Headwind, tailwind

Every company must deal with external factors that you simply cannot control. The trick is to deal with it as balanced as possible. It is currently quite stormy around us in the world. Literally, with the Ciara and Dennis storms that raged across Europe in February.

To stay in weather terms: it is precisely in this windy month that the “internal storms” at SILS have fallen considerably. Our physical expansion in m2 and the relocation have been completed. However, letting grow our organization and employees steadily with this is a challenge. We have invested heavily in this in recent times. Both the adjustments at MT level and at the lower level (middle management) have brought a better balance. We see that, among other things, the attention to which our logistics staff are simply entitled is now effectively guaranteed. All associated logistics processes are now also updated and in order. Also, with our human resources we are experiencing tailwinds with active policies in the field of Employer Branding and vitality. In proportion to the size of SILS, we invest more than average attention and energy with pleasure and passion. In short, windy outside and at most a pleasant breeze inside.

Corona virus         

Another external “storm factor” with potentially global consequences is the Corona virus. SILS does a lot of logistics with China and it quickly became apparent that flows of goods to and from China came under pressure. We keep a close eye on these developments for our clients with logistical interests in China.


Closer to home Brexit is a potentially large and erratic risk. The Brexit is a fact, but now all substantive agreements must be made in the coming months. Do those have logistical consequences? We will of course inform you about this if this is the case. A crucial signal for the logistics sector that we are already receiving is that the English government is committed to 100% monitoring of all flows of goods to the UK. Again, an external storm, the consequences of which may influence SILS customers. However, this only concerns one stream (to the UK). Conversely, there is a greater effect. Because if that development continues, mainland Europe from the UK will be very difficult to supply for clients. That is why we receive several specific requests from parties who are now based in the UK who are considering relocating their warehouses in the UK to Europe. With this they consider supplying Europe from the mainland. Their motivation is simple: as a result of the relocation of their logistics activities, they will only have a logistic challenge to the UK instead of all countries in Europe.

More focus on Cargo and Customs

An internal development at SILS that I would like to inform you about is the emphasis that we are currently putting on two activities: Cargo and Customs. For Cargo, China is and will remain an important growth market with the cargo handling activity. In addition, there are numerous other options on all modalities (air, sea, road & rail). For Customs, we suspect that our customs department is mainly seen by clients as an additional activity for accommodating their logistics with SILS. While our expertise can also be used by clients as an independent core activity of SILS without us “doing” their other logistics. This means that we will profile our expertise as a separate forwarder, both in the area of ​​customs and cargo, in the coming period. Our Cargo and Customs specialist, Jens Stevens, will focus on this in the coming period and will also have more room for this since he has been relieved to a large extent by the appointment of our Director Warehouse Operations.

In short, restless outside, balanced inside. At least for now. Because new external factors that we must deal with can arise every day from all wind directions!


Willem-Jan Cramer