In this landscape, a joint venture of Logistikus, Inc., K-Logistikus Philippines, and Asia’s logistics giant KLN is taking a bold step forward, with AI at the heart of its modernisation plan. It is famous for its capabilities AI-powered logistics, freight forwarding, warehousing and last-mile delivery and keeps evolving with the changing demands of the market.

According to CEO and President of K Logistikus Philippines, Sulficio O. Tagud Jr, “Logistics is fundamental for unleashing the potential of business. We want to provide solutions through K-Logistikus Philippines that not only efficiently move goods but also allow enterprises to scale, compete and succeed.”

For K-Logistikus, AI-powered logistics is not only about incremental upgrades. The company is building a data-driven organization by embedding intelligence across its core businesses such as Demand-Driven Logistics, Integrated Contract Logistics, Cross-Dock, Domestic Freight and Point-to-Point – P2P.

This transformation is changing the way we do business every day. Tools powered by AI are being used to predict demand, optimise delivery routes and improve ETA accuracy. Smart slotting and predictive analytics in warehouses optimise inventory placement and resource allocation, reducing waste and inefficiency across the supply chain.

K-Logistikus is embedding AI into its Warehouse Management System – WMS, Enterprise Resource Planning – ERP, and Transport Management System – TMS at the system level.

This allows one to plan more intelligently, make decisions faster and have more visibility into operations. A centralised data platform with live dashboards is being developed so teams can track performance and respond proactively as far as disruptions are concerned.

Customer experience is evolving too. AI-powered tracking, automated notifications and more prompt assistance are helping to drive increased transparency and reliability, which are major ingredients for companies in time-sensitive industries.

The upgrade is part of 2025 global rebrand by KLN, which focuses on innovation and sustainability as well as operational excellence. K-Logistikus, for instance, also supports ESG goals by optimising routes and improving efficiency, especially in decreasing fuel consumption and promoting more sustainable logistics practices.

The impact is clear – simplified operations, reduced costs, accessible operations data, and better service delivery. Most importantly, K-Logistikus is helping to close the disparity between local logistics needs and global standards, allowing businesses – from retail to FMCG to pharmaceuticals – to function with more robust and intelligent supply chains.

The move at K-Logistikus is symbolic of a larger shift in the sector. Logistics is no longer about the physical movement, it is about the intelligence behind it. The company is not only modernising by integrating AI into its operations but also assisting in developing the future of logistics in the Philippines.

United Cargo recently told shippers about market disruption fee on cargo, blaming rising costs of doing business around the world. The fee is region-dependent, and customers were advised to contact their United sales rep for rates applicable to particular trade lanes.

Jet fuel, usually an airline’s second-largest expense after labour, has nearly doubled in price since the United States and Israel struck Iran on Feb. 28. A number of transport companies have recently increased their fuel surcharges, but the United fee has a host of cost inputs. It’s like the U.S. Postal Service, which will impose an 8% surcharge on parcel products starting Sunday to help offset a variety of skyrocketing transportation costs.

Stephanie Robbe Kramer, United Cargo spokeswoman, in a message to FreightWaves, said that “United Cargo is experiencing rising costs being imposed on us by suppliers, partners and the wider market. The fee is a function of a confluence of external pressures throughout the air cargo ecosystem, including the impacts from our suppliers, our partners and broader market conditions. It is not one factor but a combination of several factors.”

The airline did not set a time frame for the disruption fee, stating only that it will track conditions closely and share any changes to this fee as conditions evolve.

United Airlines said on the afternoon of April 21, 2026, that cargo revenue in the first quarter was $422 million, down 1.6% year-over-year. The sales shrink was surprising as the global air cargo market grew about 6.5% in the first two months of the year compared with 2024, and spot-market shipping rates jumped 25% to 40% since March 1 as consumer demand has grown amid lower industry capacity due to Middle East flight restrictions linked to the war. Delta Airlines said cargo revenue rose 9% to $226 million in the first quarter. Rival American Airlines said on April 23 that its cargo revenue rose 12.9% to $219 million.

Kramer declined to discuss reasons for the loss in cargo revenue.

In all, United Airlines posted a $900 million pre-tax profit, or adjusted earnings per share of $1.19, above analysts’ expectations, with operating revenue up 10.6%. It intends to reduce 5% of its capacity for the rest of the year to help control costs during a volatile period.

Amsterdam Schiphol reply

Separately, Amsterdam Schiphol Airport said on April 23, 2026, that it would temporarily cut airport charges by over 10% so as to help airlines deal with the sharp spike in jet fuel prices due to the Iran war and ensure they keep flying to the Netherlands as many cut capacities to save costs.

The discounts are valid from April 27 through March 31, 2027.

This week Lufthansa Group said it would cancel 20,000 flights at its European hubs throughout the next six months to save on fuel.

For decades, the fragmented nature of logistics has meant that critical information regarding a shipment’s journey, its origin, current location, condition, and handling, often resides in disparate silos. Billions of physical documents are generated and exchanged, creating bottlenecks, opportunities for error, and avenues for fraudulent activities. When a container leaves a port, its precise movements and conditions are frequently shrouded in ambiguity until it reaches the next major waypoint, if even then. This deficit in supply chain visibility prevents stakeholders from having a unified, real-time understanding of events, making proactive problem-solving a formidable challenge. Supply Chain Informs notes  that the vision of a truly interconnected and trustworthy global trade ecosystem has remained largely aspirational, hindered by the very structure of traditional information exchange.

The Foundational Imperatives for Greater Logistics Transparency

Before delving into how blockchain provides the solution, it is crucial to understand the core issues that have necessitated such a technological intervention. At its heart, the problem stems from a fundamental lack of trust and an inability to reliably verify information across a multitude of independent entities. Each participant, shipper, carrier, freight forwarder, customs agent, warehouse operator and consignee maintains their own records, often on proprietary systems that do not easily communicate with one another. When discrepancies arise, reconciling conflicting data becomes a laborious and often litigious process. The journey of a single pallet can involve dozens of handoffs, each representing a potential point of failure, data alteration, or delay. Achieving genuine logistics transparency in this environment has been an elusive goal, demanding a technology that can establish a single source of truth, universally accessible yet impeccably secure.

• Disparate Systems and Data Silos: The fragmented IT infrastructure across the logistics industry means that data is rarely harmonized or centrally accessible.
• Manual Processes and Human Error: Reliance on paper documentation and manual data entry introduces errors, delays, and increases administrative overheads.
• Lack of Immutable Records: Information can be altered or lost, making auditing and dispute resolution incredibly challenging.
• Trust Deficits Between Parties: The absence of a shared, verifiable ledger fosters a climate where trust must be built through reputation and contracts, rather than inherent system design.

These factors collectively impede effective freight tracking and paint a picture of an industry ripe for disruption. The sheer volume and value of goods moved globally daily underscore the urgent need for a system that can inject verifiable integrity and clarity into every step of the logistics process.

Transformative Principles: How Blockchain Redefines Supply Chain Transparency

The advent of blockchain technology offers a compelling answer to these deep-seated challenges. At its core, blockchain is a decentralized, distributed ledger that records transactions in a secure and immutable manner. It’s not just a database. Supply Chain Informs sees this as a new way of organizing and validating information that fundamentally alters how trust is established and maintained across a network. When applied to the movement of goods, blockchain in supply chains transforms the very fabric of logistics operations.

Decentralization and Distributed Consensus

Unlike traditional centralized systems where a single entity controls the data, blockchain distributes the ledger across multiple participants. Each participant holds a copy of the entire ledger, and any new transaction must be validated by a consensus mechanism among the network’s members before it is added. This decentralization eliminates single points of failure and reduces the risk of data manipulation by any one party. For freight movement, this means no single carrier or forwarder can unilaterally alter shipment details; changes must be agreed upon by the network, fostering a new level of collaborative trust.

Immutability Through Cryptography

Once a transaction, such as a shipment departure, customs clearance, or proof of delivery, is recorded on the blockchain, it is permanently etched into the ledger. Each block of transactions is cryptographically linked to the previous one, forming an unbreakable chain. This immutability ensures that all secure logistics records are tamper-proof and auditable. Imagine the impact on resolving disputes: with an unalterable record of every event, pinpointing responsibility for delays or damages becomes significantly easier, dramatically enhancing freight transparency.

Smart Contracts for Automated Execution

A powerful feature of many blockchain platforms is the ability to execute “smart contracts.” These are self-executing contracts with the terms of the agreement directly written into lines of code. When predefined conditions are met, for instance, a shipment arriving at a specific waypoint, verified by IoT sensors, the smart contract automatically triggers the next action, such as releasing payment to a carrier or updating inventory records. This automation streamlines processes, reduces administrative overhead, and minimizes the need for intermediaries, accelerating smart freight movement.

Practical Applications: Building a Transparent Digital Supply Chain

The theoretical underpinnings of blockchain translate into highly practical and impactful applications for logistics and freight movement. The integration of blockchain technology is not merely an incremental improvement; it enables a fundamental reimagining of the digital supply chain.

Real-time Shipment Tracking and Verification

One of the most immediate and impactful benefits of blockchain in supply chains is the ability to achieve unprecedented real-time shipment tracking. By integrating IoT devices, such as GPS trackers, temperature sensors, and humidity monitors, directly with a blockchain network, every movement and environmental condition of a shipment can be automatically recorded on the distributed ledger. This provides all authorized parties with granular, continuously updated information about a shipment’s location and status.

• Origin to Destination Visibility: Every handoff, every gate entry, every mile traveled is immutably logged, providing an unbroken chain of custody.
• Condition Monitoring: For sensitive goods, real-time data on temperature or shock events ensures product integrity and flags potential issues proactively.
• Automated Alerts: Smart contracts can trigger alerts if a shipment deviates from its planned route or if conditions exceed predefined thresholds.

This granular level of detail significantly enhances supply chain visibility, allowing for better planning, more accurate ETAs, and the ability to intervene swiftly in case of anomalies.

Establishing Secure Logistics Records and Auditable Trails

Beyond tracking, blockchain fundamentally changes how documentation and records are handled. Every critical document associated with a shipment such as bills of lading, customs declarations, certificates of origin, quality inspection reports and proof of delivery, can be digitized and recorded on the blockchain. These become secure logistics records, permanently associated with the shipment.

• Tamper-Proof Documentation: Once a document hash is recorded, it cannot be retrospectively altered, eradicating document fraud.
• Simplified Audits and Compliance: Regulatory bodies and internal auditors can easily trace every step of a product’s journey and verify the authenticity of all associated documentation with unparalleled efficiency.
• Reduced Disputes: A single, shared, and verifiable version of all records dramatically reduces conflicts between parties regarding delivery times, conditions, or payment terms.

This foundational layer of verifiable information drastically improves logistics transparency and fosters a higher degree of trust among all participants in the freight ecosystem.

Streamlining Customs and Regulatory Compliance

International freight movement is often bogged down by complex customs procedures and regulatory requirements. Blockchain can significantly ease this burden by providing a standardized, secure platform for exchanging necessary documentation with customs authorities. Smart contracts can automate the submission of data when certain conditions are met, reducing delays and human error. This facilitates faster clearances and ensures compliance with various trade agreements and regulations, benefiting the entire chain.

Enhancing Trust and Collaboration Across the Ecosystem

Perhaps the most profound impact of blockchain in supply chains is its ability to build an environment of trust where none explicitly existed before. By providing a shared, immutable ledger, all stakeholders operate from a common, verifiable set of facts. This fosters deeper collaboration between competing entities, as they can confidently share information pertinent to a specific shipment without fear of manipulation or misuse. This collaborative framework is essential for truly optimizing smart freight movement on a global scale.

Navigating the Path Forward: Implementation and Challenges

While the benefits of integrating blockchain in supply chains are compelling, the journey to widespread adoption is not without its challenges. The logistics industry is vast, complex, and often characterized by legacy systems and entrenched practices.

Interoperability and Integration with Existing Systems

One of the primary hurdles is integrating blockchain solutions with the diverse array of existing legacy IT systems used by various stakeholders. Seamless data flow between blockchain networks and traditional ERP, TMS, or WMS systems is crucial. Developing industry-wide standards and APIs (Application Programming Interfaces) will be essential to ensure different blockchain platforms can communicate effectively, fostering true supply chain visibility across heterogeneous networks.

Scalability and Performance

The sheer volume of transactions in global freight movement demands a blockchain solution that can process millions of transactions per second without compromising speed or efficiency. Early blockchain implementations faced scalability issues, but ongoing advancements in consensus mechanisms and layer-2 solutions are addressing these concerns, making enterprise-grade applications increasingly feasible for blockchain logistics.

Data Privacy and Confidentiality

While transparency is a key driver, certain information within a supply chain remains confidential or proprietary. Balancing the need for shared data for verification with the need for data privacy is critical. Solutions often involve permissioned blockchains, where access rights are carefully controlled, and data is selectively revealed only to authorized parties. Zero-knowledge proofs and other cryptographic techniques are also being explored to allow verification without revealing the underlying sensitive data.

Regulatory and Legal Frameworks

The legal and regulatory landscape surrounding blockchain and smart contracts is still evolving. Clarifying legal standing, ensuring enforceability of smart contracts across jurisdictions, and harmonizing international regulations will be vital for widespread adoption and trust in digital supply chain transformations. Industry consortiums and governmental collaborations are playing a significant role in shaping these frameworks.

The Future of Freight: A Truly Digital Ecosystem

Looking ahead, the role of blockchain in supply chains is poised to become even more fundamental. As the technology matures and integration challenges are overcome, blockchain will serve as a foundational layer upon which other emerging technologies converge. The fusion of blockchain with Artificial Intelligence (AI) for predictive analytics, the Internet of Things (IoT) for pervasive data collection, and Big Data analytics for strategic insights will create an intelligent, self-optimizing, and fully transparent digital supply chain.

Imagine a future where a product’s entire lifecycle, from raw material sourcing to consumer delivery and even recycling, is immutably recorded and verifiable. This level of transparency will not only enhance operational efficiency and reduce costs but also empower consumers with unprecedented insights into ethical sourcing, sustainability practices, and product authenticity. The vision of smart freight movement will encompass not just speed and cost, but also trust, accountability, and environmental responsibility. Blockchain is not merely a tool for incremental improvement; it is an architectural shift that will redefine the competitive landscape of logistics and global trade. Businesses that embrace this shift will be at the forefront of a more secure, efficient, and ultimately, more trustworthy global economy.

In conclusion, Supply Chain Informs acknowledges that the journey towards truly transparent and efficient global freight movement is inextricably linked to the continued adoption and innovation of blockchain in supply chains. By dismantling the silos of information, fostering immutable trust, and enabling real-time verification, blockchain is paving the way for a logistics future that is not just smarter and faster, but fundamentally more reliable and accountable. The era of opaque freight is giving way to a new dawn of freight transparency, promising profound benefits for businesses, consumers, and the global economy at large.

The United Arab Emirates – UAE and Jordan have signed an agreement for the development of Jordan’s railway network involving the Port of Aqaba railway project and the establishment of the joint venture UAE-Jordan Railway Company – UJRC.

The agreement was signed by the Minister of Energy and Infrastructure, Suhail bin Mohamed Al Mazrouei, on behalf of the United Arab Emirates and by Nidal Al-Qatamin, Minister of Transport, on behalf of Jordan.

Prime Minister Jafar Hassan, along with Sheikh Mansour bin Zayed Al Nahyan, Vice President of the United Arab Emirates, Deputy Prime Minister of the Cabinet as well as Chairman of the Presidential Council, witnessed the signing of agreements on starting the actual execution procedures for the Aqaba Port railway project as well as the establishment of the joint venture company tasked with the development and operation of this project.

The Aqaba Port railway project is based on a balanced partnership

between two parties – Jordan, which is represented by the Phosphate and Potash Companies, the Government Contributions Company, as well as the Social Security Funds Investment Fund, and the United Arab Emirates via Lemad Kabda, which is the sovereign investment platform of the Abu Dhabi government.

It is worth noting that it is the largest railway project of its kind in Jordan, with a projected total investment of around USD 2.3 billion, to be jointly executed by the two countries. It includes a set of main infrastructure components, including railway lines and bridges as well as overpasses, all designed and built according to international standards when it comes to rail transport.

The project will make a significant contribution to enhancing the competitiveness of the Port of Aqaba upon its completion, making it a key regional hub for transport and logistics along with maritime services. At the same time, this will create new opportunities for social and economic growth, notably in the south of Jordan and also the Aqaba area.

This initial stage marks the first tangible move towards the creation of an advanced national railway network in Jordan. Long term, the goal is to connect Aqaba and the entire country to the neighboring Arab states, and to connect the Port of Aqaba into transport corridors to ports in Syria as well as the Mediterranean region.

Rail Network for Mining Sector and Logistics Development

The project will construct a modern rail network of about 360 km to connect the primary phosphate and potash mining areas with the industrial port. The route is split into two main corridors that connect production centres located in the Al-Shidia and Ghor Safi regions.

It involves the movement of some 16 million tonnes of raw materials annually, of which almost 13 million tonnes are phosphates and 2.6 million tonnes are potash. This volume will be a major contribution to increasing the export capacity of Jordan and also raising the competitiveness of the mining sector in international markets.

At the same time, the authorities have started plans to extend the railway link to the mining areas of Al-Shidia Basla, with an extension to the Ma’an development region in the south of the country. There is also an analysis of the project for the development of a logistics corridor connecting Ma’an with the Port of Aqaba, which could as well become an integrated hub of industrial and customs as well as transportation activities.

Project financing is expected to close in the first quarter of 2027, and construction is expected to take roughly five years based on a phased timeline.

The government shall compensate the landowners who are affected by expropriations in the Al-Ghor area for execution or offer alternative land on fair terms where possible. The Al-Ghor area is a part of the Jordan Valley, a fertile tectonic depression 110 km long, between the Sea of Galilee and the Dead Sea.

The project is being developed in partnership with the United Arab Emirates, which is providing sophisticated technical expertise in the field of railway infrastructure and assistance in the development of national skills essential to the upkeep and operation of this type of network.

UAE-Jordan Joint Railway Company

A bilateral contract established the UAE-Jordan Railway Company as a joint venture between L’IMAD Holding in Abu Dhabi and multiple institutional partners in Jordan. This structure is a mechanism of strategic cooperation for the purpose of supporting the establishment of modern railway infrastructure in the region.

According to the agreement, the new company will be mainly responsible for the execution, maintenance, and operation of the national railway network in Jordan. Operational activities will be undertaken in partnership with Etihad Rail, the company which is developing and operating the national railway network of the United Arab Emirates.

The joint venture is of particular importance in the transfer of technical and managerial know-how to the Jordanian side and also in the development of modern operating standards when it comes to the railway sector. It will also enhance economic cooperation between both countries and help build sustainable infrastructure that can support large-scale logistics along with industrial projects in the long term.

Economic Effects of Aqaba Railway Corridor

The Aqaba Port railway project forms part of a broad joint investment agreement signed at the end of 2023, worth around $5.5 billion. The aim of the initiative is to promote the development of strategic economic sectors and accomplish a structural change within transport and logistics through directly connecting mining areas with ports.

This infrastructure will allow for a reduction in transportation costs, simplification of logistics along with export chains, and an increase in the volume of exports of phosphate and potash by two times. Thus, the project is an essential component for the mining sector, enhancing the performance of operations and boosting the competitive edge of the industry and related sectors.

On a larger scale, the Aqaba rail corridor is envisioned as the start of a network that would reach the Madouna region, which is a logistics hub southeast of Amman. The project additionally opens up connectivity routes north via Syria to Mediterranean ports and on to Turkey and Europe. It also strengthens trade ties with Saudi Arabia as well as the Gulf States, promoting regional economic integration, along with positioning Jordan as a major logistics hub when it comes to the Middle East.

A vital export hub

The Port of Aqaba, which is the primary maritime gateway of Jordan and also the sole direct access to the Red Sea, is situated in the south of the country on the Gulf of Aqaba. Its geographical location makes it an integral part of the national economy, concentrating the vast majority of the foreign trade flows, imports and exports of the country.

The main exports of Aqaba are phosphates and potash, the basis of the mining industry of Jordan, as well as petroleum products, grains and industrial goods. The port is of strategic importance and has been integrated into larger development of infrastructure plans, such as the Aqaba railway project that seeks to link production areas directly with the port, thereby reducing logistics costs and improving competitiveness of exports.

The port includes the Aqaba Container Terminal – ACT as a key component, which acts as the logistics pillar for the Aqaba Special Economic Zone Authority – ASEZA. It is one of the most significant transit hubs in the Middle East, which serves both regional and international markets, including Iraq, Syria, Saudi Arabia, and the West Bank as well as Lebanon.

In recent years, the volumes of ACT have grown significantly, surpassing the mark of 1,000,000 TEU for the first time, which is indeed a historic achievement, which demonstrates the growth of operational capabilities and adaptation to the necessities of modern logistics based on advanced technologies.

In 2006, the Aqaba Development Company – ADC went on to sign a 25-year build-operate-transfer agreement with APM Terminals so as to consolidate the development of the terminal. APM Terminals happens to hold a controlling interest in the management of the port infrastructure.

Federation Chairman Abdullah Saleh Kamel said 27 challenges were submitted to relevant authorities and 22 of them had already been resolved, while work was ongoing on the remaining cases.

Logistics sector in Saudi Arabia showed resilience and the cooperation between the public and private sectors helped to ensure the smooth flow of trade, he said.

The government supported performance via alternative logistics routes and the provision of 13 shipping services with capacity over 97,000 containers, and storage exemptions of up to 60 days.

Authorities also acted on pre-customs clearance, reduced cargo release time to under 24 hours and expanded digital solutions, he said.

Despite difficulties, the private sector is still working efficiently thanks to advanced logistics infrastructure along with flexible procedures that have made sure of uninterrupted flow of goods and stable markets, Kamel said.

He said Saudi logistics companies have been very prepared, adopting operational solutions that include diversifying shipping routes, using alternative corridors, and improved planning and operational efficiency.

He added that these measures kept the supply chain stable.

Kamel additionally underscored the Kingdom’s wider logistics strengths, such as 10+ ports and a multimodal transport network.

It is well to be noted that under the gamut of logistics sector in Saudi Arabia, the kingdom nation plans to build 59 logistics zones and handle more than 20 million containers per year by 2030 as part of its long-term development plans.

He pointed to the federation’s work in hosting workshops with the transport and logistics ecosystem, working with government entities, publicizing logistics initiatives to international investors, and transmitting private sector views via the National Logistics Committee.

The company said that the fast-moving consumer goods – FMCG sector in India is going through rapid change, and as product offerings expand and consumer preferences keep changing, supply chains are growing more complex, resulting in efficient inventory management and flexible logistics capabilities critical for businesses operating in the space.

Today’s FMCG environment is no longer about high-volume, consistent product flow. Demand patterns are becoming more fragmented as companies grow portfolios through new launches and startup acquisitions, resulting in smaller shipment sizes and more frequent replenishment cycles, it said.

This transition is accelerating the adoption of Part Truck Load – PTL logistics in lieu of traditional reliance on Full Truck Load – FTL models for a range of distribution needs.

“The FMCG sector is undergoing a structural shift, where supply chains need to be far more responsive, flexible, and data-driven than before. As product portfolios expand and demand becomes more fragmented, logistics is no longer just about movement- it is about intelligent execution,” said Ketan Kulkarni, MD & CEO, Allcargo Logistics.

Allcargo Logistics also states that in the past FMCG supply chains followed a linear model with goods moving from manufacturing units to depots and then further down to the distributors and retailers. However, the reality today is multi-directional inventory movement across states, warehouses, and consumption centres requiring a much higher level of coordination and agility, it noted.

“We are focused on enabling this transformation through integrated solutions that enhance visibility, improve efficiency, and support business growth across markets,” added Kulkarni.

Allcargo Logistics says it is tackling these challenges through reimagining supply chain structures in FMCG with a blend of network optimization and technology integration as well as transportation planning. It is well to be noted that Allcargo has an operational footprint across 32000+ pin codes in the country and handles 60000+ packages monthly alongside a network that enables FMCG brands to dynamically route shipments according to demand patterns, warehouse inventory, and dispatch locations, hence enabling efficient inventory balancing throughout the regions.

SAR’s decision is in line with the goals of the National Transport and Logistics Strategy and Saudi Vision 2030, which aims to make the Kingdom a global logistics hub. This is especially important given the rapid changes that are happening in global supply chains.

The 5 new logistics corridors in freight sector make up an integrated logistics system that connects the ports in the Arabian Gulf with central and northern Saudi Arabia. They also connect the Red Sea ports and the northern parts of the kingdom through a multi-modal transport network that includes both rail as well as road. This makes the supply chain more flexible and speeds up the flow of cargo on different routes.

Bashar Al-Malik, the CEO of SAR, said that the quick growth in the railway sector is due to the support and attention of wise leadership. Saleh Al-Jasser, the Minister of Transport and Logistics Services and Chairman of SAR’s Board of Directors, is keeping a close eye on this sector because it is important for enabling other national sectors.

He said that these corridors are a complete set of logistics solutions that make the supply chain more efficient and reliable in a variety of situations. This is done by coordinating with the right authorities and integrating different modes of transportation to make cargo flow more smoothly and make logistics operations more efficient.

These passageways help move different kinds of goods and make national supply chains possible. They also support important industries, such as mining and petrochemicals, and improve the flow of exports and imports. They also provide good solutions for transit transport services to regional markets.

The passages also serve a wide range of customers, such as major industrial companies, mining companies, and the biggest maritime shipping lines. They do this by providing integrated and reliable transportation solutions that help speed up cargo transit times and make operations more efficient.

An integrated system that includes the Riyadh Dry Port, several SAR freight yards in Dammam and Jubail, as well as Ras Al-Khair, Al-Kharj, Hail, and Qurayyat connects to different Arabian Gulf and Red Sea ports. This makes it easier for ports to connect with local and international industrial and economic hubs.

The corridors are expected not only to boost international trade but also to cut down on thousands of truck trips on the roads, make them safer, lower carbon emissions, speed up cargo transit times, and make operations more efficient. This will strengthen SAR’s position as a key national enabler of the transport and logistics system.

Al-Malik said that these corridors help strengthen connections with regional and international markets, solidify the Kingdom’s role as a logistics passage between East and West, and make trade flow more smoothly. This strengthens the Kingdom’s position as an international hub for logistics and a major center in international trade flows.

The chairman of the PCFC, Abdulla bin Damithan, and Dr. Abdulla Busenad, who is the director general of Dubai Customs, were both at the meeting. Furthermore, there were high-ranking officials from the logistics as well as maritime industries.

The commitment of keeping the trade flowing and showcasing a stronger UAE Regional supply chain resilience by working closely with partners and coming up with new ideas that solve the problems the region is facing right now was reaffirmed by Dr. Thani Al Zeyoudi.

He said that the strong commitment by the UAE to building partnerships and increasing cooperation in the region and around the world is shown by the ongoing high-level coordination among the key stakeholders. The goal of this project is to work on UAE Regional supply chain resilience by making regional supply chains more efficient, flexible, and responsive so that goods can move freely, especially critical and strategic goods.

There are also efforts to improve alternative trade routes and put in place better customs and operational systems that make the country more competitive and a more reliable global trade and logistics hub.

He went on to say that “The UAE will continue to play a pivotal role in supporting regional and international trade stability through targeted initiatives and adaptive policies that enhance supply chain performance and sustainability. The UAE stands ready to deepen its engagement with regional and international partners to build a more connected, resilient, and future-ready trade ecosystem.”

Bin Damithan, for his part, stressed the need for all parties to keep working together and coordinating their efforts. He also noted the progress that had been made since the last meeting in dealing with regional issues has made sure of continuous trade flow into the UAE.

He said that the right people have worked together to put a number of strategic plans into action that are meant to make the supply chain more resilient. These plans include making alternative corridors like Fujairah and Khorfakkan ports more efficient and making regional maritime connections stronger so as to ensure that cargo moves smoothly and quickly.

He went on to say that these successes show that both public and private sector partners are working together and are committed to the project. He also stressed that everyone needs to keep working together because costs are going up and operations are getting more complicated.

He also said that the meeting is an important place to look back on recent projects and talk about ways to work together more in the future and come up with practical and long-lasting solutions that make the supply chain more efficient and reliable.

He said again that keeping the flow of important goods going without interruption is still a top priority, along with making the UAE a reliable logistics hub for the region and the world.

Dr. Busenad also talked about important customs initiatives that have been put in place in order to help trade flows and make operations more efficient. He said that Dubai Customs is still committed to working with partners to come up with new and proactive solutions.

He added that “Over the past period, we have successfully implemented a number of high-impact initiatives that facilitated cargo movement and enhanced supply chain efficiency. These include the issuance of Customs Notice No. 6, enabling transit cargo movement through the green corridor with the Sultanate of Oman, the acceptance of undertaking letters as valid guarantees, and the organization of workshops with traders to explain green corridor mechanisms and address their enquiries.”

Dr. Busenad went on to say, “We are currently rolling out several pilot projects, including the activation of the Advance Cargo Information (ACI) system through shipping companies for all green corridor cargo, as well as the launch of a new maritime feeder service linking the region with India, further strengthening trade connectivity.”

He also underscored a number of ongoing projects, such as lengthening the grace period for re-export cargo, creating a framework to let more land transport companies join the secured corridors, expand the green corridor to include Saudi Arabia, and giving people more options for clearing goods within the corridor.

Dr. Busenad stressed that these efforts are part of a bigger plan in order to make the supply chains more resilient and sustainable, as well as to strengthen the position of the UAE as a highly efficient and globally competitive logistics hub.

The meeting also reviewed certain major developments that had happened since the last one, like better ways to handle important shipments, opening up new transport corridors, and using more multimodal transport solutions, such as land and rail, along with better operational solutions in order to address the capacity and cost-related challenges.

La Caisse will own 70% of the business, and Prologis will own 30%. The partners will share control of the business. As the operating partner of the platform, Prologis will bring specialized knowledge in asset management and development.

The PLIVE launch portfolio will give Europe’s high-quality logistics properties immediate scale and a strong base for long-term growth driven by demand. The two companies have been working together since 2019, when they set up a logistics joint venture in Brazil. This project builds on that relationship.

With about EUR 1 billion in seed money, the platform will start out by combining income-generating properties and development sites from both partners. There will be about 844,000 square meters of Class A logistics space in France, Germany, the Netherlands, and Sweden, as well as the United Kingdom.

According to the executive vice president and head of real estate at La Caisse, Rana Ghorayeb, “We have seen Prologis’ best-in-class capabilities to drive returns firsthand through our partnership in Brazil, and we are building on our combined strengths to create a truly consolidated pan-European platform. This joint venture brings together Prologis’ deep hands-on operational expertise and our vision to actively transform assets to enhance long-term value. Together, we will gain greater exposure to the European logistics sector, strengthen execution, and maximize the performance and scale of our logistics portfolio.”

The Managing Director of Strategic Capital at Prologis, Ted Eliopoulos, said, “Our partnership with La Caisse is built on years of working together and delivering results. Together, we’re expanding that success in Europe—combining long-term capital with our operating platform to scale high-quality logistics assets across key markets.”

The partners want to grow the platform by buying and developing properties along important European logistics corridors. They will use Prologis’ platform for sourcing, development, and operations.

Prologis will manage the properties on the PLIVE platform, speeding up leasing and development and making important strategic and financial decisions together. The companies are confident in the long-term fundamentals of the European logistics sector, as they change their supply chains, move production closer to home, and also keep investing in e-commerce.

The deal is expected to close in the second quarter of 2026, but it still needs to meet normal closing conditions and get regulatory approval.

Goldman Sachs & Co. LLC is the exclusive financial advisor for La Caisse.

The JP8 service, which started on March 18, 2026, is the first regular international shipping link between Sendai, Japan, and the Philippines in eight years. CMA CGM runs the service once a week. It stops at Manila South Harbor and Batangas Integrated Port, both of which happen to be run by Asian Terminals Inc. – ATI, which is DP World’s strategic local partner. These ports are very important for getting cargo into and out of the Philippines.

With DP World helping Ichijo, it will make it easier for the former to help Ichijo run its business in the Philippines, where it makes high-quality prefabricated housing parts for export to Japan via House Research Development – HRD, its local manufacturer, and Nihon Sangyo, the company in the Ichijo Komuten Group that handles the buying, shipping, and shipment of these parts and materials. This happens at a time when demand for prefabricated homes is seeing a growth in APAC.

Combining direct shipping routes with DP World’s integrated logistics services makes it easier for cargo to get from the port to production and then to the market. Inland and marine solutions help its partner terminals in Manila and Batangas by reducing traffic, speeding up transit times, and making the supply chain more visible.

In Japan, DP World also helps move cargo from one part of the country to another, making sure that both the origin and destination markets are always connected.

The CEO and managing director of DP World in the Asia Pacific, Glen Hilton, said that their long-term partnership with Ichijo shows how they go on to work with their customers to solve tough supply chain problems. They are able to offer solutions that are efficient, reliable, and customized to their needs by combining their global network with deep local knowledge. The JP8 service makes it easier for people in Japan and the Philippines to connect with each other, and it does this by using their terminals in Manila South Harbor as well as Batangas as key access points. Together, they are indeed making it easier for materials to move around, which helps Ichijo grow and meet its delivery deadlines.