Let’s start with the big picture. This year has been full of shocks and shifts in global trade. From your perspective, what are the biggest changes you’ve seen in logistics, and how are they showing up for ethanol buyers in practice?

The last few years have shown us that stability is the exception, not the rule. Since COVID, disruptions have kept coming. New US trade policies, currency swings, the war in Ukraine, several conflicts including Gaza and Yemen, even strikes in Northern Europe. For us in logistics, those headlines are never abstract. They show up immediately in shipping routes, costs, and delivery times.

For buyers, it means volatility is the baseline. You cannot count on one route or one partner to work forever. And there is no single fix. The only answer is diversification. More options, more preparation, more resilience. That is what keeps goods flowing when the map changes.

With tariffs and new trade rules redrawing routes, what do you think buyers should be asking or doing differently when it comes to logistics?

Tariffs are not just numbers on a spreadsheet. They move ships. A single policy change can flip trade flows overnight and we have seen this in recent months.

Buyers should be asking one simple question: what is my backup plan? If a port closes, if costs rise in one corridor, what happens next? At Nedstar, we look at this daily for both producers and clients. Agility is not something you switch on in a crisis. It is a mindset. The buyers who prepare alternatives in advance are the ones who avoid the biggest shocks.

Sustainability is no longer a side note. We are seeing RED III in Europe, new shipping standards worldwide, and growing customer pressure. How is this changing the way ethanol gets moved, and what do you think it means for the future of logistics?

Sustainability has always been on the forefront of decision making at Nedstar. It shapes almost every logistics decision. Shipping lines are rolling out vessels on greener fuels, terminals are switching to electric movers, and multimodal transport is standard practice.

Supply chains are also more transparent. Where decisions used to focus only on cost, emissions are now part of the calculation. That shift is pushing the industry toward smarter, more responsible logistics.

When it comes to moving ethanol from A to B, what is something buyers often underestimate, and what does it cost them?

Supply chain management can be complex. A lot of cogs, and if one fails or slows downs, the whole chain slows down. The risks are everywhere — from compliance and excise rules to terminal readiness, the truckers encounter a lot of delays at the deepsea terminals in Antwerp en Rotterdam. This add no value but costs to the supply chain. Buyers often underestimate how much coordination it takes: vessels arriving on time, tanks cleaned and prepared, documentation in place.

If even one piece is missing, you can lose days. Logistics is as strong as its weakest link. Overlook the details, and the cost is both time and money. Having said all this, it’s also great fun with our dedicated team.

Disruption feels like the new normal in logistics: from sudden tariffs to blocked routes and extreme weather. Can you share an example of how you and your team handled a challenge, and what it taught you?

One example that stands out is when tariffs in Tanzania jumped by 125 percent without warning. Costs could have spiraled for our clients, but we were able to advise quickly, adjust the routing, and avoid the worst of it.

Another was the Suez Canal disruption. Ships had to be rerouted around Africa, which added both time and cost. In those situations, our role is to act fast and keep clients informed so they can make the right decisions.

The reality is that disruption is constant. What matters is agility, responding quickly, staying transparent, and making sure cargo keeps moving.

Agility is a buzzword in supply chains. In your day to day, what does agility really look like for ethanol logistics?

For us, agility means action.

When tariffs suddenly added ten percent on coffee containers from Nicaragua to the US, buyers who waited lost margin. The ones who moved fast and adjusted their supply chains stayed ahead. In ethanol, it is the same. Waiting is not an option. You need partners who can act before a disruption becomes a crisis.

We are closing out a turbulent year. Looking ahead, what do you think will define logistics in 2026, and how should buyers prepare now?

Two forces will define the future. Volatility and sustainability.

Volatility, because politics and weather will keep redrawing trade maps. Sustainability, because regulators and customers will not compromise anymore.

For buyers, the lesson is clear. Build flexibility into your logistics. And work with partners who see the risks before they hit. That is what will keep supply chains moving in the years ahead.