Cross‑Border Logistics Post‑COVID: Lessons Learned
By Richmond Kofi Adjapong
If the pandemic taught us one thing about logistics, it’s that certainty is a mirage. One day goods flow freely across borders; the next, a sudden lockdown slams them to a halt. And while we’ve come a long way since those early days, the lessons from COVID‑19 still echo—especially for cross‑border logistics in West Africa.
At Rich Freight Services Ltd in Ghana, the pandemic tested us in ways we hadn’t anticipated. But it also taught us resilience, adaptability, and the importance of preparation. Below, I reflect on key lessons we—and hopefully others—have carried forward.
1. Expect the Unpredictable
In early 2020, borders closed without warning; shipment windows evaporated overnight. An exporter could prepare meticulously—and still be thwarted. Now, we work with plans that expect disruption. Do routes through Côte d’Ivoire look safe today? Yes—but how about next week? We track regional policy news, maintain contacts in distant trade halls, and set up contingency corridors—even when they seem excessive.
2. Maintain Multiple Transport Modes
Relying solely on one route or transport mode is a gamble. During the pandemic, sea freight was gridlocked. Flights were grounded. But inland trucking corridors—when permitted—offered lifelines. At RFS, we now design flexible paths. That could mean moving goods by road to a secondary port, using air charter for urgent items, or combining coastal barging with inland trucking. Flexibility isn’t optional anymore—it’s essential.
3. Reinforce Supplier & Partner Communication
Late in 2020, we had a container of pharmaceuticals diverted to the wrong port at the last minute. No one told us. We discovered it when the client called. Since then, we’ve strengthened communication protocols. Daily check-ins, clearer escalation paths, redundancy in contact lists—calls, WhatsApp, email—if one channel fails, another picks up. That may sound basic, but it made the difference between a minor reroute and a multiday scramble.
4. Pre‑emptively Secure Permits
Licenses and permits that used to take days to process during normal times took weeks under pandemic pressure. We started applying earlier—sometimes 2 to 3 weeks in advance—just to stay ahead. It requires patience, but also foresight. Delays in clearance add up—demurrage, detention, storage charges. Planning ahead can protect your bottom line.
5. Build Inventory Buffers (Where Possible)
This doesn’t mean hoarding. But when schedules are volatile, holding a buffer—say, two weeks’ extra stock—can be the difference between staying open and closing a production line. For certain essential imports—medical supplies, spare parts—it makes sense. We advise clients to structure these smart buffers, and we provide warehousing solutions that include short‑term flexible storage.
6. Digitize to Reduce Human Dependencies
During lockdowns, manual paperwork became a bottleneck. Customs forms piled up on desks no one could reach. We doubled down on digital transformation—e‑invoicing, online manifest submissions, virtual clearance systems. Now if a staff member can’t get to the office, work still gets done. And clients stay informed through real‑time shipment tracking.
7. Treat Haulage as Strategic
Road transport through ECOWAS countries was often the only viable trade route during restrictions. Plausible back‑routes that once seemed secondary became primary paths. We strengthened haulage partnerships, diversified routes, and ensured our hauliers had emergency permits and VIP lanes where available. What was once tier‑two became tier‑one.
8. Keep Freight Insurance and Contracts Updated
COVID-era force majeure claims highlighted policy gaps. Many contracts default to port-to-port assumptions. But during the pandemic, delays happened mid-route—and insurance sometimes didn’t cover them. We updated our contracts and insurance policies to acknowledge scenario-based disruptions. Clients now get more accurate coverage, and we reduce surprise liability.
9. Learn from Each Disruption
Every delay, diversion, closed port became a case study. At RFS, we held weekly post‑event reviews during 2020–21. Agreements failed. Routes choked. But we asked ourselves: how did we respond? What tools could prevent it next time? We documented each scenario. When the next disruption hits—and it will—we have a playbook already.
10. Invest in Relationships—Especially Informal Ones
We discovered that having a contact who can advise informally—whether at a border post, a freight alliance partner, or a local trucker—can be invaluable. Those human links can unlock solutions when normal procedures fail. That won’t show up on any flowchart. But it's the kind of soft infrastructure logistics lean on in crisis.
Looking Ahead
Post‑COVID, cross‑border logistics isn’t about reverting to pre‑pandemic normal. Because that normal was fragile. Now, resilience and redundancy are built into our thinking. Our team at Rich Freight Services Ltd stays alert to regional signals—political, epidemiological, infrastructural—and adapts accordingly.
As we prepare to attend the 2025 Go Global Awards in London this November, these lessons aren’t just items on a list. They’re conversation points. They’re shared experiences. In a room full of logistics professionals, we’ll talk about how crises reshape supply chains—and why adaptability matters more than efficiency alone.
Final Thought
COVID‑19 didn’t break global logistics—but it did expose the soft spots. And if there's one thing we’ve learned here at RFS, it's this: if you face each disruption with intent and curiosity, you don’t just recover. You build better systems. Stronger supply lines. And more resilient trade.
We’re proud to say Ghana is part of that rebuilding. And we’re proud to be one of the companies—a decade into service—bringing those lessons to the table.