Fragility in transportation often stems from an overreliance on specific geographic routes or narrow transit points, such as major canals or straits. When these “choke points” experience interruptions due to regional conflicts, natural disasters, or labor disputes, the impact on global trade is immediate. To mitigate these risks, businesses are evaluating their reliance on traditional routes and exploring alternative corridors that offer greater flexibility. This evaluation involves a broad perspective on risk that includes geopolitical stability, environmental factors, and the capacity of local infrastructure to handle unexpected changes.

Visibility is the cornerstone of any strategy aimed at managing logistics risks. Without accurate, real time data, decision makers are forced to rely on historical trends that may no longer be relevant in a rapidly changing environment. Advanced tracking systems and integrated platforms allow companies to monitor the movement of cargo from the point of origin to the final destination. This transparency enables managers to identify delays early and take proactive measures to reroute shipments before they become significant disruptions. By analyzing the flow of goods across multiple borders, companies can identify where administrative friction or port congestion might slow down their operations.

Strategies for Mitigating Maritime and Port Related Risks

The maritime sector is the primary mode of transport for global trade, but it is also one of the most vulnerable to disruption. Port congestion, labor strikes at terminals, and the scarcity of shipping containers are ongoing challenges that require a proactive and strategic response. To address these issues, many organizations are diversifying their port entries, opting to use secondary or regional ports to avoid the bottlenecks common at major global hubs. This decentralized approach provides a vital buffer that allows for continued operations even if a primary port is temporarily offline.

In addition to diversifying port entries, companies are also rethinking their relationships with ocean carriers. Moving away from purely transactional, spot market based arrangements toward long term partnerships can provide greater stability and priority access to capacity during periods of high demand. These collaborative relationships involve open communication and a shared commitment to risk management. When both parties are aligned on goals and expectations, they can work together more effectively to solve problems and adapt to new challenges. This mutual support is particularly valuable during a crisis, when carriers may have to choose which customers to prioritize.

Technology plays a vital role in managing maritime risks by providing granular data on vessel movements and terminal activity. Automated tracking systems utilize sensors and satellite imagery to provide real time updates on the location and condition of cargo. This level of insight allows logistics teams to identify potential delays early and adjust their plans accordingly. For instance, if a major port begins to experience significant congestion, the system can automatically suggest alternative routes or distribution centers to avoid the impact. By integrating this data into their decision making processes, organizations can build a more stable and resilient maritime logistics network.

Managing Air and Land Transportation Challenges

While maritime transport handles the bulk of global trade, air and land transportation are essential for time sensitive or high value items. These modes of transport also face significant risks, including regional airspace closures, fuel price volatility, and labor shortages in the trucking industry. Managing these challenges requires a flexible and integrated approach that can quickly pivot between different modes of transport in response to changing conditions. This intermodal agility is a key competitive advantage for any organization looking to maintain a stable flow of goods across a complex network.

Air cargo is particularly sensitive to sudden shifts in capacity and pricing. During periods of global disruption, the availability of belly cargo on passenger flights can decrease significantly, leading to higher costs and longer lead times for dedicated freighters. To manage these risks, companies are securing long term capacity through block space agreements or by partnering with specialized air freight providers. This proactive approach ensures that critical shipments can continue to move even when capacity is constrained. In addition, organizations are utilizing advanced analytics to optimize their air freight spend and identify opportunities for shifting some cargo to less expensive modes of transport.

Land transportation, including trucking and rail, is the final link in the global logistics chain. Risks in this sector often stem from regional infrastructure limitations and labor issues. To mitigate these risks, businesses are building more collaborative partnerships with local carriers and investing in technology that can optimize routing and reduce idle time. For instance, the use of telematics and route optimization software allows for more precise scheduling and real time monitoring of truck movements. This transparency enables managers to identify potential delays on the ground and take corrective action before they impact the final delivery to the customer.

Integrating Risk Management into Logistics Strategic Planning

For the management of transportation risks to be effective, it must be integrated into the organization’s broader strategic planning process. This involves moving beyond a purely reactive stance and using data driven insights to inform long term decisions. For example, risk considerations should be a primary factor when evaluating new manufacturing locations or entering new markets. By choosing locations with stable and diverse transportation options, companies can build resilience into their operations from the very beginning. This cross functional collaboration between logistics, procurement, and risk management is essential for creating a more stable and adaptable organization.

Integrating risk into strategic planning also involves the use of sophisticated modeling tools to simulate the impact of various disruptions on the entire transportation network. Managers can stress test their operations under a wide range of scenarios, from port strikes to sudden changes in trade policy. These simulations help to identify the “critical path” of the logistics network and prioritize risk mitigation efforts. By understanding which routes and hubs are the most vital and the most vulnerable, companies can allocate their resources more effectively and develop targeted contingency plans. This data driven approach provides a level of certainty that is impossible to achieve with more traditional methods.

In addition to financial modeling, organizations are exploring new ways to improve efficiency without sacrificing stability. This includes the use of digital technologies to optimize routes, reduce waste, and improve collaboration with partners. By creating a more transparent and agile network, companies can respond more quickly to changes and reduce the overall cost of managing a complex global footprint. The goal is to create a system that is both lean and resilient, capable of delivering high value to customers while also being able to withstand the shocks of a volatile global market.

Ensuring Long Term Stability Through Continuous Monitoring

Maintaining operational stability in a dynamic and global network requires a commitment to continuous monitoring and improvement. Organizations must continuously refine their risk management processes and adopt new technologies to stay ahead of emerging threats. This includes exploring the use of blockchain for secure and transparent record keeping, as well as the application of artificial intelligence for more advanced risk prediction. By embracing a culture of continuous learning and adaptation, businesses can build a logistics network that is not only resilient but also ethical and sustainable.

Monitoring also extends to the external environment, including geopolitical developments and broader market trends. By staying informed about emerging risks, companies can proactively adjust their strategies and relocate their assets as needed. This flexibility is the key to long term success in an unpredictable world. A rigid network that cannot adapt to change is a major liability, regardless of how efficient it may be in the short term. Building adaptability into the core of the business requires a culture of innovation and a willingness to embrace change at every level of the organization.The management of logistics risks is an ongoing effort that requires the collaboration of every participant in the network. By building strong partnerships, utilizing advanced technology, and integrating risk into strategic planning, organizations can protect their operations and thrive in the face of uncertainty. The lessons learned from recent disruptions are clear: the future belongs to those who can build networks that are as resilient as they are efficient. In addition, establishing a solid foundation through business continuity planning for critical supply chain operations ensures that the organization remains functional even when unforeseen logistical challenges arise.

Final Perspective

The management of logistics risks across complex global transportation networks is essential for maintaining the stability and long term success of any modern enterprise. By identifying vulnerabilities, diversifying routes, and utilizing advanced technology, organizations can reduce their exposure to disruptions and ensure the continuous flow of goods. This strategic shift, supported by collaborative partnerships and data driven insights, provides the flexibility needed to succeed in an increasingly complex and unpredictable global market. As the world of trade continues to evolve, the ability to manage a resilient and agile logistics network will remain a critical competitive advantage.

The pace is keeping both governments on track to reach their goal of 20 billion dollars in annual trade. Bilateral trade in 2025 hit a record 11.3 billion dollars.

Vietnamese Customs data showed shipments to Cambodia increased by 13.8% to $4.3 billion in the January-August period. Imports from Cambodia were $4.4 billion, an increase of 3.4% in the same period. Vietnam is Cambodia’s third biggest trading partner, its second biggest supplier of imports and second biggest destination for exports.

Supply Chains and Commodity Movements

As part of Vietnam and Cambodia bilateral trade, Vietnam supplies Cambodia with industrial inputs as well as finished goods, including textiles and garments, fertiliser, steel, footwear components, animal feed, paper products, plastics and industrial equipment. Cambodia exports agricultural commodities and inputs over the border. Vietnam’s exports are focused on 14 main product groups, including cashew nuts, natural rubber, cassava, rice, timber, and fresh produce, as well as textile materials.

The flow is an integrated supply chain, not simple merchant trade. Cambodian farms produce raw commodities. Vietnamese processors pack those goods and sell them through domestic retail channels or export them abroad. By combining Cambodia’s agricultural base with Vietnam’s processing capacity and transport network, better margins can be achieved than from raw trade alone.

Investment capital as well as manufacturing footprint

Vietnamese companies have 223 registered investment projects in Cambodia with a total committed capital of nearly 3.4 billion dollars. They work in agriculture, manufacturing and telecommunications. Together, they employ tens of thousands of workers in Cambodia’s border provinces and industrial hubs.

Cross-border manufacturing enables firms to spread production risks and keep freight costs lower than those of distant East Asian supply routes. But there are still regulatory hurdles to overcome. Customs procedures, technical standards and speed of clearance are still different on each side of the border.

Border infrastructure and transport links

Border infrastructure has grown to cope with a rise in heavy commercial goods. Officials opened the Khanh Binh-Chrey Thom international border gate on October 3, 2026, connecting Vietnam’s An Giang province with Cambodia’s Kandal province. This followed the opening in late 2025 of the Meun Chey-Tan Nam crossing between Tay Ninh and Prey Veng.

Now planners are working to link the Ho Chi Minh City-Moc Bai motorway to the Bavet-Phnom Penh motorway corridor. This highway link will cut travel time between southern Vietnamese ports and the Cambodian capital. It will also lead to lower freight rates and help develop industrial parks along the route.

Alignment of Policy at the Top

Government leaders discussed economic relations at the Vietnam-Cambodia Business Forum in Phnom Penh on October 9, 2026. Vietnamese Prime Minister Le Minh Hung and Cambodian Prime Minister Hun Manet reached an agreement to look over trade agreements and clear obstacles at the border.

Negotiators are scheduled to meet again before the end of 2026 to review cross-border trucking authorizations and protocols when it comes to customs data exchange.

The investments when it comes to logistics infra in Central and Eastern Europe reflects the trust that has been demonstrated by DHL in the region’s long-term growth prospects as global trade trends develop and the companies go ahead and re-evaluate their manufacturing, sourcing as well as delivery strategies. Poland, Czechia, and Hungary, as well as Romania, are markets that happen to have pretty strong geographic tailwinds in DHL Group’s Strategy 2030, fuelled by their increasing importance when it comes to European manufacturing, trade along with distribution networks, and longer-term trends towards nearshoring by overseas companies that are looking for greater access to the European consumer market.

The investment program is going to embrace DHL Group divisions and at the same time will also boost the growth of contract logistics capacities, warehousing standards, B2B transportation systems, supply chain control tower solutions, international express services, and freight capabilities.

According to John Pearson, CEO of DHL Express, “Central and Eastern Europe is becoming increasingly important to global trade flows and supply chain networks, with Poland in particular emerging as one of Europe’s most dynamic logistics and manufacturing hubs. As customers seek greater resilience and flexibility, they need logistics partners that can connect production, inventory, and markets seamlessly across borders. Through these investments, we are expanding the infrastructure and international connectivity needed to support the growth ambitions of the dynamic companies that are driving the economic development of this region.”

Poland’s growth story is a glimpse of what the region can do

It is well to be noted that the announcement comes as DHL introduces the most recent version as far as the DHL Globalisation Tracker in Poland is concerned and celebrates 35 years of operations in the country.

The results demonstrate the impressive economic transformation and increasing importance of Poland as a European hub as far as trade and manufacturing are concerned. Poland’s trade in goods grew between 2016 and 2025 by 2.1 times faster than the global trade and 2.7 times faster than the EU trade. Poland’s goods trade is expected to expand 28% faster compared to world trade and 91% more rapidly than EU trade between 2026 and 2029.

The analysis also points to an increasing diversification of Poland’s trade relations. Germany is still a key trading partner, and most Polish trade takes place within the European Union, but trade with the United States and China has grown rapidly over the last decade.

The fact is that both, Central and Eastern Europe is positioning itself as a strategic hub for manufacturing and distribution as well as regional fulfilment operations, especially for companies seeking to be closer to the European market, opines Hendrik Venter, CEO of DHL Supply Chain. It also has an increasing number of highly entrepreneurial businesses that are expanding their operations, building strong supply chain resilience and looking at international expansion.

For instance, DHL Supply Chain has just entered the Romanian market by means of an extended partnership with Polish retailer Pepco as they expand within the region. Hendrik says, “Our investments in warehousing, transportation, and supply chain control tower capabilities will help customers respond faster to changing market conditions, manage increased complexity, build more resilient supply chains, and unlock new growth opportunities within Central and Eastern Europe.”

Leveraging a strong investment track record

Poland will continue to be a key element of DHL Group’s growth ambitions in the region.  DHL Group has been investing heavily in the Polish market in recent years. In 2024, DHL established its EUR 180 million International Logistics Center in Poznan, one of the biggest logistics investments in the company’s history in Poland. The facility serves several DHL business units, including DHL eCommerce, DHL Freight, and Post & Parcel Germany, and is a significant logistics gateway between Poland and European and global markets.

Says Pablo Ciano, CEO of DHL eCommerce, “DHL has played an active role in Poland’s emergence as a leading European economy, and we are proud of the positive contribution our capabilities – and more importantly, our colleagues in the Polish market – make every day to the development of this important market. We have already made significant investments in recent years in our fulfillment centers and out-of-home locker networks with the aim of providing greater choice to Polish e-commerce marketplaces and consumers. Looking ahead, DHL remains committed to helping Poland strengthen its human capital, deepen its position within global value chains, and provide even greater access for its amazing businesses to new growth opportunities in international markets.”

The wider investment program as part of boosting logistics Infra in Central and Eastern Europe also includes plans to build a new DHL Express air express terminal in Katowice and further investment by DHL Supply Chain, DHL Freight, DHL eCommerce, and DHL Global Forwarding in their warehouse and distribution networks and the use of advanced technologies.

With over 10,000 employees, Poland is one of DHL Group’s ten largest markets globally by headcount. Further investment in workforce skills and expertise remains a priority as DHL continues to support Polish businesses wanting to expand internationally and move into higher-value manufacturing and supply chain activity.

As global supply chains evolve, DHL sees Central and Eastern Europe as an increasingly important hub connecting European production, consumption, and trade. DHL is continuing to bolster its capabilities to help customers create more resilient, globally connected supply chains with ongoing investments in infrastructure, technology, and people.

The 10,000-square-meter distribution center is situated in a modern industrial park in Bang Na, a well-established distribution hub in the Greater Bangkok metropolitan area, with connections to Laem Chabang Port and major manufacturing centers along Thailand’s Eastern Economic Corridor – EEC.

The distribution center offers storage and distribution services when it comes to high-value and time-sensitive products, such as consumer electronics and semiconductors as well as automotive cargo. The facility operates 24/7, helping businesses manage vital inventory and enabling regular shipments across domestic and international supply chains.

The Chief Commercial Officer, Logistics, Asia Pacific, DP World, Jeanie Tan, said that “Thailand sits at the heart of some of Asia Pacific’s most important manufacturing and distribution networks. Our investment in Bang Na gives customers additional capacity in this important market while connecting them with DP World’s wider freight and logistics capabilities. By bringing these services together, we help customers reduce complexity, respond more quickly to changing demand, and keep goods moving reliably within Thailand and across the Asia Pacific region.”

The opening of the contract logistics distribution center in Thailand at Bang Na is part of the continued investment by DP World in contract logistics capabilities throughout the Asia Pacific, with recent investments in Singapore and Johor, Malaysia. DP World said it is expanding its logistics capacity across key manufacturing and consumer markets in Southeast Asia, with further facilities to open in Kuala Lumpur and the Philippines later in 2026. The enlarged network gives customers greater opportunity to utilize integrated logistics services in more complicated regional and international supply chains.

ICE on October 5, 2026, went ahead and launched the first tanker freight futures on the TD34 FFA – Gulf of Oman to China and TD15 FFA – West Africa to China Very Large Crude Carrier – VLCC routes that are cash-settled futures determined by Baltic Exchange price assessments to provide the market a further way to protect these routes as customers traverse limited access via the Strait of Hormuz.

ICE additionally introduced two cash-settled container freight average price options, FAN – Asia to North Europe along with FAW – Asia to U.S. West Coast, based on the effectiveness of the comparable freight futures ICE established in April 2026, which have been indexed to NYSHEX’s Freight Indices – NYFI. The new tanker and container freight futures and options give customers greater flexibility to control freight rate threats on two of the busiest cargo routes of the world.

New contracts take the freight portfolio of ICE to more than 90 contracts on over 30 global wet and container freight routes. ICE is part of the global energy network, along with Brent and Low Sulphur Gasoil, which price the oil barrel directly, while freight prices what it costs to transport that barrel from port to port. These contracts provide the market with additional precise tools to hedge the cost of moving cargo and manage fluctuation across global supply chains, ICE said.

The markets that are most closely watched around the world right now are the freight markets, as geopolitical events keep changing traditional trade routes, according to SVP, Global Head of Oil Markets at ICE, Jeff Barbuto. He adds, “What makes ICE’s offering so valuable is that the market can manage the full chain of risk, the commodity, and the cost of moving it in one place, as events like the disruption at the Strait of Hormuz continue to affect both. We’re seeing that play out in real time as ship owners reroute vessels, buyers shift to alternative sources of crude, and the market reprices risk across routes far from the Gulf. ICE’s new TD34 and TD15 contracts give customers direct, transparent ways to hedge Gulf of Oman-loading and West Africa-loading voyages for the first time.”

ICE’s freight contracts complement marine and high-sulphur fuel futures adopted by shipping companies around the world and its global oil indices such as Brent, the global benchmark for internationally traded crude oil, ICE Midland WTI – HOU, ICE Dubai – Platts and Low Sulphur Gasoil, the global metric for middle distillates.

Upon completion of the acquisition, CEVA Logistics will greatly expand its contract logistics business in North America and reinforce CMA CGM’s commitment to invest in the U.S. for more than 25 years. This is in line with the Group’s strategy to offer complete end-to-end logistics solutions covering ocean shipping, terminals, inland transport, warehousing, and value-added logistics.

With FedEx Supply Chain’s assets and almost 10,000 team members, CEVA Logistics is one of the premier providers of contract logistics in North America. This acquisition increases CEVA Logistics’ North American logistics footprint threefold with an additional 34 million square feet of warehouse space. The combined business will operate roughly 150 warehouses, expanding CEVA’s presence in North America to more than 240 sites and approximately 20,000 employees.

The successful acquisition of FedEx Supply Chain complements the physical footprint with digital and operational capabilities to accelerate the implementation of automation and robotics throughout the North American network. This acquisition further enhances CEVA’s sector expertise when it comes to healthcare, technology, and consumer and retail and improves its ability to operate complex, end-to-end supply chains across the U.S. and Canada.

In parallel, the CMA CGM Group and FedEx enter into multi-year commercial agreements relating to air and ocean freight, unlocking broader global collaboration.

Under a non-exclusive agreement, CMA CGM will become a preferred ocean carrier when it comes to FedEx, providing transport and carrier services.

The two companies also intend to work together on an air cargo capacity agreement on major strategic routes, including Asia-Europe. This will reinforce their respective global networks, enhancing aircraft utilization and providing more flexibility on long-haul routes. This will further solidify CMA CGM’s position as an integrated logistics provider on the ocean, air, and land.

The home furnishings retailer, based in Sweden, plans to launch driverless logistics service in Texas with Kodiak later in 2026. The highway segment is a portion of a delivery route that spans almost 300 miles, bringing Ikea goods from its Baytown distribution center to its store in Frisco.

Sais Kodiak’s founder and CEO, Don Burnette, wrote in a LinkedIn post on September 29, 2026, “IKEA has been a wonderful partner and customer for four years, and this represents the next chapter.”

The pilot between Ikea and Kodiak was supposed to last three months but lasted four years. During that period, Kodiak said its trucks hauled upwards of 1,300 Ikea loads and logged over 750,000 autonomous miles. The company said the service has run without incident and has an almost perfect record for on-time deliveries.

The launch follows autonomous freight moving from small-scale pilots to everyday operations. Walmart, Kroger, and Loblaw have all piloted or launched autonomous vehicles when it comes to middle-mile deliveries, and PepsiCo said it is expanding driverless freight in multiple states.

It is well to be noted that Ikea ranks sixth in the Europe Database, Digital Commerce 360’s list of the biggest online retailers in the region, based on their annual e-commerce sales. Digital Commerce 360 ranks it as a housewares & home furnishings retailer there.

How Kodiak is getting ready for driverless goods

In a September 29, 2026, update, Kodiak said it has been hauling Ikea goods day and night, seven days a week, and through various weather scenarios along the Texas route. Ikea will be the launch shipper for the driverless long-haul highway service for Kodiak later in 2026 with no safety driver onboard.

Kodiak offers the self-driving system for the trucks. Its main product, the Kodiak Driver, is a combination of AI-enabled software and modular hardware installed on commercial vehicles. The company provides the technology by means of a driver-as-a-service model and strategic alliances.

Kodiak is also wrapping up its last round of testing before it takes out the safety drivers. The company said in a September 25, 2026, release that since August its trucks have been performing deliveries between its Lancaster, Texas, hub and Houston without a driver exercising control, including on surface streets. Kodiak is also doing closed-course testing to recreate situations that happen too infrequently or are too dangerous to test on public roads, Kodiak said.

Burnette added in the press release dated September 25, 2026, “Our progress since beginning our final push towards driverless commercial deliveries has been incredible, and it is a strong signal we are ready to scale unsupervised driverless logistics service in Texas on long-haul lanes.”

It is worth noting that Kodiak already drives by itself in another setting.  Atlas Energy Solutions has been hauling freight in the Permian Basin of West Texas and eastern New Mexico with customer-owned trucks and the Kodiak Driver since December 2024. Kodiak said that as of June 2026, the Atlas trucks with the system had driven over 40,000 hours of paid, driverless operations.

What driverless goods might mean for Ikea

Kodiak is moving that technology from an industrial environment to a major interstate freight lane with Ikea. The company said the four years of testing also taught it how to fit autonomous trucks into Ikea’s supply chain, from planning departures and emptying docks to making use of vehicle data for maintenance predictions.

Kodiak said in a September 29, 2026, blog post, “We now know exactly what it takes to transform the underlying technology into an AI-driven product that generates value and efficiency.”

Some of those potential benefits have already been reaped by Ikea elsewhere. Ingka Group said in March 2026 that Ikea China has permanently embraced self-driving electric vehicles at its Hefei operation after trials. Ingka is the biggest franchisee of Ikea and runs its U.S. retail business, which has 61 retail locations.

The vehicles move goods back and forth from a warehouse to the store for customer pick-up orders and restocking. The trucks covered almost 75,600 kilometres, or about 47,000 miles, during the test, Ingka said. The company said it cut the average wait time for pickup orders in half, from six hours to two. In addition, Ikea’s transportation costs fell by over 50%.

Ikea is also trialling autonomous deliveries directly to customers in China. Ingka is testing whether the Hefei model can be rolled out to other markets where regulations and infrastructure are suitable.

Other companies are growing driverless logistics service

More and more, retailers and consumer brands are moving middle-mile routes to autonomous trucks.

Walmart has been an early adopter. In 2021, the retailer and autonomous trucking company Gatik eliminated the safety driver from box trucks on a nearly 7-mile route between a Walmart facility and a neighbourhood market in Bentonville, Arkansas. Gatik had said back then that it was the first time an autonomous trucking company eliminated the safety driver from a commercial delivery path on the middle mile.

PepsiCo also signed a multi-year agreement in June 2026 with Gatik to further develop autonomous freight throughout its North American supply chain. PepsiCo already has driverless trucks running in Texas, Arizona and Arkansas. FreightWaves reported the network consists of about 250 retail locations such as Walmart and Dollar General stores. Walmart is ranked No. 2 in Digital Commerce 360’s Top 1000 Database. The market research tool ranks the biggest online retailers in North America by annual e-commerce sales. Dollar General is No. 674 on the Top 1000.

Notably, the economics of autonomous trucking could be highly distance- and scale-dependent. In a 2026 study, researchers at North Dakota State University estimated that savings could be about 13% on a 200-mile hub-to-hub route and 31% at 1,000 miles as fleets scale up.

They found that without that scale, shorter autonomous routes could cost more. The study did not include Ikea, but its approximately 220-mile driverless stretch is comparable to the shorter route that has been modeled.

It is worth noting that frozen goods imported into Oman usually arrive in standard containers. Full frozen bulk vessel management calls for specialist cold chain skills at every stage, be it vessel offloading to temperature-controlled storage and subsequent distribution, ensuring unaltered temperature integrity right from the port to the warehouse.

The successful delivery of the first operation earned GWC Group a second larger commission – which apparently is the largest frozen bulk vessel operation the Group has ever handled to date. GWC Group went on to secure a long-term cold storage contract with the customer, evolving the partnership from vessel handling to continuous storage as well as regional distribution.

As part of boosting its cold chain supply capacity, the Group also commenced shipping frozen poultry products by road from Barka, Oman, to Qatar as well as Kuwait, thus taking overall volumes to over 1,000 truckloads of frozen cargo, being handled, preserved, and shipped throughout various GCC markets such as Qatar.

Matthew Kearns, GWC Group CEO, said that “This operation demonstrates what our regional network is designed to do. By connecting our capabilities in Oman with our established infrastructure in Qatar, we are creating additional routes for temperature-sensitive goods into the country while strengthening resilience across the wider supply chain. As we grow across the GCC, our operations are increasingly working as one network, connecting markets and strengthening the infrastructure behind regional cold chain flows.”

The fact is that the expansion of the Oman operation is indicative of the continuous development of the regional platform of the GWC Group and its function in linking logistics infrastructure and capabilities throughout the GCC markets.

Notably, over the last couple of years, GWC Group tripled its net revenue contributions from international operations by expanding its footprint in nations such as Qatar, the UAE, Saudi Arabia, Oman, and Bahrain.

The handling of frozen bulk cargo requires stringent and continuous temperature regulation right from receiving it at the port to storage and transportation across the borders, said the General Manager of GWC Oman operations, Haitham Al Rawahi. He further said that “our teams in Oman delivered this complex operation without compromise, supported by GWC Group’s specialized assets and technical expertise.”

GWC Group’s international cold chain capabilities are further reinforced by a comprehensive logistics network throughout the GCC as well as a global freight network operating in over 120 nations via over 550 partners spanning the world.

The Group manages over 4 million square meters of logistics infrastructure backed by more than 1,600 specialized vehicles and 20 strategic locations throughout the GCC, thereby moving over 2 million tonnes of freight every year.

The new routing is anticipated to offer as much as one day quicker transit times for selected shipments from key Asian markets to Australia in as little as two business days. Operating 5 times weekly with Boeing 777 freighter aircraft, these markets include Southern Mainland China, Japan, Hong Kong SAR, South Korea, Malaysia, and the Philippines, as well as Thailand.

Unleashing faster progress for Asian and Australian businesses 

Built to support Asian exporters, with non-stop freighter service, greater direct and reliable access into Australia will benefit Southeast Asia, North Asia as well as Greater China customers, supporting sectors dependent on time sensitive and high value deliveries. The new link will allow businesses throughout the region to –

• Increase supply chain effectiveness with better speed-to-market and lower inventory holding expenses.
• Enhance the ability to carry heavy-weight freight as well as high-value goods.
• Support B2B growth for time sensitive and high value sector.

According to president, Asia Pacific, FedEx, Salil Chari, “In today’s environment of shifting supply chains and rising customer expectations, competitive advantage is defined by the strength and reliability of our network. This enhancement reinforces the depth of our intra-Asia network, enabling customers to access key markets like Australia faster, operate with greater agility, and capture more growth opportunities with confidence. It also supports more resilient supply chains that underpin long-term, sustainable business growth.”

Driving the Intra-Asia Corridor’s Growth Pace

It is worth noting that intra-Asia trade reported double-digit growth in revenue year-on-year in 2025, and the region remains a key driver when it comes to global growth. As companies modify supply chains to be quicker, more regionally based, and more dependable, seamless air connectivity all over Asia is paramount. This foundation is further supported by the direct link of the company via the FedEx Guangzhou Hub, helping to facilitate high-velocity trade and demonstrating the role of Asia as a central engine of global trade.

Notably, the service is part of the ongoing investment by the company in improving connectivity, which includes exclusive nonstop Guangzhou-Penang cargo flights, extra weekly freighters between Guangzhou and Bangkok, and an improved outbound link from Hanoi to South Korea. These improvements will enable businesses throughout the region to gain advantages from increasing trade volumes and access new marketplaces.

The Thailand Board of Investment – BOI said in a statement on July 6, 2026, that the investment comprises the participation of manufacturers from China, South Korea, and Germany as well as Japan. The investment is divided across the supply chain.

It is well to be noted that as part of the $4.1bn in EV supply chain funding, 18 BEV projects are estimated to be worth $1.18 billion and will boost domestic yearly production capacity to over 370,000 units, including SAIC Motor, Chinese manufacturers BYD, Aion, Changan Auto, Omoda as well as Jaecoo in addition to Hyundai Mobility from South Korea and Germany’s Mercedes-Benz.

Hybrid vehicles, apparently, comprise $1.18 billion across 14 projects, relying on the legacy of Japanese automakers when it comes to hybrid technologies.

Batteries along with energy storage systems were granted $ billion throughout 57 projects so as to establish localized battery cell along with pack manufacturing. Key components like battery management systems and drive motors as well as power control units received $373 million when it comes to 49 projects.

The charging infrastructure was awarded $292 million for 42 projects that will support more than 22,900 charging stations across the country, including over 10,000 DC fast chargers of high speed.

Interestingly, in 2025, electric vehicles comprised over 40% of total new vehicle registrations in Thailand with HEVs accounting for the majority at 21.8% and BEVs coming in second place at 19.6%.

It is worth noting that Mercedes-Benz was the first to begin local production when it comes to luxury BEVs across Thailand in 2022, which was followed by a rush of Chinese competitors such as Great Wall Motor, BYD, SAIC Motor as well as Aion in 2024. Manufacturing by Changan Auto and EV Primus began in 2025, and Hyundai Mobility from South Korea and China’s Omoda and Jaecoo will ship in 2026. These investments in manufacturing resulted in over 16,000 local jobs.

The BOI has also facilitated 18 Sourcing Day events that matched over 800 Thai parts manufacturers with multinational automakers, resulting in over 1,200 business matches. These links may generate over $1.79 billion in domestic procurement value and turn traditional tier-1 and tier-2 suppliers into a high-tech EV supply chain, says the BOI.

The Secretary General of the Thailand Board of Investment, Narit Therdsteerasukdi, said that the strategy by Thailand to promote all propulsion technologies, including hybrid and plug-in hybrid as well as battery electric, enables established players and emerging competitors to invest and develop collaboratively.