Chapter One: Building a Future-Proof Cold Chain Logistics Infrastructure
Summary
The pharmaceutical cold chain remains one of the most mission-critical elements of global healthcare delivery – as well as one of the most vulnerable. Our survey highlights that leaders see customs clearance (28%) and in-transit handovers (24%) as the weakest links, followed by airport/port handling (18%) and warehouse storage (16%).
These findings reflect the reality that transfer points, where products pass through multiple actors and environments, remain the most exposed to temperature excursions and quality risks. By contrast, only 1% cited return logistics and 3% first-mile transport, suggesting that greater controls exist earlier in the supply journey.
When asked about their top cold chain priorities for the next 12 months, supply chain leaders provided a rich variety of responses. Several themes stand out: technology and data innovation (such as predictive AI, blockchain pilots, and IoT tracking), operational resilience (from backup infrastructure to rapid response teams), training and workforce readiness, sustainability initiatives (eco-packaging, solar refrigeration, carbon reduction), compliance and audit preparedness, and collaboration with partners, customs, and hospitals. Collectively, these answers reveal an industry focused on layering innovation with discipline, ensuring that both people and systems are equipped to manage complexity.
Investment priorities echo these ambitions. The majority of respondents are evaluating blockchain and chain-of-custody technologies (64%), alongside data analytics platforms (54%) and AI/ML for predictive risk alerts (53%). These technologies signal a shift from reactive to proactive resilience, with digital traceability and real-time intelligence forming the backbone of future-ready networks. Condition monitoring (44%) remains a mainstay, while tools like digital twin modelling (32%) are still in the exploratory phase.
On regulation, 63% describe themselves as “mostly prepared, with some gaps,” while 26% are in the early stages. Only 11% consider themselves fully ready, underlining compliance as a universal but unevenly advanced priority. Encouragingly, no respondents said they were unprepared.
Finally, contingency planning is robust: re-shipment protocols (62%), dynamic route re-planning (61%), emergency courier handoff (57%), backup packaging (53%), and insurance (51%) were all widely reported. Taken together, these findings illustrate an industry moving towards multi-layered resilience, prevention, prediction, and contingency - anchored in a forward-looking vision of cold chain integrity.
Question 1: Which stage of your cold chain logistics process do you consider the most vulnerable to temperature excursions or quality loss?
Customs clearance
In-transit handovers
Airport/port handling
Warehouse storage
Last-mile delivery
First-mile transport
Return logistics
“This year’s LogiPharma conference brought together industry professionals from Europe and beyond to discuss key challenges and innovations in pharmaceutical logistics. From our knowledge and database, customs clearance and airport handling remain the most vulnerable stages in the cold chain, underscoring the need for greater resilience at these points.
The riskiest minutes aren’t the fastest ones—they’re the least structured ones; every additional handover widens the window for temperature drift and documentation mismatch. In cross-border pharma, process choreography often matters more than raw speed—predictable custody with time-stamped steps is what QA teams trust."
Jansen Stafford, Regional Head of Cargo Europe, Cathay Cargo
Question 2: Which of the following technologies are you investing in or evaluating to strengthen cold chain resilience in the next 12–18 months?
(Respondents were asked to select three options)
Blockchain or chain-of-custody tech
Data analytics platforms for shipment intelligence
AI/ML for predictive risk alerts
Automated packaging solutions
Condition monitoring (temperature, humidity, vibration)
Digital twin modelling
“Survey respondents are prioritising technologies like blockchain and data analytics platforms for enhanced shipment intelligence over the next 12–18 months. On regulations, most stakeholders feel generally prepared but acknowledge gaps, with contingency plans commonly including shipment protocols, dynamic route re-planning and backup packaging.
Packaging is only as protective as the environment it transits—apron dwell and handover cadence are decisive. The market is weighing reusable high-performance containers against cost and ground practicality, with lane- and season-specific guidance proving most useful. Many leaders noted that while their organisations are embracing AI, integration is still inconsistent; AI-driven demand sensing for new product launches is emerging, with insights complementing human judgement. A major barrier remains internal resistance to change, which continues to slow broader adoption.”
Jansen Stafford, Regional Head of Cargo Europe, Cathay Cargo
Question 3: How well prepared is your organisation to meet evolving global regulations on pharmaceutical cold chain integrity (e.g., EU GDP, FDA, WHO)?
Mostly prepared, some gaps
In early stages of compliance planning
Fully prepared across all markets
“Compliance is non-negotiable. Alongside safety, it is the top priority, which means we are always preparing and ensuring readiness. We want to stay ahead of regulations. Even though certain regulations are not yet mandatory and won’t be for years, we are already progressing toward implementation because we know it’s coming and don’t want to rush at the last minute – as an example, electronic leaflets, for which we have developed the technology and are deploying as an environmental advantage, but knowing it’s a matter of time until it becomes mandate. Focus on compliance drives our priorities, and while not every company moves at the same pace, larger organisations like ours tend to lead because we have the resources. Smaller companies often follow later, but for us, being proactive is essential."
David Ruiz Perret, Strategy & Execution Lead Digital Supply Chain, MSD
Question 4: What contingency strategies do you have in place to respond to cold chain failures or disruptions? (Respondents were asked to select all that apply)
Re-shipment protocols
Dynamic route re-planning
Emergency courier handoff
Backup packaging and insulation
Insurance or financial risk transfer
"Insurance is important, especially when values are high, but it’s equally critical to have strong reshipping capabilities. One addresses financial loss, while the other addresses urgency — for example, if a patient is waiting for an item, you can’t simply rely on insurance compensation.
In practice, this means being able to quickly reship products, even if it requires reallocating items between clients. If goods meant for Client B need to be redirected to Client A because of timing, we have to make that adjustment. Ultimately, the priority is to identify and fulfil the most urgent shipment, regardless of the circumstances."
Stefano Chiei, Director Operations EMEA/EE, Advanced Bionics
"Insurance is important, especially when values are high, but it’s equally critical to have strong reshipping capabilities. One addresses financial loss, while the other addresses urgency — for example, if a patient is waiting for an item, you can’t simply rely on insurance compensation.
In practice, this means being able to quickly reship products, even if it requires reallocating items between clients. If goods meant for Client B need to be redirected to Client A because of timing, we have to make that adjustment. Ultimately, the priority is to identify and fulfil the most urgent shipment, regardless of the circumstances."
Stefano Chiei, Director Operations EMEA/EE, Advanced Bionics
