Don’t Leave Climate out of Risk Management Process

Can businesses afford to leave climate out of their risk management process? Kevin Vranes, Chief Product Officer of Worldly, is a specialist in climate science data and discusses here the growing risks to supply chains and how businesses are using supply chain data to strengthen risk management, avoid financial losses, and uncover growth opportunities.

While the SEC’s recent decision and EU Omnibus CSRD updates to ease disclosure requirements may have companies rethinking their next steps in measuring their supply chains emissions, it’s critical we remember that a company’s supply chain footprint has always been about more than just compliance. Companies that don’t capture supply chain impact data expose themselves to a much bigger risk: disruption.

Extreme weather, resource scarcity, and geopolitical instability are hammering global supply chains, and the companies failing to integrate climate-related risks into their logistics strategies are the ones facing the most serious financial threats. Adding to that, the latest McKinsey Global Supply Chain Leader Survey suggests companies are easing their focus on supply chain resilience — just as they should be doubling down.

The World Economic Forum’s Global Risks Report ranks extreme weather as the second-most severe risk for 2024-2025, with nearly all environmental threats appearing among the top 10 long-term risks. The truth is in the numbers. Only 28% of companies reported diversifying supplier base to diminish critical exposure to climate risks in their supply chains. Even more problematic? The economic risks of climate change to global trade are projected to reach approximately US$81bn in 2024 alone. To add to that, the sheer scale of potential impacts and the vast infrastructure investments required to mitigate them could overwhelm societies’ ability to adapt, leaving some communities and nations unable to withstand both the immediate and lasting effects of a rapidly changing climate.

Leveraging data to mitigate risk

Traditional risk management approaches often fall short when it comes to logistics. Companies relying on historical trends and broad-stroke contingency plans are being blindsided by increasingly volatile disruptions. The missing piece? Real-time, primary data that provides full visibility across supply chains. Companies have the data they need to understand the impact natural disasters could have on their supply chains – but how can they act on it?

Understanding the potential regional risks to supply chains enables companies to predict the hotspots that could cause issues down the line before they become critical disruptions.

The secret weapon in a corporate toolkit

For businesses operating in an increasingly volatile global landscape, integrating climate-related risk into logistics and supply chain operations isn’t just about avoiding losses — it’s a strategic advantage. Companies that fail to account for these risks face growing threats to profitability, from supply shortages to increased costs and reputational damage. On the other hand, businesses that proactively adapt — by leveraging climate risk data, diversifying supplier networks, and integrating sustainability into their operations — can turn these challenges into competitive strengths.

Beyond risk mitigation, companies that prioritize supply chain visibility can gain a serious competitive advantage. Supply chain disruptions aren’t just a cost center; they’re a direct threat to market position. Companies that treat supply chain data as a strategic asset — not just a compliance requirement — will be the ones that succeed in an increasingly unstable landscape. Climate-related disruptions aren’t a hypothetical future risk. They’re here. And businesses that aren’t using data to build resilience into their logistics operations are already losing ground to those that are.

If the last few years have proven anything, it’s that global supply chains are operating in an era of compounding crises. Compliance deadlines may be shifting, but the financial stakes aren’t. The choice is clear: use data to future-proof logistics — or pay the price for flying blind.

similar news

Building Resilience in the 2025 Supply Chain

 

Climate Change Will Lead to More Disruptions

Delivery delays, bottlenecks, bigger safety stocks, growing logistics costs: In future, climate change will lead to more supply chain disruptions and negative effects on the economy than ever before. This is the prediction of the SCM experts at the Bochum-based software company Setlog on the occasion of the current passage restrictions for ships in the Panama Canal.

Even if the situation in Central America does not have a noticeable impact on the German economy, the experts advise politicians and companies to take precautions for the future-for example, for the transport of raw materials and goods on waterways during low water.

Currently, dozens of cargo ships are jammed on both sides of the Panama Canal due to a lack of water for the lock processes of waiting ships caused by a long drought in Central America. The responsible authority therefore limited the daily transits to 32 ships from the end of July to the beginning of September.

Normally, 36 ships are allowed to go on the waterway each day. The ship draft is limited to 13.41m. As a result, traffic jams are forming, and the media report waiting times of up to three weeks.

According to experts, a total of 200 million litres of water are needed for each passage of a ship through the 12 locks in the 80km-long canal. However, because the region around Lake Gatun, which among other lakes feeds water to the locks, only has had half as much rainfall this year as normal, the Panama Canal Authority decided to take those measures.

The waterway plays an important role in supplying the US economy. Therefore, some companies already sounded the alarm about rising prices for containers as well as transport rates for certain relations on the spot market. Setlog’s cooperation partner Shippeo can also confirm this. Since there is no peak season and enough capacity is available, the Paris-based transport tracking experts assume that many companies that still have time for deliveries will work around the problem. They are changing transport routes and modes.

Setlog board member Ralf Duester can also confirm this after evaluating the flow of goods from US customers in Setlog’s SCM software OSCA: Around 20% of the volume that was originally to be unloaded on the East Coast has been rebooked to the West Coast – primarily to the major ports of Long Beach and Los Angeles. From there, the shipments are transported by rail or truck or, if there is flexibility, to other distribution warehouses. These are mainly consumer goods. For Germany, on the other hand, the Panama Canal congestion and its consequences have virtually no impact, according to Duester: “Not even 2% of exports from German ports are destined for the Pacific coast in North and South America,” he says.

However, he takes the stress test for logistics chains in Panama as an opportunity to draw the attention of politicians and companies to the fact that extreme weather events such as droughts or storms will disrupt supply chains more often and more violently in the future. “Climate change has arrived in logistics. The forecasts of climate researchers show that it is high time for politicians and companies to take precautions,” emphasises Duester.

According to Duester, Germany must increasingly prepare for low-water situations in inland navigation. The Rhine, for example, must be a particular focus of political attention. In Duisburg alone, Europe’s largest inland port, around 42 million tonnes of freight were handled in 2022. In this context, Duester recalls the difficult situation in the Rhine in the summers of 2018 and 2022. Admittedly, only 5% of goods are transported by inland waterway vessel in this country. “But analyses by the Kiel Institute for the World Economy on the consequences of low Rhine levels have shown that industrial production in Germany falls by around 1% with 30 days of low water in a month. For some sectors, such as the chemical industry, supply by barge is critical,” he says.

He advises companies, on the one hand, to focus on the digitisation of supply chains and, on the other hand, to organise transport alternatives such as land bridges, i.e. the transshipment of goods from ship to rail or truck. In his view, innovative ships must also be used. In this context, he refers to the “Stolt Ludwigshafen” ship, which was bought by BASF in May 2023 and will be able to pass the Rhine even at extremely low water.

As the economy without a doubt should continue to rely on inland waterway ships, politicians need to turn the demands from the industry into reality, according to Duester. They need to consider multiple topics – above all the improvement of water level forecasts as well as the provision of current depth data, the search for hydraulic engineering alternatives and the optimisation of unloading points on the Middle and Lower Rhine.

 

Vanderlande commits to Climate Pledge

Vanderlande is delighted to be joining Amazon and Global Optimism in signing The Climate Pledge, showcasing its ambition on sustainability and commitment to achieving a net-zero carbon footprint by 2040 – ten years ahead of The Paris Agreement. With this in mind, Vanderlande will routinely report on its greenhouse gas emissions, implement decarbonisation strategies, and act to offset any remaining emissions.

Vanderlande is committed to a vision of becoming the worldwide leader in sustainable automated logistics solutions and has made great strides towards this commitment. In terms of the solutions it delivers to customers, the company has been a pioneer of circular economy principles and energy efficient technology since 2010.

More recently, it has been exploring new business models that help to reduce the carbon footprints of its customers. One such example is FLEET, a flexible solution for handling baggage at airports and based on autonomous vehicle technology. Through this solution, Vanderlande takes full responsibility for the operational and sustainable performance of the vehicles, as well as closing the materials loop.

In 2018, Vanderlande joined the Capital Equipment Coalition of the Platform for Accelerating the Circular Economy (PACE). By actively defining an action agenda with concrete steps for the capital equipment industry to implement circular practices, Vanderlande is expanding its impact beyond its own organisation.

Through the Global Forest Programme, Vanderlande is engaging with local forestry companies to plant trees to offset its carbon emissions. Furthermore, many of the company’s international offices comply to the highest sustainability assessment standards. For example, Vanderlande’s buildings at its HQ in The Netherlands will be home to 2,600 solar panels by mid-2021 (with the capacity to generate 871,760 kWh annually).

“Through our commitment to sustainability, we intend to reduce the carbon footprint of our operations, those of our customers and suppliers, and of society as a whole,” says Vanderlande’s CEO Remo Brunschwiler (pictured above). “As a signatory of The Climate Pledge, Vanderlande is excited to be joining a community that will share knowledge, ideas, and best practices to address the most critical climate challenges. We look forward to cooperating closely with Amazon, Global Optimism, and the other signatories on this important mission.”

Subscribe

Get notified about New Episodes of our Podcast, New Magazine Issues and stay updated with our Weekly Newsletter.