“That’s how quickly geopolitical tensions can disrupt one of the world’s most important maritime trade routes,” says Anton Xerri, CEO of Focal Logistics Group.

“In today’s environment, resilience has become just as important as efficiency. Businesses need the flexibility to adapt quickly, access alternative routes when disruption strikes, and work with logistics partners they can rely on to keep their supply chains moving,” he adds.

The disruptions are prompting companies to rethink how much they depend on any single supply chain or traditional trade route. As geopolitical and operational risks become more frequent, regional partnerships, multimodal solutions and alternative routing are becoming essential to building greater resilience.

“Companies can no longer afford to rely too heavily on a single logistics channel or assume that established routes will always remain available,” says Xerri.

“All customers need at the moment is reliable partners who can adapt quickly to changing market conditions while maintaining competitive transit times and costs.”

The shift is also changing what customers expect from logistics providers. Reliability and communication are increasingly valued alongside price, as companies seek greater visibility over shipments and faster responses when disruption occurs.

Port congestion and infrastructure constraints remain obstacles in some markets, while labour shortages, higher fuel prices and compliance costs are adding to the pressure on logistics operators.

Yet despite the industry’s growing reliance on technology, Xerri believes one traditional strength remains as important as ever: relationships.

“This is an industry built on trust and long-term partnerships. We can talk about digitalisation and processes and competitiveness but in the end, face-to-face contact remains particularly important. This is why relationships continue to be the foundation of the shipping industry.”

Xerri points to Focal Logistics Group’s recent participation in major international industry events over the past months as evidence of the continuing importance of personal networks.

“These meetings have been an opportunity to reinforce our existing relationships and explore new partnerships at a time when logistics companies are increasingly working across borders.”

The sector itself is becoming more collaborative, with logistics providers forming partnerships to extend their geographical reach and broaden the services available to customers. At the same time, regulation and environmental pressures are forcing shipping lines, freight forwarders and their customers to reconsider operations and investment.

Digitalisation is adding another layer of change. Customers increasingly expect more data sharing, automation and real-time visibility over their shipments.

Focal Logistics Group is investing in digital tools to streamline internal processes and improve customer visibility, while exploring modern transport management systems that can automate routine tasks and support more efficient planning.

But according to Xerri, technology should remain an enabler rather than a substitute for human expertise.

“Technology should enhance, not replace, the human element of our business. Clients will always value direct access to experienced professionals who understand their business and can provide practical solutions when problems arise.”

That is also shaping the group’s approach to its workforce. Investment in people remains a priority, with training focused on regulation, industry best practice and the use of new digital tools.

Xerri remains cautiously optimistic about the industry’s longer-term prospects. As global trade will continue to experience periods of disruption, international commerce remains fundamental to economic growth and demand for efficient logistics services is also likely to increase.

The bigger opportunity, he argues, lies in moving beyond traditional and standard freight services towards integrated supply chain solutions.

“Customers increasingly want providers capable of managing several stages of the supply chain, from freight forwarding and customs clearance to warehousing, distribution and other value-added services.”

That strategy is reflected in Focal Logistics Group’s rebranding earlier this year as a consolidated logistics group covering multiple transport modes and related services.

“We see opportunities to strengthen international partnerships and develop niche trade lanes, particularly through Mediterranean and regional feeder services serving emerging markets, where specialised knowledge can create added value,” says Xerri.

The challenge, therefore, is not simply to navigate the next disruption but to build supply chains and commercial relationships capable of absorbing repeated shocks.

“Success will ultimately depend on remaining adaptable, investing in people and technology and on continuing to deliver a consistently high level of service. And most importantly in nurturing our business relationships,” concluded Xerri.

This article was first published in The Coporate Times/Sunday Times of Malta on Sunday 30th August 2026.