Nowadays, border logistics are characterized by a certain low hum. Not the commotion of loading bays or engines, but the silent tick of an unnoticed delay. That silence can be eerily similar to uncertainty for drivers transporting perishables across the Channel.
Under the surface, a lot has changed since Brexit was put into effect. At Dover, the initial apprehension about lines developed into a more structural fear. The speed of trade is now determined by paperwork. An entire shipment may be sent back to origin due to a single mistyped code. Routine crossings have become bureaucratic tightrope walkways, which are still walkable but riskier and slower.
| Key Issue | Details |
|---|---|
| Cause of Delays | Brexit-induced checks, customs paperwork, and misaligned regulations |
| Most Affected Goods | Animal products, fresh food, mixed consignments |
| Impact on Supply Chains | Notably increased costs and delivery times |
| Staffing and Infrastructure Gap | Driver shortages and limited customs brokerage capacity |
| Future Disruption Risks | Biometric Entry/Exit rollout, more physical inspections |
| Source for Reference | UKTPO – Trade and Borders Consultancy (uktpo.org) |
The pressure is especially great for businesses that move goods in grouped consignments. Only its weakest form can now move a mixed lorry with ten small exporters. The shipment is halted if one box does not have the correct declaration. Freight operators now have to deal with these cascading effects on a daily basis.
Physical inspections for some products, particularly meat and dairy, have been much more stringent since early 2024. Cold chains are becoming more and more susceptible. As a sort of border rejection insurance, some operators now bring extra pallets. Although surprisingly inexpensive, this approach isn’t totally viable for smaller companies.
Not only has time changed, but so has attitude. Last year, I had a conversation with a logistics manager who said, half-jokingly, “We’re delivering paperwork with snacks instead of goods anymore.” I was struck by that comment. The change in emphasis from movement to mitigation was aptly conveyed.
Transportation planning now incorporates delays. Nowadays, warehouses close to important ports are used as holding pens in addition to dispatch locations. Operators have been able to maintain operations, albeit at a slower pace, by accounting for extra compliance hours. This tactic has been incredibly successful in reducing complete breakdowns, but agility is sacrificed in the process.
The situation has gotten worse due to a lack of drivers. The UK has left a gap that hasn’t been filled by limiting access to haulers based in the EU. Each driver who is late increases the disruption. Not only does a late arrival result in one missed order, but it also affects factory production, restocking, and even supermarket meal preparation.
It’s not just people, either. The customs brokerage sector is overburdened. It has become an art to decipher new tariffs and rulebooks. Some businesses are spending a lot of money on software to prepare declarations automatically. These tools are becoming very effective, reducing human error and manual time, even though they are not perfect.
However, these digital solutions are still out of reach for a lot of smaller players. They rely on phone calls, paperwork templates, and their own determination. Additionally, human error occurs when a shipment involves several regulatory bodies, including the UK, EU, and occasionally Northern Ireland. One unsuccessful form submission can easily result in expenses that are higher than the value of the shipped goods.
An additional layer is added by Northern Ireland. Due to its hybrid trade status, companies have to manage two systems at once. This was intended to be made simpler by the Windsor Framework, but many SMEs still report unclear processes and contradicting guidelines. They are more perplexed than noncompliant.
Complexity will soon be increased by the EU’s biometric Entry/Exit System. Before boarding ferries, commercial drivers will be subject to facial ID checks and fingerprint scans. This system is meant to increase security, but unless port infrastructure is greatly improved, crossings will be noticeably slower.
Chilled logistics is one industry that has adapted especially well. Some companies have changed their export days, built-in wait times, and hired multilingual compliance staff in order to find quick solutions due to the sensitivity of their cargo. Their quick thinking has been especially creative, and it could be a model for others.
By the middle of 2025, I saw a slight change. The term “delay” was dropped by supply chain managers. Instead, they began utilizing “buffers.” A broader strategic shift is reflected in that linguistic shift. Businesses are embracing delays as regular occurrences to prepare for rather than as one-time emergencies.
This normalization is practical rather than defeatist. Many exporters are reestablishing operational resilience through strategic restructuring. The industry is not giving up, from reconsidering the location of warehouses to integrating customs expertise internally. It is actively adapting.
Each shipment had its own “customs cube”—a designated station with forms, samples, and inspection points clearly marked—at a cold storage facility near Kent that I recently visited. Despite its modesty, the setup was remarkably logical. Each employee was aware of their role. This type of process discipline, which emerged out of necessity, is gradually becoming the norm in the industry.
The volume of trade has not decreased in the interim. The EU continues to demand UK goods in spite of the friction. Some exporters have even seen their relationships grow stronger as a result of the trust that was established during difficult times of transition. These businesses are maintaining their position by making investments in tracking, communication, and compliance transparency.
More automation is anticipated in the future. AI-powered declaration bots and blockchain-connected customs records could soon take the place of manual entries. Early pilot programs indicate that these technologies could be especially helpful in lowering processing times and human error, even though they haven’t been widely adopted yet.
The message is conflicting for exporters in their early stages. Both the entry barrier and the incentives to scale are higher. Companies that make early investments in trade readiness—through strategic logistics and compliance training—stand to gain greater flexibility, credibility, and future-proofness.
Brexit’s border delays are a story of gradual recalibration rather than a permanent crisis. Every day, exporters, freight forwarders, and haulers come up with new strategies to keep ahead of the bureaucratic curve. Although it’s not glamorous, it’s evidence of perseverance and a subtle kind of advancement.
Because ingenuity endures just as long as delays do. And that’s probably the main factor propelling the trade trucks forward.
