Forward Amsterdam - Key Event Insights & Recap

Reflections from Flexport Forward Amsterdam

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Flexport Forward came to Amsterdam on 5 November 2026, and guests gathered at the Rijksmuseum, finishing the day with a guided tour of the museum. Flexport's chief executive officer (CEO) Ryan Petersen set out how artificial intelligence (AI) is changing logistics, Chris Rogers of S&P Global walked through the bottlenecks that broke 2026, and three customers explained what 2027 means for their supply chains.

Flexport Forward Amsterdam: key takeaways

Ryan Petersen opened with a surprise. Despite wars, rerouting and tariff changes, 2026 is on track to set a record for global trade.

He then described how the industry moves that trade: a relay race. Ryan has seen a single container pass through 17 companies, with no common standards and no application programming interfaces (APIs). “I sometimes joke freight forwarding should be called freight email forwarding.”

Ryan estimated the cost of that friction at close to $2 trillion a year. Figures are Ryan's estimates from the stage.

• $1.2tn$1.2tn: In sales lost to stock-outs.

$1.2tn

$1.2tn: In sales lost to stock-outs.

• $600bn$600bn: Of inventory discarded or heavily discounted.

$600bn

$600bn: Of inventory discarded or heavily discounted.

• ~70%~70%: Average fill of a container, worth about $100bn in wasted space.

~70%

~70%: Average fill of a container, worth about $100bn in wasted space.

• 50%50%: Of air freight is unplanned.

50%

50%: Of air freight is unplanned.

Ryan sees these as planning and data problems: how much inventory to buy, when to buy it and where to route it. His view is that real-time data fed into AI solves them better than quarterly forecasts built in spreadsheets. He walked through five places where AI already carries real workload at Flexport.

• QualityAI agents now do, or heavily assist with, about 75% of the tasks needed to move a container door to door. A customs “spell check” agent cut the error rate in Flexport's manual compliance review from 2% to 0.2%.

Quality

AI agents now do, or heavily assist with, about 75% of the tasks needed to move a container door to door. A customs “spell check” agent cut the error rate in Flexport's manual compliance review from 2% to 0.2%.

• Customer rulesOne European customer applies a 10% invoice discount to a small share of shipments. AI writes the code for that rule, and a person reviews it before it goes live.

Customer rules

One European customer applies a 10% invoice discount to a small share of shipments. AI writes the code for that rule, and a person reviews it before it goes live.

• Fewer containersFlexport automatically looks for ways to consolidate bookings. Customers see about 14% fewer containers on average once it's switched on. A person still decides whether one shipment can arrive three days later to save $2,000.

Fewer containers

Flexport automatically looks for ways to consolidate bookings. Customers see about 14% fewer containers on average once it's switched on. A person still decides whether one shipment can arrive three days later to save $2,000.

• VisibilityAtlas shows shipping strings with carrier-published and Flexport-observed transit times side by side. Ryan noted that about 60% of container ships have returned to the Suez route since August.

Visibility

Atlas shows shipping strings with carrier-published and Flexport-observed transit times side by side. Ryan noted that about 60% of container ships have returned to the Suez route since August.

• Customers' own AI toolsThe Flexport connector for the Model Context Protocol (MCP) lets customers track shipments, request quotes and book from inside Claude, Copilot or ChatGPT.

Customers' own AI tools

The Flexport connector for the Model Context Protocol (MCP) lets customers track shipments, request quotes and book from inside Claude, Copilot or ChatGPT.

Ryan expects the first companies to start building near-autonomous workflows in the first quarter of 2027, and urged leaders to use the tools themselves. He said execution in the real world still decides the outcome, which is why Flexport keeps opening local offices and trains non-technical staff to build their own automations.

Key takeaway: Ryan sees technology and people working together. AI takes on much of the routine work, and the people who run it, build the relationships and execute on the ground decide the calls that matter.

Chris Rogers, Head of Supply Chain Research at S&P Global and a Flexport alumnus, set out what broke in 2026 and where it goes next, in conversation with host Sanne Manders and with questions from the room.

Chris named six pressure points. Source: Chris Rogers, S&P Global, Flexport Forward Amsterdam, 5 November 2026.

• Strait of Hormuz and Red SeaS&P Global expects the Middle East conflict to continue on a 12-month view with no clear off-ramp. He flagged security risk as vessels return to Suez.

Strait of Hormuz and Red Sea

S&P Global expects the Middle East conflict to continue on a 12-month view with no clear off-ramp. He flagged security risk as vessels return to Suez.

• UkraineConflict continues, and logistics has adapted. Machinery imports are about 125% above 2018 levels, with more arriving by land.

Ukraine

Conflict continues, and logistics has adapted. Machinery imports are about 125% above 2018 levels, with more arriving by land.

• WaterLow river levels at Kaub on the Rhine continue to affect barge shipments. Chris sees similar patterns on the Mississippi and in Latin America.

Water

Low river levels at Kaub on the Rhine continue to affect barge shipments. Chris sees similar patterns on the Mississippi and in Latin America.

• StrikesA cost-of-living gap keeps labour tension alive. 2027 risks include isolated action in Belgium, the Netherlands, Germany and Canada. On the US West Coast, about two dozen port watchmen could stop gates opening.

Strikes

A cost-of-living gap keeps labour tension alive. 2027 risks include isolated action in Belgium, the Netherlands, Germany and Canada. On the US West Coast, about two dozen port watchmen could stop gates opening.

• AI boomSemiconductor prices are back near pandemic highs. S&P Global expects that pressure to last through 2027.

AI boom

Semiconductor prices are back near pandemic highs. S&P Global expects that pressure to last through 2027.

• CyberAn email link took Jaguar Land Rover offline for two months and its suppliers for three. Chris is watching for a major hack of a carrier or port system in 2027.

Cyber

An email link took Jaguar Land Rover offline for two months and its suppliers for three. Chris is watching for a major hack of a carrier or port system in 2027.

S&P Global surveys 27,000 companies every month, and supplier delivery times have started to recover after the sharp drop at the start of the conflict. Chris also pointed to more trade deals ahead, including deals between the European Union (EU) and Canada, and between the EU and India.

Chris gave planners a short checklist. Ask “what if?” and look for single points of failure. It pays to be a little bit crazy, and he gave the example of a wood buyer who asked what happens if pine dieback hits Europe. Procurement, risk and finance belong in the same room. He also said planning for 2028 should already be under way.

Chris explained what sits behind record trade this year and why he expects 2027 to bring a similar degree of disruption.

• Consumers and the AI boom are behind record tradeChris said the strength of the consumer has been underestimated, and that the AI boom adds to it: about 80% of the growth in the value of US imports is graphics processing units (GPUs), alongside building materials and server racks. Consumer electronics remain weak. Global trade is up about 3% this year, and he said it maybe should have been up 5%.

Consumers and the AI boom are behind record trade

Chris said the strength of the consumer has been underestimated, and that the AI boom adds to it: about 80% of the growth in the value of US imports is graphics processing units (GPUs), alongside building materials and server racks. Consumer electronics remain weak. Global trade is up about 3% this year, and he said it maybe should have been up 5%.

• 2027 will look much like 2026Chris expects a similar degree of disruption. After ten years in the job, he said, what he expects at the start of a year is never what happens: “If I get half of it right, I count that as a win.”

2027 will look much like 2026

Chris expects a similar degree of disruption. After ten years in the job, he said, what he expects at the start of a year is never what happens: “If I get half of it right, I count that as a win.”

• Conflict is the hardest bottleneck to manageChris said you can't negotiate with conflict or lobby against it. The year's biggest surprise was three hurricanes in the Shanghai area, a kind of disruption the industry hadn't seen before. He said the effects of climate change now show up in supply chains, and that paying to hedge against a hurricane season that never arrives makes for a hard conversation with finance the following year.

Conflict is the hardest bottleneck to manage

Chris said you can't negotiate with conflict or lobby against it. The year's biggest surprise was three hurricanes in the Shanghai area, a kind of disruption the industry hadn't seen before. He said the effects of climate change now show up in supply chains, and that paying to hedge against a hurricane season that never arrives makes for a hard conversation with finance the following year.

Chris's planning advice came back to one idea: widen the window, and start before the plan breaks.

• Silos show up before AI doesChris described a company in northern Europe with 25 procurement teams and 25 risk managers, each division with its own chief financial officer (CFO), and no one in the same room. Bringing them together revealed problems before any AI was in place. The “a little bit crazy” idea becomes a method: widen the planning window beyond plus or minus 10%, list the slightly crazy scenarios, build the case against each and brief the CFO.

Silos show up before AI does

Chris described a company in northern Europe with 25 procurement teams and 25 risk managers, each division with its own chief financial officer (CFO), and no one in the same room. Bringing them together revealed problems before any AI was in place. The “a little bit crazy” idea becomes a method: widen the planning window beyond plus or minus 10%, list the slightly crazy scenarios, build the case against each and brief the CFO.

• Planning for 2028 should start nowChris said the most common planning mistake is waiting. His teams started 2027 planning in the middle of this year, and he wants to hear people talking about 2028 now.

Planning for 2028 should start now

Chris said the most common planning mistake is waiting. His teams started 2027 planning in the middle of this year, and he wants to hear people talking about 2028 now.

• A second supplier can beat extra stockIf companies respond by adding inventory, the $2 trillion problem Ryan described could become a $4 trillion one. Chris said the brave move is to reinvest part of the gains from cutting waste, which is easier for privately held companies than for listed ones. He added that inventory is expensive and a second supplier can be a better hedge: customers now ask about “China or plus one” where they used to ask about “China plus one”. That can worsen unit economics, but so does an extra million euros of stock, and he said companies no longer need to be as scared of complexity as they once were.

A second supplier can beat extra stock

If companies respond by adding inventory, the $2 trillion problem Ryan described could become a $4 trillion one. Chris said the brave move is to reinvest part of the gains from cutting waste, which is easier for privately held companies than for listed ones. He added that inventory is expensive and a second supplier can be a better hedge: customers now ask about “China or plus one” where they used to ask about “China plus one”. That can worsen unit economics, but so does an extra million euros of stock, and he said companies no longer need to be as scared of complexity as they once were.

Most of the bottlenecks he named are set to stay.

Lorenzo from Flexport hosted three customers, a fashion retailer, a healthcare products company and a mobility manufacturer, who deal with these bottlenecks every day. A show of hands put most of the room at “equally or more disruptive” for 2027. When asked to pick one top driver, the room split roughly evenly between speed to market and cost, with growth taking the rest.

• Fashion retailer: speed to marketThe head of logistics said production is moving beyond China, with quality control and sourcing now in-house. Booking through Flexport's MCP connector saves about three to three and a half hours a week. The goal is to double the business with the same back-office headcount.

Fashion retailer: speed to market

The head of logistics said production is moving beyond China, with quality control and sourcing now in-house. Booking through Flexport's MCP connector saves about three to three and a half hours a week. The goal is to double the business with the same back-office headcount.

• Healthcare products company: growthThe supply chain procurement manager said resilience is a must-have in healthcare. The partnership with Flexport began after the Red Sea disruption, with a dual-sourcing trial on ocean freight. The company also runs a resilience table with supply chain partners and the Dutch government, and is building one shared supply chain language across its markets.

Healthcare products company: growth

The supply chain procurement manager said resilience is a must-have in healthcare. The partnership with Flexport began after the Red Sea disruption, with a dual-sourcing trial on ocean freight. The company also runs a resilience table with supply chain partners and the Dutch government, and is building one shared supply chain language across its markets.

• Mobility manufacturer: cost, with compliance and service levelsThe logistics lead said local autonomy lets the team decide quickly. The biggest gap is upstream trade-control data, such as EU Deforestation Regulation (EUDR) information and mill certificates, which reaches the team too late. The company recently extended its annual air and ocean import contract for another year.

Mobility manufacturer: cost, with compliance and service levels

The logistics lead said local autonomy lets the team decide quickly. The biggest gap is upstream trade-control data, such as EU Deforestation Regulation (EUDR) information and mill certificates, which reaches the team too late. The company recently extended its annual air and ocean import contract for another year.

Guests asked this after the event, so here's the short answer. Flexport applies AI in three places: in the AI tools customers already use, inside the Flexport platform and in day-to-day operations. Each one ties to a specific outcome.

• In customers' own AI tools: Flexport MCPWhat it does. Customers connect Claude, ChatGPT, Microsoft Copilot Studio or an in-house tool to their Flexport account. The agent can track shipments, list the ones that need attention (customs holds, open tasks, exceptions, demurrage and detention risk), search rates and book. Rates and booking cover ocean and air freight. What customers gain. Answers without logging in or messaging an account team. One customer reported saving about three to three and a half hours a week on booking.

In customers' own AI tools: Flexport MCP

What it does. Customers connect Claude, ChatGPT, Microsoft Copilot Studio or an in-house tool to their Flexport account. The agent can track shipments, list the ones that need attention (customs holds, open tasks, exceptions, demurrage and detention risk), search rates and book. Rates and booking cover ocean and air freight. What customers gain. Answers without logging in or messaging an account team. One customer reported saving about three to three and a half hours a week on booking.

• In the Flexport platform: AI InsightsWhat it does. Ask a question in plain language and get a table, chart or dashboard across shipments, containers, products, purchase orders, invoices and US customs data. A Deep Insights mode breaks broad questions into sub-questions. Teams can share dashboards across the company. What customers gain. Analysts and non-technical colleagues get answers without waiting for a report. Flexport uses client data only to answer the question asked, and never to train models.

In the Flexport platform: AI Insights

What it does. Ask a question in plain language and get a table, chart or dashboard across shipments, containers, products, purchase orders, invoices and US customs data. A Deep Insights mode breaks broad questions into sub-questions. Teams can share dashboards across the company. What customers gain. Analysts and non-technical colleagues get answers without waiting for a report. Flexport uses client data only to answer the question asked, and never to train models.

• In operations: AI agents and customs AIWhat it does. AI agents take on repetitive, rules-based work such as carrier schedule changes, customs hold follow-up and empty container returns, and hand over to a person when a signal is unclear. Customs AI checks entries against rules before filing, including customer-specific rules that larger accounts can request. What customers gain. Fewer errors and less manual chasing. Flexport reports 99.8% customs filing accuracy, and its customs “spell check” cut the error rate in manual compliance review from 2% to 0.2%.

In operations: AI agents and customs AI

What it does. AI agents take on repetitive, rules-based work such as carrier schedule changes, customs hold follow-up and empty container returns, and hand over to a person when a signal is unclear. Customs AI checks entries against rules before filing, including customer-specific rules that larger accounts can request. What customers gain. Fewer errors and less manual chasing. Flexport reports 99.8% customs filing accuracy, and its customs “spell check” cut the error rate in manual compliance review from 2% to 0.2%.

Each person signs in with their own Flexport login, and their agent sees only what that person can already see in Flexport. An account admin enables the connection once for the organisation, and can revoke a user or switch it off at any time.

Trade keeps growing, and the plan keeps breaking. Chris Rogers expects 2027 to be as disruptive as 2026, and Ryan Petersen expects the first near-autonomous supply chains to start taking shape in the first quarter. One customer already has AI agents booking shipments through Flexport's MCP connector.

Flexport thanks the three customers for speaking so openly about their supply chains, Chris Rogers for the 2027 outlook, and every guest who joined at the Rijksmuseum. Flexport Forward runs in cities around the world throughout the year.

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