Global Logistics & Supply Chain Digest for May 2026: new routes, rising rates, and supply chain reconfiguration

In May, global logistics went through another wave of major disruption. The key triggers of the month were the escalation around the Strait of Hormuz, a sharp increase in marine fuel prices, new tariffs and the immediate overloading of alternative routes. Together, these factors put pressure on ocean, road and air freight.

Against the backdrop of geopolitical instability, companies are actively reviewing procurement strategies, diversifying routes and seeking a balance between cost, speed and supply chain resilience. For manufacturing companies, retail, the agricultural sector and pharmaceuticals, May reinforced the need for an immediate reassessment of operational risks and adaptation to higher logistics costs.

Strait of Hormuz crisis: fuel shock and reconfiguration of ocean routes

The situation in the Strait of Hormuz remains the main destabilizing factor for ocean freight. Conflicting statements on vessel passage conditions and tighter control by Iran have forced shipping companies to prepare for a prolonged blockage of this artery. Logistics giants, including Hapag-Lloyd and MSC, are already switching to feeder vessels to restore connections with the Upper Persian Gulf, while Maersk is rerouting cargo flows around traditional hubs.

According to Sea-Intelligence estimates, the geopolitical escalation in the Middle East has increased ocean carriers’ bunker fuel costs by approximately $5.5 billion. The impact is being felt far beyond the energy sector: container freight rates between Asia and Europe have risen sharply, pressure on transpacific routes has intensified, and demand for alternative rail and multimodal corridors has increased.

Agricultural exports are among the most affected by these delays, as the need to bypass conflict zones has pushed voyage duration to a historic high. For exporters, this has resulted in a critical increase in freight costs and additional risks of spoilage for time-sensitive cargo and grain in transit.

At the same time, longer transit times have triggered an early start to the peak season on transpacific trades. Spot rates in the FMCG and retail segments continue to rise under the pressure of new fuel surcharges, forcing companies to recalculate budgets quickly and factor higher logistics costs into the final price of goods.

TRACECA Agreement: a new digital impetus for the Middle Corridor

In May, the trend toward strengthening alternative trade corridors between Asia and Europe became clearly visible. During the 18th meeting of the TRACECA Intergovernmental Commission in Astana, an Agreement on the Implementation of a Single Transit Permit was signed. The document was signed by five countries: Azerbaijan, Kazakhstan, Kyrgyzstan, Uzbekistan and Ukraine. The agreement provides for a full transition from paper forms to a single electronic document with a QR code for international road transport along the Europe-Caucasus-Asia corridor.

This decision significantly simplifies cross-border operations on the Middle Corridor. Minimizing bureaucratic procedures and accelerating customs clearance will help reduce delivery times for raw materials and components between Asia and Europe, partially offsetting disruptions on maritime routes.

In addition, reducing the administrative burden and increasing transit transparency lower the risk of border downtime for temperature-controlled cargo in the pharmaceutical and agricultural sectors, supporting cold chain stability.

The agreement offers several advantages:

• Simplifies transit between the countries of Central Asia and the Caucasus.
• Reduces the administrative burden.
• Shortens potential delays at borders.
• Increases the attractiveness of the Middle Corridor as an alternative route between Asia and Europe.

In practical terms, this means the gradual formation of a new logistics architecture for Eurasia, in which companies rely less and less on a single transport corridor.

Freight rates: the market responds to geopolitics and the fuel factor

The global freight market continued to respond to a combination of factors: geopolitical instability, seasonal demand growth and higher fuel costs.

The escalation in the Middle East and risks to shipping in the Strait of Hormuz have triggered a new wave of tariff revisions on key international routes.

At the same time, the situation developed unevenly across different market segments.

Under these conditions, long-term logistics planning can no longer rely on short-term price stability in the market. The current environment is forcing company management to move toward advance booking of transport capacity, more active use of multimodal delivery schemes, and the inclusion of a significant additional financial buffer in supply chain budgets to cover unforeseen operating costs.

Tariff and regulatory pressure continues to reshape global trade

Growing customs pressure and regulatory uncertainty, particularly around U.S. tariffs, are forcing companies to reconsider the geography of procurement, production and logistics. According to Infios, businesses are increasingly relocating production capacity and adjusting routes to reduce tariff and sanctions-related risks.

Bain & Co research shows that companies are gradually moving away from the Just-in-Time model, giving preference to more resilient supply chains, supplier diversification and locating production closer to key sales markets.

New trade restrictions are also affecting the market. In particular, concerns over the supply of components and tariffs are already influencing forecasts for electronics prices, while the intensifying trade confrontation between the United States and China is pushing companies to look for alternative suppliers of container equipment.

In these conditions, it is becoming increasingly difficult for companies to forecast costs and plan procurement. At the same time, the need for supplier diversification is growing, the role of regional supply chains is strengthening, and geopolitical risk assessment is becoming an integral part of strategic planning.

Risks and opportunities for business

The events of May once again confirmed that global supply chains remain sensitive to geopolitical, economic and regulatory factors. At the same time, periods of heightened turbulence create not only new challenges but also opportunities for companies ready to adapt their logistics strategies.

In the current environment, competitive advantage goes to companies that work proactively to improve supply chain resilience, expand their partner network, invest in digital transparency of logistics processes and prepare alternative delivery scenarios for critical cargo.

SYNEX Logistics View: supply chain resilience as a key factor in business survival

The events of May 2026 clearly show that supply chain flexibility is no longer simply a competitive advantage; it is now a tool for business survival.

Companies now need to move from reactive supply management to strategic supply chain planning. Companies that still rely exclusively on traditional ocean freight should reconsider their strategy in favor of multimodality.

The key factors are no longer freight rates alone, but also route availability, transit predictability, the flexibility of the partner network and the speed of adaptation to change.

In the coming quarters, businesses should pay particular attention to:

• Diversification of logistics routes.
• Assessment of geopolitical risks.
• Reservation of transport capacity on critical routes.
• Development of multimodal solutions.
• Building alternative supply scenarios.

Against the background of growing volatility, supply chain resilience is increasingly becoming a competitive advantage for international business.