Insight from Cleveland Containers has identified key areas of exposure and described how UK businesses are adjusting to persistent volatility in shipping routes, as global trade continues to experience uncertainty.
Government figures from the Department for Transport show that the majority of UK freight moves by sea, 85% by weight and 55% by value in 2024. This makes industries including construction, manufacturing, and retail particularly sensitive to interruptions in global maritime corridors, whether due to geopolitical conflict, infrastructure issues, or climate events.
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Recent analysis by the Office for National Statistics (ONS) also found that, in 2024, instability in the Red Sea caused container ships bound for the UK to reroute around the Cape of Good Hope.
This extended delivery times by several weeks and underscored the limited flexibility many businesses have to absorb unexpected delays.
International agencies such as UN Trade and Development have also warned that ongoing issues in the Red Sea, Suez Canal, and Panama Canal are raising costs and increasing strain on global logistics.
Cleveland Containers chief commercial officer Richard Gray said: “The challenge for businesses is that supply chain disruption is no longer a one-off event that can be treated as exceptional. Volatility across trade routes is becoming a more regular operating condition, and that changes how businesses need to think about stock, space and contingency planning.”
Sectors most vulnerable to trade disruption
Cleveland Containers has observed that sectors with dependencies on overseas imports are the quickest to feel the impact of trade shocks.
According to the company, manufacturing is particularly vulnerable to disruption, as it depends on machinery, equipment and components often sourced worldwide.
The latest ONS trade bulletin highlights how shifts in these categories continue to influence monthly UK import and export performance across both EU and non-EU markets.
Construction is also one of the industries vulnerable, government data showing that that 60.2% of UK construction material imports came from the EU in 2025. Any disruption can affect project timelines, costs and the availability of materials.
Additionally, retail and food supply chains face particular pressure due to tight restocking cycles, making delays harder to absorb.
Gray added: “Businesses tend to think about disruption in terms of whether goods arrive on time, but the real issue is what sits behind that. If one delayed shipment affects production, fulfilment or a scheduled build programme, the commercial impact can spread very quickly.”
As a result, many UK businesses are re-examining supply chain strategies. The government’s Critical Imports and Supply Chains Strategy reflect a broader shift, urging both authorities and companies to strengthen resilience and reduce exposure.
How businesses are adapting
International organisations, including the OECD and World Economic Forum, also point to the increasing frequency of disruptions and the need to balance efficiency with preparedness.
To address these risks, companies have begun adopting various measures such as diversifying suppliers, increasing stock of critical materials, and improving supply chain visibility through digital technology.
Storage solutions are critical in this context. Some businesses are turning to flexible, on-site storage using shipping containers to build additional capacity without investing in permanent facilities. This allows for faster adjustments to inventory levels in response to delays or supply interruptions.
“The businesses that will handle future disruption best are the ones planning for it now. It’s not about eliminating risk entirely, but about making sure that when something does go wrong, it doesn’t bring operations to a halt,” Gray added.
