International transport for SMEs and mid-sized companies: how to structure your flows without making management more complex
International transport for SMEs and mid-sized companies can quickly become complex. Businesses need to coordinate suppliers, documents, customs procedures, deadlines and different modes of transport. However, a company does not need to introduce more tools or procedures to organize its flows more effectively. Above all, it needs clear rules, reliable information and a single point of contact capable of coordinating operations. SMEs and mid-sized companies: which businesses are concerned? An SME is a small or medium-sized enterprise with fewer than 250 employees. A mid-sized company generally employs between 250 and 4,999 people. This article is mainly intended for SMEs and mid-sized companies that: Why does international transport become complex for these companies? International transport becomes complex when flows develop without a shared organization. At first, each shipment may be managed on a case-by-case basis. A supplier provides information, the purchasing department requests a quote and the administrative team prepares the documents. Over time, however, several difficulties begin to appear: The complexity does not come only from the number of shipments. It mainly comes from the fact that each shipment is organized differently, without a common framework or an overall view of operations. How should SMEs and mid-sized companies structure their international flows? SMEs and mid-sized companies should begin by identifying their main international flows. There is no need to introduce a complex system immediately. A shared spreadsheet may be enough to centralize the essential information: This mapping exercise should help the company answer four essential questions: The company can then focus its efforts on flows that represent the greatest volume, value or level of risk. What information should be provided to a freight forwarder? A complete request makes it possible to obtain a faster and more reliable quotation. The following information is generally required: Missing information can affect the price or make the proposed solution unsuitable. For example, an inaccurate address, incorrect weight or an unreported constraint may result in additional charges. Creating a standard transport request template can therefore reduce unnecessary exchanges, errors and response times. Which mode of transport should an SME or mid-sized company choose? The mode of transport depends on the volume, deadline, budget and type of goods. Sea freight Sea freight is suitable for large volumes and non-urgent goods. Companies can choose between: Sea freight consolidation allows several companies to share the same container. Each shipper only pays for the space used. This solution is particularly suitable for SMEs and mid-sized companies that want to ship smaller volumes, limit inventory or test a new market. Air freight Air freight is suitable for urgent, sensitive or high-value goods. Its cost is higher, but it can prevent a stock shortage, production stoppage or delay for a customer. Road freight Road freight is suitable for transport within Europe. It can be organized as a full truckload, consolidated road freight or express transport. Road freight consolidation is useful for shipments of a few pallets that do not require an entire truck. Multimodal transport Multimodal transport combines several modes of transport, such as sea and road freight. It helps companies find the right balance between cost, transit time and reliability. Is freight consolidation suitable for SMEs and mid-sized companies? Yes. Freight consolidation is suitable for these types of companies whose goods do not fill an entire container or truck. It allows them to: Consolidation can be used for sea, air or road freight. However, it may be less suitable for goods that are highly urgent, fragile, dangerous or subject to specific transport requirements. Why are Incoterms important for SMEs and mid-sized companies? Incoterms define how responsibilities are divided between the seller and the buyer. They specify: A misunderstood Incoterm can result in unexpected charges. For example, a supplier may offer a price that includes the main transport but excludes destination charges, customs clearance or final delivery. The company must therefore check: SMEs and mid-sized companies should not accept an Incoterm simply because it is proposed by the supplier or has been used for several years. It must match the level of control required and the expertise available within the company. Which documents should be checked before departure? Documents must be complete and consistent before the goods leave their point of origin. Depending on the country, product and mode of transport, it may be necessary to check: The description, quantity, weight, value and origin must be consistent across all documents. An error may result in: The best practice is to carry out these checks before departure, rather than once the goods have already arrived at their destination. How does Nexline support SMEs and mid-sized companies? Nexline supports SMEs and mid-sized companies in organizing and monitoring their international flows. Depending on the company’s needs, this support may include: The aim is not to introduce unnecessary procedures. It is to simplify management, improve visibility and secure international operations. Internal teams remain in control of their decisions while benefiting from a single point of contact capable of coordinating the different stages of transport. FAQ: international transport for SMEs and mid-sized companies How should SMEs and mid-sized companies organize international transport? They should identify their main flows, define responsibilities, standardize requests and centralize the monitoring of costs, deadlines and documents. Which mode of transport should SMEs and mid-sized companies choose? The choice depends on the volume, deadline and type of goods. Sea freight is suitable for large volumes, air freight for urgent shipments and road freight for transport within Europe. Is freight consolidation useful for SMEs and mid-sized companies? Yes. Consolidation allows several companies to share a container, truck or air shipment. Each company only pays for the space used, which reduces the cost of smaller shipments. What is the difference between consolidated and full-load transport? With consolidated transport, several shippers share the same transport capacity. With full-load transport, one company reserves the entire container or truck. How can international transport costs be reduced? Companies should anticipate departures, limit urgent shipments, compare total costs, avoid unexpected charges and choose consolidation when the volume does
World Cup semi-final 2026: teamwork at the heart of performance
This year, France’s national day on 14 July coincides with the World Cup semi-final between France and Spain. Two major events are therefore taking place on the same day. For Nexline Group’s French team, it is a special opportunity to celebrate France, teamwork and collective commitment. This evening, millions of supporters will be watching Les Bleus. Will France secure its place in the 2026 World Cup final? A highly anticipated World Cup semi-final A World Cup semi-final is always a special occasion. At this stage of the competition, every action can change the course of the match. Both teams must remain focused, organised and united until the final whistle. Individual talent matters. However, talent alone is not enough to reach the final. Performance depends on careful preparation, a clear strategy and strong coordination between every player. In sport, performance starts with preparation The greatest performances never happen by chance. Before a semi-final, the players and coaching staff study their opponents, prepare for different scenarios and anticipate the challenges they may face on the pitch. Every player understands their role. At the same time, they must remain aware of their teammates’ movements and adapt quickly as the match develops. Trust is also essential. A successful team must be able to rely on every member of the group, during the best moments as well as the most difficult ones. Victory is built as a team Winning a World Cup semi-final does not depend on a single action or a single player. Victory is built throughout the match through preparation, concentration and the ability of the entire team to move towards the same goal. Each player must fulfil their role, trust their teammates and be ready to react at the right moment. A well-created opportunity, a defensive effort or a quick decision can change the outcome of the game. This pursuit of victory also reflects the way we work at Nexline Group. In international logistics, a successful result depends on the involvement of several teams, full control of every stage and the ability to find solutions quickly. On the pitch, as in the supply chain, achieving the final objective requires precision, commitment and genuine teamwork. Teamwork at Nexline Group At Nexline Group, our teams work together every day to support clients with their international transport operations. Every shipment requires accuracy, attention to detail and clear communication. Our employees also collaborate with an international network of partners to develop solutions tailored to each client’s needs. This coordination allows us to manage unexpected situations, monitor shipments and maintain a strong relationship of trust with our clients. This human approach lies at the heart of our philosophy: The human touch to your supply chain A 14 July shaped by teamwork Whatever the outcome of this World Cup semi-final, we know that the French team will give everything to secure its place in the final. On this special day, everyone at Nexline Group wishes our employees, clients and partners in France a very happy national day. Let us celebrate the values that bring us together: preparation, trust, commitment and teamwork. Happy 14 July and allez Les Bleus!
Anti-dumping law: what importers of Chinese tyres need to check
What is anti-dumping law? Anti-dumping law allows the European Union to apply additional duties to certain imported products. The objective is to correct a situation where goods are exported at prices considered abnormally low. When these prices cause injury to European industry, the EU can impose anti-dumping duties. In other words, this is not a general tax on all Chinese products. It is a targeted measure. It applies to specific products, specific origins and, in some cases, specific producers. To better understand this regulation, we will use a concrete and current example: the anti-dumping measures targeting certain new tyres originating from China. Why are Chinese tyres concerned? The European Union opened an investigation in May 2025 into Chinese tyres for passenger cars and light commercial vehicles. The investigation followed a complaint from the European tyre industry, which considered that these imports were being sold at unfairly low prices and were causing injury to European producers. Reuters reported that the European market for passenger car and light commercial vehicle tyres was worth more than €18 billion in 2024. Another anti-subsidy investigation was also launched in November 2025 into certain Chinese tyres. According to Reuters, the complaint mentioned a 51% increase in Chinese imports since 2021, with prices 30% to 65% lower than those of European producers. The objective of the measure is therefore to restore fairer competitive conditions. Which tyres are concerned? Anti-dumping law targets new rubber tyres originating from China. The products concerned include tyres for: The customs codes mentioned are: The key point is the real origin of the tyre. A tyre purchased from an intermediary outside China may still be concerned if it was manufactured in China. By contrast, used tyres, retreaded tyres or products outside the scope of the measure must be analysed separately. What are the anti-dumping rates? The duties vary depending on the Chinese producer. Producer category Anti-dumping duty Hankook producers concerned in China 4.3% Cooperating Chinese producers 24.4% Non-cooperating or not clearly identified producers 45.3% The rate can therefore vary significantly depending on the manufacturer. For an importer, this is not a detail. On a customs value of €100,000, this represents: The difference can completely change the margin of an operation. Why is the Chinese producer so important? This is the most sensitive point. The anti-dumping rate does not depend only on the seller. It depends on the actual producer of the tyre. If the importer buys through a trading company, distributor or intermediary, they must still be able to clearly identify the production plant. Otherwise, the maximum rate may apply. To reduce this risk, the documents must clearly indicate: A vague commercial name is not always enough. Customs authorities must be able to understand who actually manufactured the tyres. Which documents should be prepared before shipment? Anti-dumping law should not be managed only when the goods arrive. It must be anticipated before the purchase and before shipment. To secure the file, the importer should check several documents: The most important point is consistency. The invoice, packing list, origin and producer information must all tell the same story. If the invoice only mentions a seller, without identifying the actual manufacturer, the file may become fragile. What is the impact on import costs? Anti-dumping duties are added to other costs. They do not replace standard customs duties. The full landed cost must therefore be simulated before confirming the order. Mini-diagnosis: are your imports exposed? Your company should ask the right questions before placing an order. Answer yes or no: If several answers are uncertain, the file should be reviewed before shipment. Common mistakes to avoid What should importers do now? Companies concerned by these measures should act before the next shipment. The right method is to start by identifying all Chinese tyre flows. Then, check the actual producers. Next, simulate the financial impact based on the applicable rate. Finally, update purchasing documents, invoices and sales conditions. For some importers, it may also be necessary to review: In some cases, an alternative source outside China may be relevant. But it must be assessed carefully: price, availability, quality, compliance, lead time and production capacity all matter. SECURE YOUR IMPORTS Nexline’s analysis For a company, the risk is not limited to paying an additional duty. The real risk is discovering too late that the actual cost of the operation is no longer the cost expected at the beginning. That is why the file must be secured before shipment. The producer must be identified.The rate must be simulated.The documents must be consistent.The impact on the margin must be anticipated. At Nexline, the objective is to help importers make the right decisions before the goods are exported. This includes analysing flows, checking documentation and simulating the customs impact. The goal is simple: to prevent a poorly anticipated anti-dumping duty from becoming a cost, delay or profitability issue. In brief
Who is responsible in an international shipment?
Several parties are involved in an international shipment. There is usually a seller, a buyer, a carrier, a freight forwarder, a customs representative and, in some cases, an insurer or a warehouse. But when a document is missing, when a declaration is incorrect or when goods are held by customs, one question quickly arises: Who is responsible? The answer depends on several factors: the commercial contract, the chosen Incoterm, the role of each party, the documents provided and the type of customs representation used. For a company, this is a key issue. An international shipment is not secured only by choosing the right transport solution. It is also secured by clearly defining responsibilities. Why does this matter? Customs is not just an administrative formality. It is a step that can directly affect the timing, cost and compliance of an international shipment. Before goods can enter or leave a territory, they must be declared according to the applicable rules. In the European Union, a customs declaration is an official document that provides details of the goods being imported or exported. In France, customs authorities also specify that customs formalities can be carried out by a customs representative, either under direct or indirect representation. The problem is that many companies do not always know who is responsible for what. As a result, documents arrive too late, the customs code is not properly validated, the Incoterm is misunderstood or the role of the freight forwarder is overestimated. In these situations, the shipment can slow down. The key parties in an international shipment To understand responsibilities, you first need to identify the roles. In most operations, five parties are at the centre of the process. 1. The exporter The exporter is the company that sells or ships the goods from the country of departure. They normally know the product, its origin, composition, value and commercial documents. In an international shipment, the exporter generally has to provide the information required for the goods to leave the country. This may include: Depending on the chosen Incoterm, the exporter may also be responsible for export customs clearance. 2. The importer The importer is the company that brings the goods into the country of destination. Its role is often underestimated. However, the importer is generally responsible for ensuring that the import operation is compliant in its own country. It must check that the goods can legally enter the country, that the documents are consistent and that duties and taxes are correctly handled. The importer must specifically check: If this information is incorrect or incomplete, the declaration may be corrected, delayed or subject to customs control. 3. The carrier The carrier is responsible for the physical movement of the goods. This may be a shipping line, an airline, a road haulier, a rail operator or a multimodal transport provider. Its role is to transport the goods according to the agreed conditions. The carrier may also provide certain transport-related data: However, the carrier is not automatically responsible for the commercial or customs content of the goods. It does not always know the exact composition of the product, its customs classification or the specific regulatory obligations that may apply. 4. The freight forwarder The freight forwarder organises the international shipment. It coordinates the different parts of the chain: transport, documents, partners, formalities, tracking and, in some cases, insurance or storage. Its role is operational. It can help the company choose a route, compare transport modes, anticipate lead times and prepare documents. But the freight forwarder does not replace the company in all its responsibilities. It works with the information provided by the client, the supplier and the other parties involved. If the initial data is incorrect or incomplete, the freight forwarder can alert the company, but it cannot invent the correct product information. This is an essential point. 5. The customs representative The customs representative carries out customs formalities. In France, a customs representative can act in two ways: This distinction is important, because it can affect the level of responsibility of both the representative and the company being represented. How do Incoterms influence customs responsibilities? Incoterms define how costs, risks and obligations are divided between the seller and the buyer in an international shipment. They specify who organises the transport, who handles certain formalities, who bears the risks and who pays the costs related to the operation. Choosing the right Incoterm is therefore essential to avoid misunderstandings. Responsibilities are not the same under EXW, FOB, CIF, DAP or DDP. The Incoterm must be confirmed before shipment, based on the goods, the countries involved, the transport mode, the experience of the parties and the customs constraints. What are the most common Incoterms in an international shipment? Each Incoterm distributes responsibilities differently between the seller and the buyer. Here are the most common cases to know. EXW: the buyer takes on almost the entire organisation Under EXW, the seller simply makes the goods available at its premises. The buyer must then organise collection, inland transport in the country of departure, export formalities, international transport, import customs clearance, duties and taxes, and final delivery. For a French buyer, EXW may look attractive because the purchase price is often lower. But it is also one of the most demanding Incoterms. Its main advantage is control. The buyer can choose its providers, negotiate transport and manage the operation from end to end. But the limits are significant. The buyer must handle formalities in the country of departure, coordinate collection from the supplier, manage export documents and take on more operational risk. In practice, EXW can be risky if the buyer does not have a reliable partner locally. Example: a French company buys goods under EXW Shenzhen. The supplier prepares the products at its factory. But the French buyer must organise everything else: collection, export documents, international freight, import into France and final delivery. FOB: the seller manages the goods until loading on board the vessel Under FOB, the seller is responsible for the goods
Electronic Invoicing 2026: why companies need to prepare now
Electronic invoicing is entering a decisive phase in France. From 1 September 2026, all companies must be able to receive electronic invoices. On the same date, large companies and mid-sized companies will also have to issue invoices electronically. SMEs, very small businesses and micro-businesses will be concerned by the issuing obligation from 1 September 2027. This reform does not only concern accounting departments. It also impacts tools, internal processes, partners and the administrative organisation of companies. Behind this obligation, the objective is clear: to streamline exchanges, strengthen traceability and simplify financial processes. But for the transition to be efficient, companies need to anticipate it now. What is electronic invoicing? Electronic invoicing does not simply mean sending a PDF invoice by email. An electronic invoice must follow a standardised electronic format. It must also include mandatory information in structured fields and be transmitted through an approved platform. In other words, the invoice becomes a structured document, sent within a secure and controlled framework. This change makes it easier to track exchanges between companies. It also facilitates the transmission of certain data to the tax authorities. Who is concerned by electronic invoicing in 2026? The reform concerns companies established in France and subject to VAT. It applies to purchases and sales of goods or services between companies established in France. The implementation schedule is progressive: Even companies that issue only a small number of invoices must prepare. At minimum, they will need to be able to receive electronic invoices. Why is electronic invoicing becoming mandatory? Electronic invoicing aims to modernise exchanges between companies. It helps reduce manual processing, limit errors and improve the traceability of transactions. For companies, this reform can also become an opportunity. It can help them review processes that are sometimes too heavy or too dependent on email exchanges. The main objectives are to: Electronic invoicing is therefore not only a regulatory obligation. It is also a change in the way administrative and financial flows are managed. What should companies prepare before 2026? The transition to electronic invoicing requires real preparation. Companies must first identify their current tools: invoicing software, accounting software, ERP, approval processes, archiving methods and exchanges with partners. Then, they need to check whether their tools will be compatible with the reform. It is also important to review internal workflows. Electronic invoicing can change the way an invoice is received, checked, approved and paid. Before 2026, companies should ask themselves several questions: These questions should be addressed before the obligation comes into force. What is the role of approved platforms? Electronic invoices will have to be transmitted through an approved platform. These platforms will play a central role. They will make it possible to send, receive and transmit the required data within the framework of the reform. The choice of platform should not be made at the last minute. A company must ensure that the chosen solution is adapted to its organisation, invoice volume and existing tools. Compatibility between internal software and the selected platform will be essential to avoid blockages. Why should companies anticipate now? The date of 1 September 2026 may seem far away. But compliance takes time. It is not only about activating a new tool. Companies also need to adapt processes, train teams, update data and test exchanges. A company that waits too long may end up suffering the reform instead of integrating it gradually. The risks can be concrete: Anticipating the reform makes the transition safer and smoother. Will electronic invoicing simplify financial processes? Yes, but only if it is properly prepared. Electronic invoicing can simplify administrative management. It can also improve invoice tracking and reduce certain manual tasks. However, these benefits will not be automatic. A company must first structure its data, clarify its processes and choose suitable tools. The reform can therefore become a driver of efficiency. But it requires proper organisation in advance. How is Nexline Group preparing for this transition? At Nexline Group, this transition is being anticipated to ensure smooth and secure compliance for teams, customers and partners. The objective is to prepare tools, processes and administrative exchanges before the reform comes into force. This preparation helps limit the risk of blockages, improve invoice traceability and ensure better continuity in exchanges with partners. Electronic invoicing is not only an obligation to comply with. It is also an evolution that must be integrated into the company’s overall organisation. Key takeaways Electronic invoicing is becoming an essential step for French companies. From 1 September 2026, all companies must be able to receive electronic invoices. Large companies and mid-sized companies will also have to issue them from that date. SMEs, very small businesses and micro-businesses will follow in 2027. This reform aims to streamline exchanges, strengthen traceability and simplify financial processes. But to fully benefit from it, companies need to anticipate. Preparing tools, data, teams and partners will be essential to successfully manage this transition. DISCOVER OUR TRANSPORT SERVICES
EU–Mercosur Agreement: why companies need to rethink their logistics in 2026
Since 1 May 2026, the interim trade agreement between the European Union and Mercosur has been provisionally applied. After more than 25 years of negotiations, this topic is no longer only political. It is now operational for companies that import, export or work with South America. The agreement concerns trade between the European Union and several Mercosur countries, including Brazil, Argentina, Uruguay and Paraguay. Its objective is clear: to facilitate trade through a gradual reduction of customs duties and a more predictable framework for companies. However, this change does not mean that formalities disappear. To benefit from tariff advantages, goods must meet specific conditions. Rules of origin, REX status, customs supporting documents and documentary compliance remain essential. This is why the EU–Mercosur Agreement directly changes the way international logistics must be approached. In 2026, logistics performance no longer depends only on transport. It also depends on a company’s ability to anticipate customs requirements, secure its documents and integrate rules of origin from the start. Why does the EU–Mercosur Agreement change the rules? The EU–Mercosur Agreement aims to facilitate trade between the European Union and Mercosur countries. It notably provides for a gradual reduction of customs duties on many products. This change can make certain flows more competitive. But the impact is not limited to transport prices or purchasing costs. In reality, the agreement changes the entire way logistics performance is assessed. A company must now analyse several elements before importing or exporting: In other words, competitiveness no longer depends only on transport. It also depends on customs expertise. Brazil, a key player in EU–Mercosur flows Within Mercosur, Brazil plays a major role. It concentrates a large share of trade with the European Union. Its role is therefore central to the operational impact of the EU–Mercosur Agreement. For European companies, this can create new opportunities. Some goods may become more accessible. Some suppliers may become more competitive. Some trade routes may also become more attractive. However, these opportunities must be studied carefully. A tariff advantage is not always enough to secure an international shipment. Companies must also check origin conditions, customs formalities and the documents to be provided. Customs duties: a real advantage, but under conditions The reduction of customs duties is one of the most visible aspects of the EU–Mercosur Agreement. On paper, it can help companies reduce costs. But in practice, this advantage depends on several conditions. To benefit from preferential tariff treatment, goods must comply with the rules of origin provided for in the agreement. This means that a company cannot simply import or export a product from a Mercosur country and automatically apply a reduced duty. It must prove that the goods genuinely originate from the relevant territory, according to the criteria set out. This is where customs becomes essential. An error in origin, an incomplete declaration or a missing document can call the tariff advantage into question. In some cases, this can lead to additional duties, delays or blocked goods. Rules of origin and REX status: two points to anticipate Rules of origin are at the heart of the EU–Mercosur Agreement. They determine whether goods can benefit from reduced or eliminated customs duties. For European exporters, REX status can also play an important role. It allows a registered company to self-certify the preferential origin of its products under certain trade agreements. But this status should not be treated as a simple formality. The company must be able to justify the declared origin. It must keep the necessary evidence. It must also ensure that its products meet the applicable criteria. Without this preparation, the tariff advantage can become a risk. A direct impact on the supply chain The EU–Mercosur Agreement can change companies’ logistics decisions. Previously, some flows could be less attractive because of customs duties or administrative complexity. With the agreement, these flows may become more competitive. This can influence several decisions: The supply chain must therefore be considered earlier. Companies can no longer wait until shipment to ask the right questions. They must integrate customs rules from the purchasing, sales or contractual negotiation phase. Logistics performance also depends on customs In an international shipment, transport remains important. But it is not enough. Goods can be transported quickly and still be blocked at customs. A transport cost can be competitive, but lose its value if customs duties are poorly anticipated. A supplier may offer a good price, but create a risk if origin documents are not reliable. This is why logistics performance must be analysed as a whole. It depends on transport, but also on compliance, documentation, rules of origin, declarations and the right choice of partners. In this context, the role of the freight forwarder and customs representative becomes even more strategic. Why should companies anticipate now? The EU–Mercosur Agreement does not only concern large companies. It can also affect SMEs that import, export or work with international suppliers. Companies that anticipate can gain a structural advantage. They can identify the products concerned, check rules of origin, review their commercial contracts and adapt their logistics organisation. Conversely, companies that wait may suffer from the changes. They may discover too late that a product does not meet origin conditions. They may lose a tariff advantage. They may also face delays or unexpected costs. How to prepare your logistics for the EU–Mercosur Agreement To secure their flows, companies should start by analysing their current operations. The first step is to identify the goods concerned. Then, they must check customs codes, applicable duties and rules of origin. It is also important to review the documents used in international trade: commercial invoices, certificates, proof of origin, transport documents and customs declarations. Finally, companies must ensure that their teams and partners understand the new requirements. Good preparation helps avoid mistakes. It also makes it possible to turn the EU–Mercosur Agreement into a real competitive advantage. Nexline Group Nexline supports companies in securing their international flows between Europe and South America by integrating transport, customs and the required documentation. With
Reconversion professionnelle en logistique : le parcours de Jérémy chez Nexline
Changer de métier après plusieurs années dans le même secteur demande du recul. C’est aussi une façon d’apprendre, de progresser et de donner un nouveau sens à son parcours. Chez Nexline Group, Jérémy Ferrari a fait ce choix. Après 8 ans dans la messagerie européenne, il a rejoint l’équipe comme technico-commercial. Son objectif était clair : découvrir une approche plus globale de la supply chain. Une expérience solide dans le transport Avant son arrivée chez Nexline, Jérémy travaillait déjà dans le transport. Pendant 8 ans, il a évolué dans la messagerie européenne. Cette expérience lui a permis de comprendre les réalités du terrain : Ces bases restent utiles dans son poste actuel. Elles l’aident à mieux comprendre les enjeux logistiques de chaque client. Un nouveau rôle chez Nexline En rejoignant Nexline, Jérémy change aussi de métier. Il passe vers une fonction technico-commerciale. Son rôle consiste à écouter les besoins des clients, analyser les contraintes et proposer des solutions adaptées. Il travaille avec une vision plus large de la supply chain. Cela peut concerner le transport aérien, maritime, ferroviaire ou des solutions combinées. Cette évolution donne plus de sens à son parcours professionnel en logistique. Il garde son expérience du transport, tout en développant une approche plus globale. La proximité au cœur du quotidien Ce qui marque Jérémy chez Nexline, c’est la proximité. Les échanges sont directs. Les décisions se prennent vite. Les clients ne sont pas traités avec des réponses standardisées. Chaque demande mérite une analyse précise. Chaque solution doit correspondre à une réalité terrain. Cette façon de travailler crée une relation plus simple et plus humaine avec les clients. Une équipe riche de profils différents Jérémy met aussi en avant la diversité des équipes Nexline. Les collaborateurs ont des parcours variés. Certains viennent du transport. D’autres ont une expérience commerciale, internationale ou opérationnelle. Cette diversité apporte plusieurs avantages : Pour Jérémy, cette ambiance d’équipe compte beaucoup. Elle facilite l’apprentissage et donne envie d’avancer. Ce que montre ce témoignage Le témoignage de Jérémy rappelle une chose importante : évoluer dans la logistique ne signifie pas forcément repartir de zéro. Son expérience passée reste une force. Elle lui permet de mieux conseiller les clients et de comprendre leurs contraintes. Chez Nexline, son changement de voie devient une évolution naturelle. Il découvre un métier plus commercial, plus global et plus proche des enjeux clients. Son témoignage met en avant trois idées fortes : l’évolution, la proximité et le collectif. Vous avez un projet de transport international ? Échangez directement avec Jérémy pour étudier votre besoin en logistique internationale.
Supply chain: a key performance driver
What if your supply chain became a real performance driver instead of a constraint? From March 31 to April 2, Nexline Group attended the SITL (International Transport and Logistics Exhibition), a key European event for logistics and transport professionals. Each year, SITL brings together key industry players to discuss trends, innovations, and future challenges. One key takeaway stood out: expectations are evolving rapidly. Today, supply chain performance is no longer just about managing flows. A changing industry landscape Companies are no longer looking for transport solutions alone. They now expect: In this context, logistics is becoming a strategic driver of business performance. Standard models are no longer sufficient. Tailored logistics solutions To meet these challenges, customization is essential. At Nexline Group, we build solutions adapted to each client’s needs. This approach allows companies to: Problem solving is where the real difference is made. The human factor in logistics Beyond systems and tools, people remain essential. Discussions at SITL confirmed it. Performance depends on: Human expertise is still at the core of logistics success. A strategic lever for growth Supply chains are no longer just operational tools. They are becoming key growth drivers. Companies that invest in flexibility and responsiveness gain a real competitive advantage. This shift is reshaping the entire industry. Thank you to everyone we met during SITL. These conversations confirmed one thing: expectations are changing fast. Were you there? Let’s continue the discussion. DISCOVER OUR TRANSPORT SERVICES
How Nexline Supports FC Béthisy
At Nexline, our commitment goes beyond logistics and daily business operations. We believe companies also have a responsibility to support local communities, youth initiatives, and amateur sports. Supporting young generations through sports creates meaningful opportunities, strengthens communities, and promotes values that extend far beyond the field. These initiatives also create moments of unity, motivation, and teamwork that bring people together in a positive way. The Importance of Youth Sports Youth sports play an essential role in personal development. They help young players build confidence, discipline, respect, and perseverance from an early age. Football, in particular, teaches teamwork and collective effort. Young athletes learn how to work together, support one another, and overcome challenges as a group. These experiences often have a lasting impact both on and off the field. For this reason, many companies now include support for local sports initiatives as part of their corporate social responsibility strategy. Nexline’s Commitment to Local Sports Initiatives At Nexline, community engagement is part of our company culture. During the Pentecost weekend, FC Béthisy participated in an international football tournament in Munich with its U11, U13, and U17 teams. Thanks to Nexline’s support as a sponsor of the initiative, 36 young players between the ages of 10 and 16 had the opportunity to proudly represent their club during this international sports experience. The tournament was not only about competition. It was also an opportunity for the players to discover a new environment, share memorable moments, and grow together as a team. Community Engagement at the Heart of Nexline’s Vision Community involvement is an important part of Nexline’s vision. We believe businesses can create a positive impact beyond their core activities by supporting meaningful local initiatives and projects that benefit younger generations. Encouraging amateur sports and supporting youth development reflects the values we want to promote every day. We would like to thank FC Béthisy for its trust and commitment to supporting young athletes through sport. Youth sports help build confidence, teamwork, and perseverance while creating strong community connections. Through its partnership with FC Béthisy, Nexline proudly supports local initiatives that promote positive values, collective spirit, and opportunities for young players. Because beyond business activities, human engagement also plays an important role in building a stronger future. DISCOVER OUR TRANSPORT SERVICES
Air freight first quarter 2026: a market entering normalization
The latest analyses now provide a clear overview of air freight first quarter 2026. After a still dynamic start to the year, the sector is entering a phase of normalization. This shift is not affecting every region in the same way. Market dynamics remain highly uneven. Some areas are slowing sharply, while several strategic corridors continue to show solid growth. In this context, companies need to monitor capacity changes, energy costs and international flow patterns closely. Air freight first quarter 2026: global demand is declining According to IATA data, global air cargo demand is down -4.8% in FTK. This decline reflects a market adjustment after a period of stronger growth. Several factors explain this trend. Geopolitical tensions continue to weigh on certain routes. At the same time, the gradual slowdown in trade flows is directly affecting transported volumes. Air freight first quarter 2026 therefore shows a more selective market, where demand is no longer growing evenly across all regions. A sharp contraction in Middle East hubs One of the strongest signals comes from Middle East hubs. The region recorded a significant contraction, estimated at around -54%. This drop reflects operational disruptions and a temporary reorganization of transit patterns on several strategic routes. In some areas, flows have been slowed, shifted or rerouted. This situation confirms the importance of closely reading air transport routes. In an unstable market, transit hubs can experience rapid changes, with a direct impact on lead times and capacity availability. Europe-Asia and Intra-Asia corridors remain in growth Despite the global decline, some corridors remain positive. The Europe-Asia route is up +14.2%, while the Intra-Asia market is up +7.5%. These performances show that the air freight market still has areas of resilience. They are partly explained by capacity rerouting, as well as by the strength of industrial and e-commerce flows. Supply chain exchanges, high-value goods and fast delivery needs continue to support specific routes. Air freight first quarter 2026 is therefore marked by strong regional contrasts. Rising jet fuel costs keep pressure on prices At the same time, jet fuel prices increased sharply, with a rise of +106% according to IATA. This is a major factor for the sector. Even when demand slows down, higher energy costs continue to put pressure on rates and transport strategies. For shippers, this makes decision-making more complex. It becomes essential to anticipate costs, compare available options and adapt transport plans according to priorities: lead time, budget, reliability or flexibility. Anticipating market imbalances The overview of air freight first quarter 2026 shows a market in transition. Global demand is declining, some hubs are facing strong contractions, but several corridors remain dynamic. This situation requires a more agile approach. Transport decisions can no longer rely only on global trends. They must also take into account regional realities, available capacity and the rapid evolution of costs. At Nexline Group, we closely monitor these developments to help our clients anticipate market imbalances and adapt their transport strategies in real time. For your international transport needs, you can request a quote from our teams to identify the most suitable solution for your flows. DISCOVER OUR TRANSPORT SERVICES