Supply chain logistics have always been finely balanced systems, dependent on precise timing, rapid pivots and slim margins. Over the past decade, these systems have faced an unrelenting series of disruptions that have exposed just how fragile global supply networks can be. From factory shutdowns and flash flooding to forced labour scandals, trade wars, canal blockages and supplier collapses, these crises have redefined the way procurement and supply chain leaders think about risk.
For fleet managers, that translates into increased fuel costs, higher vehicle acquisition costs due to tariffs and supply chain issues, and a rise in unplanned maintenance and repairs caused by fleets being kept longer following economic slowdowns. In response, fleets are extending vehicle lifecycles, implementing fuel-saving strategies, and investing in technologies to mitigate further cost spikes to mitigate knock-on effects that can ripple through day-to-day operations.
Sphera’s latest research underscores the scale of disruption. In 2024, Supplier bankruptcy declarations surged by 48%, force majeure declarations jumped 61% and sustainability-related risk indicators rose 6%. This period of disruption has transformed the playbook for how supply chain leaders approach risk frameworks, investment decisions and supplier accountability. The ripple effects are felt in fleet operations, where managers are under pressure to keep goods moving reliably and sustainably.
An unprecedented era of disruptions
History shows how single points of failure can send shock waves throughout entire supply chains and cripple even the strongest global brands. Toyota’s near shutdown after the 1997 Aisin fire, as well as the grounding of all Boeing 787 Dreamliners following battery failures in 2013, both highlighted the cascading impact of supplier failures. For fleet managers, each of these moments reinforced the importance of mapping interdependencies and stress-testing the resilience of suppliers. The stakes are even higher today, as fleet operations depend on more deeply interconnected supply chains than ever before.
The COVID-19 pandemic exposed the fragility of globalised production, most visibly through the semiconductor shortage, which lasted more than three years. Soon after, the blockage in the Suez Canal demonstrated how a single choke point could freeze nearly $9 billion of trade a day. Meanwhile, the war in Ukraine demonstrated the far-reaching consequences of geopolitical instability by cutting off access to essential raw materials and fuelling significant cost increases. Each of these shocks demonstrates how supply chain disruption doesn’t just affect manufacturers – it directly impacts fleet availability, maintenance schedules and operating costs.
The new playbook for leaders
What stands out across these crises is the insights they offer fleet managers about how to prepare for the next inevitable shock. Where past events exposed blind spots in supplier visibility, the leaders who are better prepared today are no longer relying on reactive, short-term fixes. Instead, they are embedding resilience into their everyday decision-making. That means ensuring supplier diversity rather than leaning too heavily on a single manufacturer or parts provider, building redundancy into service networks to keep vehicles on the road, and embracing data-driven tools that provide earlier warnings of potential disruption – whether that is an at-risk supplier, a delayed shipment, or a shortage of a critical component.
Fleet management today faces challenges that go beyond operational efficiency, they are deeply intertwined with broader supply chain risks. One of the most pressing challenges is cost volatility, where global instability and shifting fuel markets can quickly erode margins. In addition, global spare parts shortage increases vehicle downtime and expose the fragility of supplier networks. The availability of electric vehicle batteries, specialist components and even basic parts can be jeopardised when production is concentrated in just one location. The fallout from events such as the Suez Canal blockage or the war in Ukraine has made clear that geographic concentration is a liability. For fleet leaders, resilience increasingly means balancing the drive for cost efficiency with the need to protect continuity and safeguard service delivery.
Today’s tariff uncertainty and geopolitical tension
The past decade has taught us that disruption is no longer an occasional challenge but a constant condition. Each event offers insight into where vulnerabilities exist, how failures escalate and how to mitigate them. To build resilience today, this means applying those lessons and going beyond continuity planning to build adaptive, intelligence-driven networks that can withstand uncertainty.
As tariff policies shift and geopolitical tensions rise, those who draw on past events and adopt a proactive, data-led approach will be best positioned to navigate the next wave of disruptions. As uncertainty becomes the new normal, resilience is no longer a competitive advantage. For fleet managers, it is the foundation of keeping vehicles moving and businesses running.
Author: Steffen Schulze Selting, Senior Director of Customer Success at Sphera
