Cargo Freight Portugal Summit: Reflections on an Event Shaping the Future of Logistics
The first edition of the Cargo Freight Portugal Summit 2025, organized by Supply Chain Magazine, was truly a milestone for the transport and logistics sector in Portugal. On March 12th and 13th, the Meliá Ria Hotel & Spa in Aveiro became a reference meeting point for professionals, experts, and decision-makers, providing a high-quality space for debate on the challenges and opportunities shaping the future of global transport chains.
It is impossible to talk about this event without highlighting the brilliance of the organization, which succeeded in creating an inspiring atmosphere filled with relevant and up-to-date content. The choice of diverse thematic panels, featuring renowned speakers and different perspectives, raised the bar for sector events in Portugal. Supply Chain Magazine once again demonstrated its ability to promote top-quality meetings, maintaining the rigor and depth that characterize its editorial approach.
In addition to the quality of the content and the relevance of the topics covered, I was also impressed by the audience's caliber. It was evident that the attendees not only had a deep understanding of the issues discussed but were genuinely interested in deepening their knowledge and sharing experiences. The diversity of perspectives — from technology companies to logistics operators, sustainability specialists, and academics — ensured a balanced and enriching debate. It was, without a doubt, a unique opportunity to reflect on digital transformation, sustainability, and operational resilience with an audience of high technical competence and strategic vision.
The first major takeaway from this event was the clear understanding that digital transformation is no longer a trend but a competitive requirement. It became evident that, although many companies have already made significant strides in digitizing their operations, there is a disconnect between the installed technological capability and its effective integration into day-to-day processes. In other words, we have more technology available than we are prepared to use. This mismatch often results in partial adoption and a lack of adequate training for teams, creating innovation islands that contribute little to the overall performance of the supply chain. True transformation involves a cultural shift that puts technology at the service of people, rather than the other way around.
Moreover, it became clear that there is still a long way to go in integrating digital tools with existing systems. The interoperability between platforms and the ability to orchestrate different technologies to create a continuous flow of information remains a significant challenge. In this context, collaboration with technology partners and investment in human resource training are fundamental pieces to make a difference.
Another aspect worth highlighting is operational resilience, which, despite having gained relevance in recent years, is still being addressed in a somewhat insufficient and unstructured manner. Risk management cannot be a reactive effort but must be an integrated process within operational strategy. The event showed that the companies that best responded to recent crises were precisely those that invested in predictive planning and diversified, robust partner networks. However, most stakeholders still seem to be at a stage where risks are only identified after they materialize, leading to delayed and often ineffective responses.
Sustainability was, of course, an omnipresent topic at the Summit, and rightly so. However, what caught my attention was how this conversation is evolving. We are no longer just talking about good environmental practices or the need to reduce emissions but rather about an integrated approach that includes reverse logistics, circular economy, and transparency throughout the value chain. Yet, there remains a gap between intention and practice. We talk a lot about what needs to be done, but there are still few concrete examples of companies that have genuinely integrated sustainability as a strategic pillar rather than as a response to regulatory or market pressures.
Finally, it is impossible not to mention the topic of the shortage of drivers and the ongoing impact this scarcity has on the sector. While there is increasing talk of automation as a solution, the event made it clear that digitizing processes alone will not solve this problem. Valuing the profession, improving working conditions, and adopting a more human approach to attract new generations are, in my view, critical points that cannot be overlooked.
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