Intermodality: Logistical Revolution in a Complex Geopolitical Context

In an increasingly unpredictable world, global logistics is under pressure. The convergence of armed conflicts, protectionist policies, cyber threats and shifting political alliances is redrawing the map of international trade. In this new reality, logistics is no longer just a question of efficiency—it is a matter of strategic resilience. From the Red Sea to Eastern Europe and the Taiwan Strait, recent geopolitical disruptions are reshaping how goods and people move across borders. Businesses must now navigate a logistics landscape marked by risk, fragmentation and political sensitivity. We are entering a new era of geopolitically conscious supply chains.

A Crisis-Ridden Landscape

Ongoing geopolitical tensions have disrupted major trade arteries. The war in Ukraine has rendered major rail and road routes across Eastern Europe impassable, while the resurgence of piracy in the Red Sea—exacerbated by the Israel–Hamas conflict—is forcing shipping companies to reroute vessels thousands of kilometers around the Cape of Good Hope. These longer detours are not only time-consuming but also significantly more expensive and hazardous. Danish shipping giant Maersk reports that diversions around the Red Sea have extended voyage times by 9% and led to a substantial rise in fuel consumption. At the same time, heightened maritime security threats are driving up both insurance premiums and the operational costs required to safeguard shipments.

Cybersecurity is also becoming an increasingly pressing issue, both for port infrastructures, which are facing a growing number of cyberattacks, and for carriers, who remain largely unprepared to address this challenge. In 2024, only 38% of them considered themselves fully prepared to face this risk.

Air freight has not been spared. Political disputes and airspace restrictions—such as those caused by the war in Ukraine—have forced carriers to redraw flight paths, sometimes adding hours to journeys. Meanwhile, the European Union’s heightened scrutiny of small parcel imports from China has sparked a broader debate over the environmental and economic footprint of air cargo. These regulatory developments highlight the diverging sustainability agendas between major political actors, while also raising fears of increased administrative burdens for logistics providers.

In this volatile environment, intermodality—the seamless integration of sea, rail, road and air—has become more than a matter of efficiency. It is now a strategic tool to ensure flexibility. The Organisation for Economic Co-operation and Development (OECD) notes that intermodal logistics hubs can reduce exposure to geopolitical chokepoints and enable rerouting during crisis. This capacity for rapid adjustment is not just a logistical advantage—it is a form of resilience. For instance, in response to strong demand, CMA CGM launched a barge service between Marseille Fos and Lyon in April 2025, followed by a May announcement to expand rail freight along the Mediterranean–Rhône corridor, boosting connections between the port and the Bas-Rhin region, a key hub for European trade.

When a maritime lane becomes compromised or an airspace closes, intermodal systems allow for quick reallocation of cargo flows, minimizing downtime and economic losses.

Foresight and Strong Partnerships

In this environment, logistics companies must rethink the way they operate. Success is no longer defined solely by margins or delivery time, but also by agility, credibility, influence and the ability of logistic actors to federate. These are all challenges that a strong intermodality strategy can help to address.

1. Scenario planning and agility

Companies must prepare for geopolitical volatility as a baseline. This means stress-testing operations across multiple scenarios: sudden sanctions, border closures, cyber incidents or fuel shortages. Intermodal capabilities should be at the heart of this planning. A diversified transport network—supported by inland logistics hub, rail corridors and multimodal freight terminal—can act as a strategic asset when traditional routes fail, while contributing in the meantime to the decarbonization of international trade operations.

2. Investment in local partnerships

Strong relationships between logistics companies and regional players (port operators, rail companies, customs authorities, etc.) are vital, as they provide access to local intelligence, reduce bureaucratic delays and directly contribute to the enhance flexibility. The International Federation of Freight Forwarders Associations (FIATA) emphasizes the role of local integration in boosting resilience, particularly in emerging markets.

3. Proactive engagement with policymakers

Regulation is becoming a crucial issue in logistics. Companies that cultivate trusted relationships with decisionmakers can better anticipate new rules and influence the debate, thus securing favorable outcomes and enabling their capacity to anticipate in the long run. Whether in Brussels, Paris or Washington, logistics players need a seat at the table—especially as policy increasingly intersects with security and sustainability concerns.