The increasing frequency and impact of geopolitical disruptions – ranging from trade wars and economic sanctions to regulatory upheavals – has placed global supply chains under unprecedented tensions.
Enterprises in the industries are now obliged to re -evaluate their strategies to ensure resilience and maintain operational continuity in a world characterized by uncertainty. During a recent discussion in the industry, thought leaders from the air freight, logistics and manufacturing sectors met to deliberate on solutions to these challenges, with an emphasis on the importance of multimodal transport, alternative trade routes and collaborative partnerships.
A new era of complexity
Geopolitical events redefined the landscape of international trade. Factors such as US-China trade tensions, the Russia-Ukraine conflict and regulatory shifts to Brexit have an underlined vulnerabilities in global supply chains. Samir J Shah, chief mentor and director of the JBS Academy, highlighted the core issues.
“Geopolitical risks are no longer isolated events. It has become systemic, which has affected trade flow, regulatory frameworks and market access.
‘Businesses must rotate from reactive approaches to proactive strategies that predict and soften these disruptions.’
Adapted by multimodal transportation
One of the most important strategies identified was the integration of multimodal transport solutions. Combining air, ocean and land transport modes can increase companies flexibility and reduce the dependence on any single route or modality. Sam Katgara, partner at Jeena & Company, talked about the issue, noted the growing interest of such strategies: “Multimodal transport is critical to navigating disruptions.
During the pandemic and subsequent ports, the agility offered by air and road transport helped to maintain the continuity of the supply chain.
“Companies now have to institutionalize these practices as part of their long-term logistics strategy.”
The diversification of the trading route was another focus area. As certain traditional routes become increasingly volatile, businesses are investigating alternative corridors, including the India-Middle East-Europe Economic Corridor (IMEC) and the Trans-Pacific Partnership.
Ramesh Mamidala, head of cargo at Air India, expanded the role of air freight in this shift: “Air Cargo has proven its value to allow faster adjustment to new trade routes. The agility of air freight enables companies to quickly establish alternative supply lines, ensuring the timely movement of critical goods.
As carriers, we invest in infrastructure and partnerships to support this adaptability. ”Collaboration and technological collaboration on stakeholders of supply chain – Manufacturers, logistics suppliers and policymakers – has been identified as a cornerstone of resilience.
Dr Sanjeevv Khanna, COO of Patanjali, emphasizes the need for collective action by saying: “The resilience of the supply chain is not a quiet effort. This requires collaboration at every level – governments must align regulations, and businesses must share data and resources. Only then can we create a system that is strong enough to resist geopolitical shocks. “
The use of technology to improve the visibility and decision -making of the supply chain also contains prominent in the discussion. Advanced analysis, real -time detection and predictive instruments enable companies to expect and respond effectively.
Sreenivas Rao Nandigam, global head of the supply chain at Sun Pharma, explained: “Technology is a game changer. With predictive analysis, we can provide possible risks – be it a port -closing or a regulatory change – and adjust our operations in real time. This level of visibility is critical for softening disruptions and maintaining customer confidence. “
Sustainability and resilience
The panel also addressed the intersection of geopolitical risk management and sustainability. While businesses adapt to disruptions, there is an opportunity to integrate green logistical practices that reduce environmental impact while increasing resilience. Umang S Bhatnagar, senior vice president of strategic acquisition, supply chain and IT at SRF Limited, emphasized the double benefits: “Resilience and sustainability go hand in hand.
By investing in energy-effective transport modes and reducing the dependence on carbon-intensive routes, businesses can build supply chains that are not only more robust but also in line with global sustainability goals. “
Build a resilient future
The overarching message from the discussion was clear: Businesses must develop from a reactive attitude to a proactive and strategic approach to managing geopolitical risks. This includes investment in multimodal transport, the use of visibility technology, diversification of trade routes and the promotion of collaboration on the supply chain.
‘Geopolitical risks are here to stay. The question is not whether disruptions will occur, but how prepared we are to navigate them. Resilience is no longer a competitive advantage – it is a necessity, ”Shah said.
