Middle East supply chain disruption: What UK businesses should review now

Written by Röhlig Logistics

For businesses based in the UK, the latest Middle East disruption update is not just a regional logistics story.

It is a planning issue that can affect freight capacity, routing, costs and shipment visibility across a much wider set of trade flows.

Chamber member Röhlig Logistics published a recent update stating that air and sea freight operations across the Middle East remain disrupted, transit via the Strait of Hormuz is still difficult, and emergency surcharges or war-risk premiums may be implemented on affected trade lanes.

The Middle East remains an important link in transport networks connecting the UK with Asia, Oceania and Gulf markets.

That means disruption in the region can create knock-on effects even when cargo is not moving directly to or from the Gulf. Businesses may still feel the impact through:

• longer routings
• tighter air freight capacity
• added surcharges
• less predictable transit times

This matters because pressure is now visible across both air and sea freight. The UK government said on 6 March 2026 that it does not expect disruption to UK gas supply and noted that only about 1 per cent of UK gas supply in 2025 came from Qatar, but that does not remove the freight and supply chain risks created by route disruption and market volatility.

For many UK importers and exporters, the challenge is not whether cargo can still move, but whether existing assumptions around route reliability, cost and lead time are still valid. The most exposed flows are likely to be those that rely on Gulf connectivity or on time-sensitive transport, including:

• UK-Middle East freight
• UK-Oceania air cargo routed through Middle East hubs
• selected UK-Asia flows where network changes reduce routing options

Sectors such as automotive, industrial parts, healthcare, fashion, retail replenishment and project cargo may feel this fastest because delays can quickly affect production, availability or customer service.

For business leaders, the right response is not panic. It is a disciplined review of exposure. Start with:

• separating urgent cargo from cargo that can tolerate delay
• reviewing routes or suppliers that depend on less reliable transport patterns
• revisiting landed-cost assumptions where surcharges or longer transit may change shipment economics
• checking customs and documentation readiness if gateways or routings shift

Customs can become a bigger source of delay when shipment flows change, and Röhlig’s customs positioning treats clearance as a key time factor in the transport chain.

The takeaway is straightforward: this is a good moment for UK businesses to review routing, shipment priorities, customs readiness, surcharge exposure and visibility processes before the next booking cycle creates further pressure.

A calm, early review is likely to be more effective than a late reaction. Businesses that need support can use this moment to review air, customs and wider freight options with Röhlig.