Putting the frequency and influence of geopolitical turmoil – ranging from commercial wars and economic sanctions to regulatory turmoil – global supply chains under unprecedented pressure.
Through industries, companies are now having to reassess their strategies to ensure flexibility and maintain operational continuity in a world characterized by uncertainty. In a recent discussion in the industry, thought leaders from the sectors of air freight, logistical and manufacturing services to circulate in the solutions of these challenges, with a focus on the importance of multimedia transport, alternative trade methods, and cooperative partnerships.
A new era of complexity
The geopolitical events redefined the scene of the international trade. Factors such as trade tensions between the United States and China, Russia-Ukraine’s conflict, and organizational transformations after Britain’s exit from the European Union have confirmed weaknesses in global supply chains. Samir JJ Shah, chief mentor and director at JBS Academy, shed light on basic issues.
Geopolitical risks are no longer isolated. They have become a system and affect commercial flows, regulatory frameworks and market access.
“Companies need the axis of interactive methods to pre -emptive strategies that expect and reduce these disorders.”
Adaptation through multimedia transport
One of the main strategies that were identified was to integrate multimedia transport solutions. By combining air transport, ocean and land transport situations, companies can enhance flexibility and reduce dependence on any one path or method. Speaking of this issue, Sam Katara, a partner at Jeena & Company, noticed the increasing importance of such strategies: “MS transmission is crucial to mobility in disorders.
For example, during the subsequent ports and closure, the light movement provided by the combination of air transport and land helped companies to maintain the continuity of the supply chain.
“Companies must now add the institutional character to these practices as part of their long -term logistical strategy.”
The commercial track diversification was another field of focus. With some traditional methods that have become increasingly increasing, companies explore alternative corridors, including the East Economy and EURS Corridor in India (IMEC) and Pacific partnerships.
Ramish Mamidala, head of Cargo at Air India, clarified the role of air cargo in this transformation: “Air Cargo has proven its value in enabling faster adaptation with new trade roads. The light movement of air charging allows companies to create alternative supply lines quickly, which guarantees a movement Critical goods in time.
As transportation companies, we invest in infrastructure and partnerships to support this ability to adapt. “Technological cooperation and cooperation has been identified through the stakeholders in the supply chain – manufacturers, logistical service providers and policymakers – as flexibility rooms.
Dr. Sanjeevv Khanna, COO from Patanjali, emphasized the need for teamwork by saying: “The flexibility of the supply chain is not an effort. It requires cooperation at every level – the ruling must align the regulations, and companies must share data and resources. Only then we can create a system Strong enough to withstand geopolitical shocks.
The use of technology to enhance the vision of the supply chain and decision -making also appeared prominently in the discussion. Advanced analyzes, actual time tracking, and automatic predictive tools enable the effects of disturbances and response effectively.
“Technology is a change in games. With predictive analyzes, we can predict potential risks – whether it is the closure of the ports or organizational change – and adapting our operations in an actual time. This level of vision is crucial to relieve From disturbances and maintaining customer confidence.
Sustainability and flexibility
The committee also dealt with the intersection of geopolitical risk and sustainability management. While companies adapt to turmoil, there is an opportunity to integrate green logistical practices that reduce environmental impact while enhancing flexibility. UMANG S Bhatnagar, Senior Vice President of Strategic Sources, highlighted the & IT chain in SrF Limited, double benefits: “Flexibility and sustainability is going side by side.
By investing in energy -saving transportation and reducing dependence on intensive carbon roads, companies can build supply chains that are not only more powerful, but are also in line with global sustainability goals. “
Build a flexible future
The comprehensive message of the discussion was clear: companies must develop from an interactive position into a proactive and strategic approach to managing geopolitical risks. This includes investing in multimedia transport, benefiting from vision technology, diversifying trade methods, and enhancing cooperation through the supply chain.
“The geopolitical risks are here to survive. The question is not whether the disorders will occur but how much we are ready to move in them. Flexibility is no longer a competitive advantage – it is a necessity.”
