Maritime supply chain risk rising and visibility not increasing says Achilles

New research from Achilles, a global leader in supply chain risk and performance management, highlights a growing disconnect in the maritime transport sector: supply chain risk is rising, but visibility across supplier networks is failing to keep pace.

The survey finds that three quarters report only partial or limited visibility across their supplier networks, while more than half expect supply chain risk to increase over the next 12 to 24 months. At the same time, most organisations report that disruption has so far been relatively contained, typically described as minor or occasional. However, a small proportion have already experienced high-impact events, with costs exceeding $10 million.

Together, this points to a sector where risk exposure is rising, but the ability to clearly assess supplier risk and adapt the supply base without increasing that exposure remains uneven.

Disruption across key shipping routes, including instability in the Red Sea and tensions around the Strait of Hormuz, has required organisations to reroute vessels, adjust schedules and, in some cases, rely on different suppliers at short notice. In these situations, teams need to quickly understand who they are working with and whether alternative suppliers can be used without introducing additional operational, compliance or financial risk.

The findings suggest that this is not always straightforward. Many organisations report only moderate confidence in their oversight of suppliers and subcontractors, particularly in higher-risk operations.

Adam Whitfield, Head of Global Compliance and ESG at Achilles, said:

“The data reflects a sector that has managed disruption relatively well to date, but is operating in a more uncertain environment. As conditions change, the ability to understand supplier risk and make adjustments without increasing exposure becomes more important.

“What we are seeing is that many organisations are still developing that level of confidence across their supply base.”

Sustainability is established, but commercially driven

Respondents report that sustainability is a significant priority, with an average score of 7.4 out of 10 and most organisations indicating they have formal strategies in place. However, in contrast to other industries, the primary drivers are customer expectations and carbon reduction goals rather than regulation. This suggests a more market-led shift, where environmental performance is increasingly linked to competitiveness and customer demand.

AI adoption is growing, but remains early stage

The research also highlights strong interest in artificial intelligence across procurement and supplier risk functions. More than three quarters of organisations are exploring or piloting use cases, primarily to improve efficiency and support decision-making.

Adoption remains at an early stage, with no organisations reporting widespread deployment. Current use is focused on enhancing existing processes rather than transforming them.

Whitfield added:

“There is clear interest in AI, but its role is still developing. For many organisations, the focus is on improving existing processes rather than fundamentally changing how supply chain decisions are made.”

A widening gap between risk and response

Overall, the findings point to a sector where external pressures are increasing, but the ability to respond quickly and confidently is still evolving.

As supply chains become more complex and disruption more frequent, organisations will need to improve how they understand supplier risk and how quickly they can adapt their supply base without introducing new vulnerabilities.