignment note (eCMR) for international cross-border road freight. Through an Open Logistics Foundation project, 20 companies and organisations are working on an open source solution for the digital consignment note. What is unique about this project is that market players – large corporations as well as small and medium-sized enterprises (SMEs) – and IT service providers from the logistics sector are working together. Free open source components allow companies of all sizes to participate = no one is excluded.
eFTI gives eCMR a massive tailwind
Digitising the eCMR makes it easier for logistics service providers to meet the requirements of the new eFTI Regulation. However, it is important to clarify that the eFTI Regulation does not cover the digitalisation of private transport documents such as the eCMR. But it does give a significant boost to the introduction of the digital consignment note, thanks to the creation of new data standards and reduction in complexity of the technical solutions to be developed.
Open source collaboration instead of siloed European efforts
The best and most standardised way of doing this is to use open source. An example of collaboration in action is the large-scale research project ‘Silicon Economy’ of the German Federal Ministry for Digital and Transport (BMDV), led by the Fraunhofer Institute for Material Flow and Logistics (IML), a strategic partner of the Open Logistics Foundation. The development work is already laying the foundations for an open source solution: Specifically, an exemplary implementation of an eFTI platform using the eCMR as an example. The digital con-signment note is used to automatically provide data for the eFTI interface.
This German open source approach is no longer a one-country approach effort. In the eFTI4EU research project, nine EU countries have now joined forces to promote a common architecture – and to publish it as open source software. Not only the companies, but also the authorities of the member states, must work together. This will speed up implementation times considerably.
There is no need for 27 individual solutions. The basic components, for example, the imple-mentation of an eFTI data model and an eFTI gate, can be standardised using open source. Interfaces are needed so that any company can connect to the eFTI gates, and open source is an important lever to ensure that eFTI really takes off. One thing is certain: eFTI is a pre-requisite for the further digitalisation of the industry and should not be stopped!
The new EU-US agreement avoids a trade war but leaves exporters navigating rising cost pressures and long-term uncertainty.
While the deal avoids the previously threatened 30–50 per cent tariffs on EU goods, it represents a significant rise from pre-2025 levels of just 1–2 per cent, triggering concern among procurement leaders, compliance teams, and financial planners, and dealing a blow to Europe’s export-heavy industries.
The agreement introduces new tariff terms while securing exemptions for selected sectors such as aerospace, generics, semiconductor equipment, and critical raw materials. However, it offers no immediate relief for high-value goods, including automotives, pharmaceuticals, electronics, and industrial machinery.
In exchange, the EU has committed to over $1 trillion in US investment, including $750 billion in energy and defence contracts and $600 billion in infrastructure and supply chain partnerships. The deal is widely seen as a political compromise rather than a detailed framework for trade simplification. Despite softening the blow of threatened tariffs, the new terms are expected to increase costs and disrupt margins across multiple industries. While EU officials have welcomed the avoidance of an outright trade war, business leaders, particularly in Germany and France, warn that the 15 per cent baseline could undermine competitiveness, especially for small and mid-sized manufacturers.
Mark McCarthy, Chief Revenue Officer at Basware, commented: “Trade wars and tariff uncertainty introduce volatility into the global economy. For major enterprises, especially those with complex supply chains or international footprints, this creates hesitation around IT spending. CIOs and CFOs may want to delay large IT investments, reassess strategic priorities and scrutinize every dollar of spend. Organizations are working on contingencies, but in a turbulent environment, smart enterprises don’t stop investing, they get more focused on their spending and look for greater ROI on every purchase. This means looking to drive even more cost efficiency, investing in areas to mitigate operational risk, accelerating automation to do more with less, and increasing agility and visibility over the tech stack.”
Supply chains are not nimble as we saw during the pandemic, so CIOs and CFOs will also be considering suppliers that have the skills to handle the complex tax and tariff landscape. Combining technology solutions with tax compliance and skills will be vital in the near future as these tariffs come into effect. Steel and aluminium tariffs will remain at 50 per cent, despite expectations for broader relief. Officials from both sides have suggested that quota-based models may be introduced in future talks, but no formal pathways have been outlined. In the meantime, businesses across the EU have voiced concern over long-term policy stability, with the current agreement offering political optics over economic certainty.
For companies operating across European and US markets, the new tariff structure introduces friction into procurement processes, supplier relationships, and cost forecasting. The added complexity is expected to drive demand for automation, real-time spend visibility, and proactive compliance monitoring as organisations seek to stay ahead of shifting regulations.
Michael Joseph, Compliance Expert at Napier AI, commented: “Tariffs create a breeding ground for financial crime. Fluctuating tariffs, while designed to serve economic and national security objectives, have created unintended consequences. As supply chains reorganize in response, new vulnerabilities for money laundering and other financial crimes have emerged. Our research shows that money laundering and terrorist financing cost the US economy over $600 billion per year on average.
“Tariff differentials between countries create strong incentives for trade diversion and misrepresentation. When goods face a 10% tariff from one country but potentially up to 145% from another, criminal organizations can exploit these differences through invoice manipulation, falsifying country of origin documentation, or routing shipments through third countries to conceal their true origin. These techniques are hallmarks of trade-based money laundering but can become more difficult to detect during periods of extreme volatility. The coming years will require increased vigilance, technological innovation, and cross-border collaboration to address these emerging threats. For compliance professionals, this environment represents not just a challenge but an opportunity to demonstrate the critical value of financial crime prevention in an increasingly complex global economy.”
Although the agreement avoids immediate escalation, many sectors and regulatory bodies face months of operational ambiguity. Both the EU and US have indicated that further refinements may follow, but for now, businesses must navigate a trade landscape shaped as much by diplomacy as by detail. Economic analysts caution that sustained 15% tariffs could increase costs for consumers and businesses, dent export competitiveness, and strain supply chains unless further concessions follow.
Pall-Ex Group has announced a major step in its long-term strategic plan, confirming the merging of the Fortec and Pall-Ex palletised freight distribution networks. The consolidation reinforces the Group’s ongoing commitment to operational excellence, service quality and member-driven growth.
Effective from 1st January 2026, the UK networks will evolve, operating under a unified Pall-Ex brand. The move marks the final phase of network consolidation and has been part of the long-term project since acquiring Fortec in 2020.
Pall-Ex Group COO, Barry Byers, commented: “When we acquired Fortec five years ago, our purpose was to gain market share, increase hub capacity and strengthen our network with quality members, all of which have been achieved.”
The introduction of the Group’s core operating system Nexus was the start of the network consolidation. Simultaneously, member territories were re-engineered across the UK to create operational synergies through increased drop density, resulting in enhanced revenues and condensed territories.
“Our next phase was to align our commercial offering to both our shareholder members and valued customers, which was deployed in early 2025. We are now entering the final phase of consolidation, simplifying our operational and commercial activities by operating as a unified force in the market,” continued Byers.
Pall-Ex Group has continued its evolution through the launch of the Pall-Ex Logistics UK Storage and Fulfilment Network, diversifying its offering to provide tailored distribution services from local storage facilities across the UK, connected through a bespoke warehouse management system.
In addition, this announcement follows Pall-Ex Group’s landmark £80 million investment into a new Group HQ and flagship hub in Leicestershire. The 408,000 square feet Centre of Excellence will set the standard for capability, sustainability and innovation in the sector.
In preparation for the consolidation, the Group has invested £200,000 in upgrading its Watford Gap Hub, alongside a focused recruitment drive to expand the Hubs’ operations team and meet the demands of increased freight volumes.
From January 2026, all Pall-Ex shareholder members will access the current Flagship Hub (Leicestershire) and the nearest regional hub, either the Northern Hub (Rochdale) or the Watford Gap Hub (Northampton). This will enhance operational speed, increase regional hub volumes and create a more efficient service for customers across the UK.
Michelle Naylor, Managing Director – UK Network, commented: “Our long-term vision has always been to minimise operating costs and maximise efficiency while we evolve our customer offering to accelerate growth, and the time has come to deliver the next steps in our strategy to do so. This alignment within our group is about simplifying operations and creating exciting new growth opportunities for our existing shareholder members, whilst also attracting quality transport organisations to our network. It’s a win for our members, people and customers, and another huge step forward in shaping a stronger, more sustainable Pall-Ex Group.”
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