The journey of goods from the factory to the market is no longer simply about booking a container, selecting a vessel and setting an arrival date. During periods of regional instability, the cargo route itself can become a complex economic decision, according to Ashraf Hosny, Chairman of Heathrow Freight for Shipping and Logistics Services, who believes that crisis management has become an essential part of freight companies’ operations, particularly as conditions continue to change along key international routes.
Hosny explains that today’s regional and global crises bring together a complex set of factors, including safety, transit time, cost and insurance. Any disruption at a port or sudden change in a shipping route can directly affect importers and manufacturers and, ultimately, the movement and availability of goods in the market.
Before moving any cargo, Hosny says, a freight company must carefully assess the nature of the goods, the space they require, and the most appropriate mode of transport before selecting the suitable shipping line and route.
“In the current crisis-management environment we are operating in, I have to pay close attention to the shipping line and the route being used. If the destination is nearby, road transport may be the better option; in other cases, sea freight or air freight may be more suitable,” he says.
This is where one of the most critical challenges of shipping under exceptional circumstances emerges. A route that appears least expensive on paper may also carry a higher risk of disruption. In contrast, a longer route or a different mode of transport may better protect the entire supply chain from coming to a standstill.
“The safer route before the cheaper one” has therefore become an increasingly important principle in managing shipments during times of crisis.
Hosny, Chairman of Heathrow Freight for Shipping and Logistics Services, recalls a practical case in which one of the company’s customers faced disruption in France due to a strike at a port, bringing the movement of goods and customs clearance operations to a halt.
Rather than waiting for operations to resume, the company adopted an alternative solution: it transported the goods overland from factories in France and then shipped them from Italy.
The experience highlights how flexibility in changing routes can become a decisive factor. Waiting for a crisis to end is not always the least costly option, particularly when the cargo is linked to a production line, a delivery deadline, or a commercial commitment.
However, changing the route alone is not enough. As the possibility of delays increases, knowing exactly where the cargo is and what is happening to it in real time becomes a fundamental requirement for both importers and exporters.
Hosny places continuous monitoring at the heart of the logistics service, stressing that shipments should be tracked “step by step, from the very beginning until the customer receives their goods.”
He says a daily report should provide a clear picture of the shipment’s location—whether at sea, in the air, or on the road—and how it is progressing along its journey.
Early access to information can significantly reduce disruption risk. The sooner a freight company becomes aware of a potential problem, the better it can assess alternatives, communicate with the customer, and act before a delay develops into a larger supply-chain issue.
Shipping risks, however, are not limited to regional developments and geopolitical events. Documentation itself can delay containers.
Hosny explains that during the shipping process, a physical product also becomes a set of official data and documents, including certificates of origin, bills of lading, and other required paperwork.
This makes proper documentation and verification essential. He also stresses the importance of documenting the cargo’s physical condition by photographing containers and goods, creating clear evidence of their condition throughout the shipping process.
Another key element of effective crisis management, according to Hosny, is keeping the customer informed before taking any action.
“I have to explain the situation to the customer before I implement any change, even if the action needs to be taken quickly,” he says.
For Hosny, receiving information early and sharing it promptly with the cargo owner is not simply an operational procedure—it is essential to building trust.
As global supply chains continue to face an unpredictable mix of geopolitical tensions, port disruptions, strikes and changing transport conditions, the role of freight companies is expanding beyond simply moving goods from one point to another.
The task increasingly involves evaluating risks, comparing alternative routes, monitoring developments daily, and making decisions that balance safety, time, and cost.
In such an environment, the cheapest route is not always the most economical in the broader sense. A disruption that stops production, delays a commercial commitment or leaves goods stranded may ultimately cost far more than choosing a safer, faster or more flexible alternative from the outset.
For Heathrow Freight, the ability to study the cargo, assess the route, and identify alternatives before a shipment begins—while maintaining close, transparent communication with the customer throughout the journey—has become central to navigating an increasingly uncertain global logistics landscape.
