Every week, Rinchem shares important articles and topics about chemical and gas logistics, industries we operate in, and the general global supply chain. In this week's review we discuss why visibility is not enough, adapting to constant shock, and U.S.- China tariff relief.
Keep reading to see this week's hot topics.
This week's stats
80- percentage Suez Canal transits have fallen Inbound Logistics
2.6 million- the approximate number of TEUs of U.S. containerized imports for the month of August 2026 Logistics Viewpoints
Supply Chain Visibility Isn’t Enough Anymore
In the article Supply Chain Visibility Isn’t Enough Anymore, Brian Oxley argues that while advancements in supply chain visibility have dramatically improved organizations’ ability to identify disruptions through tools such as predictive ETAs, shipment tracking, and real-time alerts, visibility alone no longer provides a competitive advantage. Instead, the real challenge is making fast, informed decisions once a problem becomes visible. Oxley explains that supply chain teams are often overwhelmed by dashboards, alerts, and data streams, making it difficult to determine which issues require action and how quickly to respond. He emphasizes that the business impact of a disruption depends on context, including inventory levels, production schedules, customer commitments, costs, and risk exposure. As AI and predictive technologies continue to improve, the companies that will outperform competitors are those that can rapidly interpret information, empower decision-makers, and execute effective responses before disruptions affect operations.
The New Operational Baseline: How Supply Chains Are Adapting to Constant Shock
In the article The New Operational Baseline: How Supply Chains Are Adapting to Constant Shock, supply chain leaders at the ASCM CHAINge 2026 conference argue that disruption is no longer an occasional event but a permanent operating condition. Companies are adapting to ongoing challenges such as geopolitical tensions, trade policy volatility, shifting consumer demand, cargo theft, and the rapid adoption of artificial intelligence by redesigning supply chain networks for greater resilience and agility. Rather than focusing solely on efficiency and cost reduction, organizations are increasing supplier diversification, strengthening inventory strategies, investing in real-time visibility tools, and accelerating regionalization efforts. The article also highlights how AI is moving from experimental projects into core business processes, while workforce roles continue evolving alongside automation. The overarching message is that successful supply chains will be those that build flexibility, adaptability, and decision-making capabilities directly into their operations rather than treating disruption as an exception. [supplychainlens.com]
US-China Tariff Relief Changes the Logistics Math, Not the Supply Chain Strategy
In the article US-China Tariff Relief Changes the Logistics Math, Not the Supply Chain Strategy, Jim Frazer explains that the latest U.S.-China tariff agreement may reduce duties on selected products, but it does not fundamentally alter the long-term diversification strategies companies have adopted in response to years of trade uncertainty. Rather than signaling a return to pre-trade-war sourcing patterns, the agreement shifts the economics of specific products and supply chain lanes, requiring companies to reevaluate sourcing decisions at the SKU, component, and supplier level. Frazer argues that tariffs are no longer simply a trade policy issue; they have become a core supply chain variable that influences sourcing, transportation, inventory management, network design, and risk mitigation. As businesses reassess landed costs and supplier competitiveness, they must also weigh resilience, lead times, geopolitical risks, and operational flexibility. The article concludes that successful supply chains will continue to diversify strategically while continuously recalculating network economics as trade policies evolve.
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