UK supply chain policy is reshaping shipper risk and resilience

UK supply chain policy is reshaping shipper risk and resilience

Jan 7, 2026 | , , , , , , , , , ,

Government support for supply chains is increasingly being framed as a matter of national capability rather than short-term intervention. That shift was made explicit in June 2025, when the government’s Modern Industrial Strategy earmarked £600m for logistics sites, signalling that logistics, freight and supply chains are now viewed as strategic economic infrastructure.

Against that backdrop, current support for shippers and manufacturers is delivered through a mix of strategy, guidance and targeted funding, with a clear emphasis on resilience, economic security, clean energy and zero-emission freight rather than generic subsidies.

Strategic focus: critical imports and resilience

The UK Critical Imports and Supply Chains Strategy sets out how government will work with business and international partners across five priorities:

  • Improving supply chain analysis and risk visibility
  • Removing barriers affecting critical imports
  • Strengthening shock-response capability
  • Adapting supply chains to long-term global trends
  • Expanding collaboration with business and academia

The aim is not to control supply chains, but to ensure the UK can anticipate risk, respond faster to disruption and secure access to essential goods.

Practical resilience tools for business

To support this, the Department for Business and Trade has published a Supply Chain Resilience Framework, supported by practical guidance for organisations in both the public and private sectors. The framework focuses on five core areas:

  • Supplier diversification
  • Stock and inventory management
  • On-shoring and near-shoring options
  • Demand management
  • Data quality and supply-chain visibility

As part of the Critical Imports Strategy, government also plans to introduce an online reporting portal for businesses to flag red tape or disruption affecting critical imports, with a commitment to work with industry to remove barriers “wherever possible”.

Supply chains and economic security

The new Supply Chains Centre, based within the Department for Business and Trade, is being established to take a more assertive, strategic and data-led approach to supply-chain security. Its remit includes enhanced analysis, early warning of risks and targeted interventions to ensure continued access to essential goods.

This sits alongside published “Secure your supply chains” guidance, including resilience checklists and links to wider “Safeguarding Supply” resources. Together, these initiatives reflect a broader economic security agenda, where supply chains are treated as critical to both national prosperity and national security.

Innovation funding for resilient supply chains

Public funding is also being directed toward innovation and future-proofing initiatives, including:

  • ReImagining Supply Chains Network Plus (RiSC+), backed by UK Research and Innovation, supporting modelling tools and digital-twin approaches to anticipate disruption across sectors such as food and critical minerals
  • The Circular Critical Materials Supply Chains (CLIMATES) initiative, supporting UK-based supply chains for rare earths and other critical materials through project and partnership funding
  • Regional and sector-specific programmes, often co-funded via the UK Shared Prosperity Fund, offering R&D grants, training and specialist support for SMEs navigating international supply chains

Sector-specific programmes and logistics decarbonisation

Targeted funding is also being directed at strategic sectors. Great British Energy’s “Energy Engineered in the UK” programme includes £1bn of investment into clean-energy supply chains, with a £300m Supply Chain Fund focused on offshore wind and network infrastructure.

In logistics, government support for zero-emission HGVs has expanded, with grants now reducing the upfront cost of electric lorries by up to £120,000. This is designed to accelerate fleet transition, stimulate innovation in green logistics and strengthen the resilience and sustainability of freight supply chains.

What this means for shippers

The policy direction is clear: government expects importers and exporters to map critical dependencies, diversify sourcing and build more robust contingency plans. Resilience, transparency and data quality are no longer optional.

Shippers that can demonstrate strong risk management, clear visibility and close collaboration with carriers and logistics partners will be better positioned to benefit from government-backed initiatives — and to reassure customers operating in increasingly volatile markets.

How Metro can help

Metro works with shippers to translate policy intent into practical supply-chain execution — strengthening routing flexibility, inventory strategy, carrier engagement and contingency planning across ocean, air, road and logistics.

If you’d like support assessing supply-chain resilience, managing disruption risk or aligning your logistics strategy with evolving UK policy priorities EMAIL Managing Director, Andy Smith.

Smart 2026 supply chains are being engineered for pressure

Smart 2026 supply chains are being engineered for pressure

Jan 7, 2026 | , , , , , , , , , , , , , , , , , , , , , , ,

Supply chains are no longer judged on efficiency alone, in 2026 they will be expected to anticipate disruption and adapt at speed to actively support growth. The experience of the past year confirmed that stability is no longer a realistic planning assumption, but performance under pressure is.

Rather than a single crisis, 2025 delivered constant friction. Congestion resurfaced across ports and inland networks, capacity existed but was selectively deployed, and geopolitical and regulatory shifts altered trade flows long before any formal policy changes took effect. 

The result was a decisive shift in mindset: supply chains must be designed to operate in volatility, not merely recover from it.

That shift accelerates in 2026, as technology, resilience and sustainability converge to redefine how supply chains are planned, financed and executed.

Resilience becomes a competitive advantage

If 2025 proved anything, it was that capacity on paper does not guarantee performance in practice. Across ocean, air and road freight, service reliability was dictated by execution: blank sailings, schedule volatility and inland bottlenecks determined what actually moved.

In response, supply chain design is moving beyond simple continuity planning toward resilience, where networks are designed to adapt and improve under stress.

Common characteristics include:

  • Multi-route and multimodal playbooks rather than single-lane optimisation
  • Near-shoring and regionalisation to shorten lead times and reduce exposure
  • Centralised planning paired with regional execution for faster response

These approaches reflect a broader shift away from cost-minimisation toward risk-adjusted performance.

Warehousing becomes a strategic control point

Warehousing emerged as one of the most critical differentiators in 2025 — a trend that intensifies in 2026. With transit times less predictable and congestion harder to avoid, inventory positioning and fulfilment speed have become central to supply-chain resilience.

High-performing shippers increasingly treat warehousing as an active control layer, not passive storage. Key developments include:

  • Greater use of strategically located facilities to buffer disruption
  • Tighter integration between warehousing, transport and customs planning
  • Investment in automation and robotics that flex with demand and seasonality

This is particularly important as omnichannel and e-commerce pressures continue to grow, demanding seamless support for direct-to-consumer, BOPIS and rapid fulfilment models alongside traditional B2B flows.

From reactive networks to intelligent systems

One of the most significant changes heading into 2026 is the role of technology within supply chains. What began as analytical support is now moving into operational control.

AI-enabled tools are increasingly embedded across planning, procurement, inventory management and risk assessment, enabling supply chains to:

  • Anticipate disruption through predictive insights
  • Optimise routing, inventory and capacity decisions in near real time
  • Coordinate responses across multiple functions and geographies

As these systems become more connected, cybersecurity and data governance also rise sharply in importance. Protecting sensitive operational, commercial and customs data is now a core supply-chain requirement, not an IT afterthought.

Data quality, skills and execution define winners

Technology alone is not enough. The past year also highlighted a widening gap between organisations that could convert insight into action and those constrained by fragmented systems and poor data quality.

In 2026, competitive advantage depends on:

  • Clean, trusted and consistent data across logistics, customs and finance
  • Integrated platforms rather than disconnected tools
  • Teams with the skills to manage AI-driven, data-rich operations

Workforce transformation is therefore as important as digital investment. Roles are evolving toward data analytics, systems oversight and exception management, requiring targeted up-skilling to unlock value from new technologies.

Sustainability and compliance move into the operating core

Environmental and regulatory pressures are no longer peripheral considerations. Carbon pricing, emissions transparency, stricter customs enforcement and evolving trade rules are now shaping routing, mode selection and inventory strategy.

For most shippers, progress in 2026 will come less from premium “green” options and more from practical levers:

  • Smarter planning and consolidation
  • Modal optimisation and regionalisation
  • Stronger traceability and data governance

Sustainability and compliance have become operational constraints — inseparable from cost, resilience and service performance.

Designing supply chains that perform under pressure

Taken together, the direction of travel for 2026 is clear. Supply chains are being rebuilt as intelligent, integrated systems — shifting from reactive cost centres to strategic growth engines.

The most resilient networks are those that:

  • Integrate finance, procurement, logistics and technology decisions
  • Combine centralised control with regional agility
  • Invest equally in data, platforms, people and process

The objective is not to eliminate disruption, but to design networks that continue to perform when conditions are uncertain.

At Metro, this same mindset underpins how supply chains are assessed and supported. Stress-testing assumptions, strengthening visibility and applying execution-focused logistics, warehousing and transport strategies. In 2026, the differentiator will not be avoiding disruption, but owning a supply chain designed to operate through it.

Metro trailer tear

Rising Freight Crime Sparks Industry, Government and Police Action

Dec 4, 2025 | , , , , , , , , , , ,

Road haulage operators are on high alert as criminal activity peaks during the dark winter months, with investigations revealing how organised gangs are posing as legitimate operators, buying haulage companies, and infiltrating supply chains to steal trailer loads.

The scale of the threat is escalating, with freight-theft losses rising from £68m in 2023 to £111m in 2024 and industry experts warn the true cost could be up to seven times higher once vehicle damage, increased insurance, business disruption and wider supply chain impact are factored in.

A new national “flagging system” is now being trialled to better distinguish freight crime from general vehicle theft, enabling police and government to measure the true scale of the problem and coordinate a national response.

But the challenge remains vast, with criminals using increasingly sophisticated methods to identify high-value loads, monitor haulage movements, and exploit vulnerable roadside parking areas.

Curtain-slashing, door breaches, cloned paperwork and even purchasing haulage firms are increasingly common tactics. Popular stolen products — electronics, alcohol, tobacco, clothing and FMCG — are quickly dispersed across underground retail networks, fuelling other forms of organised crime.

Industry and Law Enforcement Mobilise

The Road Haulage Association (RHA), National Vehicle Crime Intelligence Service (NaVCIS), and transport bodies stress the urgent need for improved secure parking, stronger site accreditation, and better reporting structures.

NaVCIS, part-funded by the logistics industry, is already supporting police forces nationwide through Operation Opal, targeting serious organised acquisitive crime.

However, police leaders acknowledge resources have been “stretched” and further funding is critical to tackling the organised element of freight theft at scale.

Industry associations are also stepping up coordination. The Transported Asset Protection Association (TAPA) — which logged more than 5,800 cargo crime incidents in the UK in two years — has joined forces with The British International Freight Association (BIFA) to improve intelligence-sharing, strengthen supply chain security and support hauliers. Their collaboration aligns with the proposed Freight Crime Bill, due for its second reading in Parliament this month, following research by the All-Party Parliamentary Group on Freight and Logistics estimating freight-related crime cost the UK economy £700m in 2023.

Secure parking remains a priority, with the Park Mark Freight scheme establishing strict standards for perimeter security, CCTV, lighting and on-site patrols. Yet many motorway service areas and truck stops still fall short of best practice, leaving drivers and loads exposed.

Metro’s Proactive Steps to Reduce Cargo Theft

Metro takes a layered approach to reducing theft risk, combining trained personnel, rigorous procedures, and secure equipment. Our national fleet operates with:

  • Two or three-man crews for visibility and safety
  • Box trailers, providing enhanced protection compared with curtainsiders
  • Secure, well-lit, accredited parking facilities
  • Advanced tracking and monitoring for high-value loads

In addition, all Metro drivers follow strict security protocols, including:

  • Minimising unattended vehicle time
  • Avoiding discussions about load or route details
  • Conducting load and trailer checks after every stop
  • Reporting any irregularity in route, delivery address or customer instructions
  • Never picking up hitchhikers
  • Maintaining heightened awareness in known hotspot areas

These measures significantly reduce exposure. However, even the best operational precautions cannot eliminate risk entirely, especially when organised crime groups target all types of cargo, not just high-value shipments.

Why Insurance Matters More Than Ever

One of the harsh realities of rising freight crime is that standard carrier liability rarely covers the true value of goods. Carrier limits are calculated by weight, not cargo value, meaning claims for electronics, fashion, luxury goods and pharmaceuticals often fall short of replacement cost.

Metro strongly recommends securing All Risk marine insurance, which provides comprehensive cover against loss, theft, and damage throughout the entire transit and storage journey. We partner with leading insurance providers to offer:

  • Per-shipment or annual policies
  • Flexible, competitively priced cover
  • Protection aligned to specific cargo profiles
  • Specialist support for high-value and sensitive goods

With freight crime rising sharply — and becoming more sophisticated — comprehensive insurance is no longer optional. It is a critical layer of risk protection for every supply chain.

For more information on All Risk marine insurance and how to protect your cargo, EMAIL Laurence Burford, CFO at our Birmingham HQ.

France Ends Regime 42: What It Means for Exporters and Why You Should Attend Metro’s December Customs Webinar

France Ends Regime 42: What It Means for Exporters and Why You Should Attend Metro’s December Customs Webinar

Nov 10, 2025 | , , , , , , , , , , , ,

France will withdraw Regime 42 from 1 January 2026, removing the VAT simplification that currently allows goods to enter France without import VAT when they are destined for another EU member state.

The ending of Regime 42 has attracted little publicity, but it will directly affect UK exporters shipping on DDP terms through the primary Dover–Calais Channel crossing.

Under DDP, the UK exporter is responsible for EU import formalities. Once Regime 42 is removed, any DDP shipment entering France will require French import VAT accounting, unless the exporter holds a French VAT registration. For many businesses, this introduces new administrative steps and potential cash-flow exposure.

Some exporters may look to reroute via alternative EU entry points, like Belgium or the Netherlands, where Regime 42 will continue. However, the Dover–Calais corridor remains the fastest, most reliable and most cost-efficient route into mainland Europe.

Diverting freight via Belgian or Dutch ports will inevitably add cost, extend transit times and risk congestion if volumes surge.

To ensure continuity, Metro can support exporters with three practical solutions:

  • T1 Transit Solution
    Goods can transit France under a T1, avoiding the need to pay French import VAT. Clearance takes place at the final EU destination, maintaining full route flexibility.
  • French VAT Registration and Returns
    For exporters wishing to continue using Dover–Calais without a transit procedure, Metro can arrange and manage French VAT registration and periodic returns.
  • Routing via alternative port pairs
    Where customers prefer to use Dutch or Belgian ports to retain Regime 42 benefits, Metro can support and coordinate these routings through established carrier and agent networks.

For many DDP exporters, the T1 transit route or French VAT registration, supported by Metro, will offer the best combination of compliance, speed and cost-efficiency.

Exporters should review their EU import arrangements early to ensure seamless operations ahead of January 2026.

Metro’s customs and compliance specialists are working with exporting customers to identify exposure, adapt procedures, and ensure every movement remains compliant and cost-efficient under the new rules.

EMAIL Andrew Smith, Managing Director, to discuss how we can help safeguard your European exports and keep your goods flowing smoothly through the transition.

Upcoming Metro Webinar: Essential Customs Changes for 2026

To help businesses prepare for these and other major regulatory shifts, Metro’s customs specialists will host a one-hour webinar in December.

Webinar Title

Avoid EU Border Disruption in 2026: The Key Customs Changes and How to Prepare Now

What We’ll Cover
A focused, practical review of:

  • ICS2 and the new GB ENS requirements
  • The end of Regime 42 in France: who is affected and what to do
  • French Douane ELO rules and their impact on all French port traffic
  • EUDR, CBAM and the UK’s expected approach
  • 2026 trade agreements and anticipated regulatory changes
  • Accessing CDS data free of charge
  • De minimis rule changes and the end of low-value relief
  • Compliance requirements for 2026 – what they mean in real terms

5 December @ 11:00 AM (1 hour) – CLICK TO BOOK

Exporters, importers and supply chain managers are strongly encouraged to attend. This session provides clarity on the border changes that will define 2026, and the actions businesses need to take now to stay compliant and competitive.

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