Category Archives: Logística Internacional

In recent years, inventory management has become a crucial challenge for modern supply chains. Factors such as global instability and demand volatility have called traditional procurement models into question, reopening the debate between two opposing approaches: Just in time (JIT) and Just in case (JIC).

Just in time seeks to produce only what is necessary, at the right time and in the right quantity. This model reduces inventory, frees up capital, minimizes storage costs, and promotes operational efficiency. However, it requires a stable environment and a highly synchronized supply chain. Any disruption in the supply chain can cause delays or production stoppages.

Just in case, on the other hand, is based on anticipating possible incidents through safety stocks and additional capacity. This model has historically been seen as inefficient, but in recent years it has gained relevance in the face of recent crises such as the pandemic, geopolitical conflicts, and port congestion.

Advantages and risks

Both models have advantages and risks. Just in time promotes efficiency but is vulnerable to unforeseen events, while Just in case guarantees security at the expense of higher operating costs. For this reason, more and more companies are adopting hybrid strategies, applying Just in time to fast-moving products and Just in case to products that are difficult to replace.

Today, maintaining stock in warehouses is associated with security, especially in critical sectors such as healthcare, food, and defense, as a break in the supply chain can have serious consequences. This approach allows companies to react quickly when necessary, ensuring that customer service levels are met.

Determining factors

Which model to use will depend on factors such as the degree of globalization of the supply chain, where reliance on international suppliers will increase risk. Logistics costs when storing goods. Current geopolitical risks. The use of digital tools to monitor supplies or a business strategy focused on customers and service.
In short, both models are valid for responding to different logistical needs.

In this context, companies such as Smart Logistics help our customers achieve a balance between these two models to offer a high-quality, fast, and secure service.

In recent years, inventory management has become a crucial challenge for modern supply chains. Factors such as global instability and demand volatility have called traditional procurement models into question, reopening the debate between two opposing approaches: Just in time (JIT) and Just in case (JIC).

Just in time seeks to produce only what is necessary, at the right time and in the right quantity. This model reduces inventory, frees up capital, minimizes storage costs, and promotes operational efficiency. However, it requires a stable environment and a highly synchronized supply chain. Any disruption in the supply chain can cause delays or production stoppages.

Just in case, on the other hand, is based on anticipating possible incidents through safety stocks and additional capacity. This model has historically been seen as inefficient, but in recent years it has gained relevance in the face of recent crises such as the pandemic, geopolitical conflicts, and port congestion.

Advantages and risks

Both models have advantages and risks. Just in time promotes efficiency but is vulnerable to unforeseen events, while Just in case guarantees security at the expense of higher operating costs. For this reason, more and more companies are adopting hybrid strategies, applying Just in time to fast-moving products and Just in case to products that are difficult to replace.

Today, maintaining stock in warehouses is associated with security, especially in critical sectors such as healthcare, food, and defense, as a break in the supply chain can have serious consequences. This approach allows companies to react quickly when necessary, ensuring that customer service levels are met.

Determining factors

Which model to use will depend on factors such as the degree of globalization of the supply chain, where reliance on international suppliers will increase risk. Logistics costs when storing goods. Current geopolitical risks. The use of digital tools to monitor supplies or a business strategy focused on customers and service.
In short, both models are valid for responding to different logistical needs.

In this context, companies such as Smart Logistics help our customers achieve a balance between these two models to offer a high-quality, fast, and secure service.

In recent days, the Chinese Ministry of Commerce has imposed new temporary tariffs of between 20% and 62.5% on European Union (EU) companies working with pork products, but also on other sectors such as brandy and dairy products.

This measure comes in response to the taxes that Brussels has imposed on Chinese electric cars, demanding tariffs of up to 35.3% and denouncing unfair pricing practices by Chinese manufacturers.

In response, Beijing has opened an anti-dumping investigation into unfair competition in the market. Therefore, for those companies that cooperate in the investigation, the tariff will be 20%, and for those that do not, it will be up to 62.4% on pork products.

What is dumping?

Dumping occurs when a country exports products to another country at a price below fair market value, which can cause damage to the domestic industry of the importing country.

Impact on Spain

Until now, Spain had a 12% tariff, which has been increased by 20% to 32% (the lowest rate) compared to the rest of the European Union countries. This trade war may affect Spanish companies that trade in this type of pork products, as 20% of their exports in 2024 were destined for the Asian market.

In this scenario of tariff tension, Smart Logistics, an international freight forwarder that is part of the logistics division of Grupo Alonso, may also be affected due to the shipment of goods to the Asian giant.

Grupo Alonso’s presence in China

Grupo Alonso has offices in China under the Alonso Forwarding China brand, which allows it to have direct contact with one of the world’s main trade centers and a close relationship with exporters and importers.
However, the future of trade relations will remain uncertain until tariff tensions between countries are eased.

In recent years, global supply chains have undergone a significant transformation, driven by factors such as the pandemic, geopolitical instability and the need for greater resilience. In a context where companies are forced to redesign their supply chains to make them more flexible and agile, two key concepts take centre stage: reshoring and friendshoring.

Reshoring refers to the process by which companies move their production or procurement back to their country of origin after having previously outsourced it to distant countries. This approach seeks to reduce dependence on distant suppliers, shorten delivery times and increase operational control. It also allows for a more agile response to changes in demand and mitigates risks associated with international transport, such as port delays or increased logistics costs. A good example of reshoring is the case of some companies in the automotive sector in Europe. After years of producing components in Asia, several companies decided to return to manufacturing certain parts in plants in Spain and Germany.

On the other hand, friendshoring consists of relocating operations to allied countries or countries considered politically stable and reliable, although not necessarily geographically close. The logic behind this strategy is to ensure the continuity of logistics flows and avoid disruptions resulting from diplomatic tensions or trade barriers. By working with strategic partners, companies seek a balance between competitive costs and security of supply. A clear example is the movement of US technology companies that have begun to transfer part of their electronic component production from China to Mexico.

Redesign of distribution networks

From a logistical point of view, both trends involve redesigning distribution networks, rethinking contracts with suppliers, and adjusting transport and storage infrastructure. They also generate the need to invest in technology to monitor the traceability of goods in real time and anticipate possible disruptions.

In this scenario, specialised companies such as Smart Logistics stand out for offering solutions that support organisations in their transition to more resilient models adapted to market needs. Through route optimisation, predictive analysis, and comprehensive supply chain management, the company helps make processes competitive, sustainable, and effective. 

In conclusion, both reshoring and friendshoring reflect a structural change in the way goods production and supply chain organisation are conceived. Ultimately, these are strategies that seek to strengthen responsiveness in an increasingly uncertain global environment.

In 2024, Mediterranean ports handled more than 68 million TEUs, consolidating their position as key points on international shipping routes. This growth represents a 6% increase over 2023, driven by the reconfiguration of supply chains and shipping companies’ commitment to hubs near the Suez Canal. Spain, with strategic locations such as Valencia, Barcelona and Algeciras, is leading this expansion and positioning itself as one of the main gateways for goods entering Europe, channelling more than 60% of the country’s maritime trade.

In this scenario, Smart Logistics, a logistics operator that is part of Alonso Group, is present in these areas to provide solutions that connect the European port network with major global trade flows and promote internationalisation.

Expanding ports

Mediterranean ports are experiencing a period of growth that reflects their importance in global trade. The diversification of trade routes, the search for alternatives to the major corridors of northern Europe, and the increase in container traffic have brought prominence to enclaves such as Valencia (with more than 5.2 million TEUs in 2024), Barcelona, Algeciras, and Tangier Med.

In addition, infrastructure investments exceeded €1.2 billion in the region last year, with projects to expand maritime terminals and improve rail links connecting ports with the continent’s main logistics hubs. These ports not only channel goods to and from Asia, Africa and America, but also act as logistics platforms for redistribution throughout Europe.

Companies such as Smart Logistics have taken advantage of this momentum, expanding their presence in European ports and providing technology to optimise supply chains. This expansion reflects how Spanish innovation is helping to make international logistics more competitive, with solutions that integrate real-time traceability and digital platforms for cargo management.

Progress towards decarbonisation

Along with expansion, sustainability has become a priority for maritime transport and port authorities. Spain is leading projects to electrify docks—such as the OPS plan in Valencia and Barcelona—improve rail connections, and reduce emissions in major ports.

These investments, totalling more than €500 million over the next three years, seek not only to meet European decarbonisation targets, but also to transform ports into more efficient and environmentally friendly spaces.

In this transition towards so-called ‘green ports’, logistics companies are providing digital solutions that help reduce waiting times, optimise routes and decrease the carbon footprint of operations. Their commitment to sustainable innovation reinforces the idea that the future of maritime trade will be as competitive as it is environmentally responsible.

These milestones mark a new era for European logistics, with its international expansion and contribution to the digitalisation and decarbonisation of the sector.