A WCL perspective on market dynamics, structure, and entrepreneurial decision-making
German and international logistics are undergoing a phase of profound structural change. Geopolitical tensions, volatile markets, rising costs, regulatory requirements, and increasing margin pressure are shaping the environment in a lasting way.
In our conversations with owners, managing directors, and shareholders, one thing becomes clear:
What was long perceived primarily as an operational business has evolved into a complex interaction of supply chain management, regulation, financing, leadership, and ownership structure.
For mid-sized logistics companies in particular, the focus is no longer solely on efficiency in day-to-day operations, but on the long-term strategic viability of the entire organization.
Logistics Is No Longer Just About Transport
Whether freight forwarding, contract logistics, project logistics, or specialized service providers — we repeatedly encounter similar strategic questions:
- How resilient is the business model in the face of market fluctuations?
- Is the organization scalable and structurally sound?
- To what extent does the company depend on individual people, customers, or markets?
- Are leadership and governance prepared for future requirements?
These questions often arise long before concrete steps such as growth, investment, succession, or a sale are planned. This is precisely what makes them strategically relevant.
The Wave of Insolvencies in Germany – A Relevant Signal for Logistics
One topic that currently features prominently in many discussions is the development of corporate insolvencies in Germany. In recent months, insolvency figures have risen significantly, reaching a level not seen for many years.
The transport and logistics sector is particularly affected, with above-average insolvency rates. Small and mid-sized logistics companies, in particular, are under considerable pressure due to:
- rising energy, labor, and financing costs
- persistently low margins combined with intense competition
- payment delays or insolvencies among customers
- limited liquidity buffers
In addition, domino effects along supply chains play a critical role: when one market participant comes under pressure, logistics service providers are often affected immediately.
From a WCL perspective, this development is less a short-term anomaly and more a structural warning signal. It underscores how essential forward-looking planning, robust structures, and clear decision-making processes have become.
Leadership, Structure, and Ownership Are Closely Intertwined
Another aspect gaining importance in this context is the close connection between leadership, organization, and ownership structure.
In our work, we repeatedly see that companies with clear governance, defined responsibilities, and professionally structured leadership teams have significantly more strategic options — regardless of whether growth, succession, or an M&A process is imminent.
Leadership is therefore not merely an operational issue, but a central value driver and a key factor for stability in uncertain market conditions.
The Time Factor – Often Underestimated, Yet Decisive
Many strategic topics are only addressed once pressure has already increased. Experience shows that time is one of the most critical success factors.
Companies that address structure, leadership, and ownership questions at an early stage benefit from:
- higher-quality decision-making
- greater strategic flexibility
- reduced risk
- a stronger starting position for future steps
WCL Market Observations
Currently, we observe:
- growing demand for analytically and strategically strong leaders
- increasing importance of compliance, customs, and trade expertise
- heightened sensitivity among shareholders and investors regarding governance
- more confidential conversations without immediate triggers, yet with substantial strategic depth
These signals clearly indicate that the market is evolving — quietly, selectively, and with a long-term perspective.
Conclusion
2026 will not be a year of rapid decisions, but one of deliberate preparation.
Logistics companies that focus today on structure, leadership, and strategic clarity are laying the foundation for stability, growth, and entrepreneurial freedom.
Not every decision needs to be made immediately.
The right moment begins with the right conversation.
Strategic questions around structure, leadership, and ownership models can rarely be answered in isolation – and certainly not under time pressure.
Especially when it comes to topics such as company sales, succession planning, or participation models, it is advisable to involve a neutral and experienced perspective at an early stage. Not to make immediate decisions, but to structure options clearly and understand available room for maneuver.
Martin Sieg has been supporting entrepreneurs in the logistics sector for many years in addressing precisely these issues – discreetly, analytically, and with a deep understanding of entrepreneurial dynamics.
An initial conversation is not about making a decision, but about gaining orientation.
And that is often where the greatest value lies.