Survey EU

Businesses target European growth despite customs barriers

Sep 2, 2026 | , ,

UK businesses remain positive about their prospects in Europe, but customs complexity, compliance costs and uncertainty over future trading arrangements may limit the potential for faster growth.

That is the picture emerging from Metro’s latest customer survey, which asked businesses how they expect their EU trade to develop during 2026-27 and what would make cross-border trade easier.

The survey followed Metro’s recent review of the UK’s evolving international trade relationships, including ongoing discussions designed to improve elements of the UK-EU trading environment.

While negotiations between the UK and EU continue, the responses suggest businesses are not waiting for political agreements before pursuing growth. Instead, many are already looking at new products, markets and logistics strategies, while seeking practical ways to reduce the friction associated with European trade.

Almost three quarters expect EU trade to grow

The strongest signal from the survey is confidence.

More than 72% of respondents expect their EU trade to increase over the next 12 months, evenly divided between those anticipating significant growth and those expecting a more modest increase.

This is significant because the relationship has not become operationally simple. Companies continue to deal with customs declarations, VAT considerations, border processes and differing regulatory requirements, but these obstacles do not appear to have materially weakened their appetite to trade.

Respondents expecting growth are not primarily relying on established customers buying more.

Almost two-thirds identified new products or services as a growth driver, making this by far the most selected response. That distinction matters.

European growth appears increasingly linked to active business development rather than organic increases in existing trade. New products and markets can create more complex supply chains, placing greater emphasis on customs, VAT, transport and inventory planning.

Road remains dominant, but businesses are open to alternatives

Accompanied road freight remains the most widely used option, with 80% of respondents currently using it, but they are also using or considering a much broader mix of solutions.

Short-sea shipping already has over 60% penetration, while unaccompanied road freight is established among almost 50% of respondents. Rail and intermodal stand out because interest in considering these services (35%) is considerably higher than the current 18% usage.

Accompanied road freight may remain the default solution for many UK-EU movements, but businesses increasingly benefit from being able to switch between modes and accompanied or unaccompanied, depending on cost, capacity, urgency and border conditions.

Customs friction dominates customer concerns

When respondents were asked what would most improve their ability to trade efficiently with the EU, one issue stood well above the others, with 82% selecting fewer customs formalities and border delays.

Cost and regulatory certainty were the next largest concern, with 55% selecting lower transport and compliance costs, while the same proportion wanted greater clarity over future UK-EU trade rules.

More than a third highlighted simpler VAT and fiscal-representation arrangements.

Together, these findings suggest businesses are less concerned about whether European opportunities exist than about the administrative and financial complexity involved in exploiting them.

That includes avoiding customs errors, preventing unnecessary delays, establishing the correct VAT arrangements and understanding how regulatory changes will affect future supply chains.

More than a quarter of respondents identified simpler food and drink certification requirements as one of the changes that would improve EU trade.

Negotiations over sanitary and phytosanitary standards are intended to reduce some of the inspections, certificates and border requirements affecting agri-food movements.

Compliance support is the service customers value most

Perhaps the most decisive result came when businesses were asked which logistics services would make it easier to grow or operate within the EU. 80% selected customs clearance and compliance support.

Alternative road, short-sea or intermodal transport solutions ranked second at 40%, followed by fiscal representation at 30%.

If customs formalities are the principal obstacle, businesses naturally place the greatest value on expertise capable of removing that obstacle.

For a company entering a new EU market, getting classification, declarations, origin, documentation, VAT and fiscal obligations right from the outset can be just as important as selecting the right transport service.

What the findings mean for successful European trading

Taken together, the survey points towards several practical priorities for businesses targeting EU growth.

Build customs into the commercial strategy. Consider classification, origin, documentation and importer responsibilities before entering a market, rather than when goods are ready to move.

Look at total landed cost. Freight is only one component; customs administration, VAT, compliance, inventory and border delays can all affect profitability.

Maintain modal flexibility. Accompanied road remains important, but unaccompanied, short-sea and intermodal alternatives can provide valuable options as cost, capacity and requirements change.

Plan expansion market by market. New products and new markets can introduce different customs, VAT, regulatory and logistics requirements that need to be understood from the outset.

Watch UK-EU negotiations, but do not wait for them. Future agreements may reduce friction, but businesses can already improve European trade through better customs management, routing and supply-chain planning.

Customs, compliance, cost and regulatory uncertainty remain prominent concerns. Businesses best positioned for growth will be those that treat logistics and customs as part of their European market strategy rather than simply an operational requirement.

Metro combines European freight solutions with customs expertise and supply-chain support, helping businesses assess routes, manage cross-border requirements and build flexible solutions as their European trade develops.

As UK-EU arrangements continue to evolve, that combination of compliance, flexibility and forward planning can help turn confidence in European markets into sustainable growth.

EMAIL Andrew Smith, Metro’s Managing Director.

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Employee engagement reaches record levels across Metro

Aug 5, 2026 | , ,

Metro's latest employee engagement survey has delivered our strongest results yet, with colleagues reporting significant improvements across every key area measured.

With a 74% response rate across our UK, India and US operations, the survey provides a valuable snapshot of how colleagues feel about working at Metro and where we should continue to focus our efforts.

The results reflect the progress we've made over the past year and reinforce our belief that creating a positive workplace culture is fundamental to delivering great service for our customers.

Engagement continues to strengthen

Overall employee engagement increased to 82%, up from 68% in the previous survey, while every major category recorded year-on-year improvement.

Among the strongest-performing areas were:

  • Purpose: 84%
  • Leadership: 84%
  • Growth: 80%
  • Wellbeing: 78%

The improvements across every category demonstrate the positive impact of continued investment in leadership, employee development and workplace wellbeing.

What colleagues value most

The survey highlighted several themes that consistently define the Metro experience.

Colleagues told us they value:

  • supportive leadership and approachable managers
  • a culture built on trust and accountability
  • the freedom to make decisions and take ownership
  • understanding how their role contributes to the wider success of the business

These qualities help create an environment where people feel trusted, empowered and able to make a meaningful contribution.

Turning feedback into action

Our engagement survey isn't simply about measuring satisfaction. It helps us understand where we're succeeding, where improvements can be made and how we can continue building a stronger organisation.

The feedback received will help shape future priorities across our business, ensuring we continue investing in the areas that matter most to our colleagues.

Listening to employees and responding to what they tell us remains an important part of our Progressive value and our commitment to continuous improvement.

Building on strong foundations

While we're delighted with this year's results, we know that building a great workplace is an ongoing process rather than a destination.

We're grateful to every colleague who took the time to share their views. Their feedback helps us strengthen our culture, support our people and continue building a business where everyone has the opportunity to grow, contribute and succeed.

If you, or someone you know, would like to work with a progressive colleague-focused business, please EMAIL Paul Moss with a CV and covering letter.

container loading

Why more importers are rethinking FCL during peak season pressure

Jun 9, 2026 | , , , , , , , , , , , , ,

Metro’s LCL Optimised Solution lets shippers move smaller, more frequent orders without paying for empty container space, freeing up working capital and easing the current squeeze on capacity.

As peak season tightens capacity across the major east-west container trades, many importers are reassessing whether shipping partially filled containers still makes commercial sense.

With space tighter, container equipment under pressure and freight markets increasingly volatile, Metro is seeing growing interest in flexible LCL (Less than Container Load) solutions that help businesses reduce costs, improve inventory flow and avoid paying for unused container space.

For many shippers, particularly those moving fluctuating or irregular cargo volumes, the traditional Full Container Load (FCL) model can tie up unnecessary working capital and create avoidable inefficiencies across the supply chain.

When LCL becomes more cost-effective

While FCL remains more cost-effective as shipment volumes scale, cargo volumes below 15 CBM are generally better suited to LCL solutions, while 15 to 20 CBM represents a tipping point where FCL and LCL options should be compared carefully.

That calculation becomes even more relevant during peak season periods, when under-utilised containers effectively mean paying premium freight rates for empty space.

However, the headline freight rate is only part of the picture. Many origin and destination charges, including customs clearance, documentation and terminal handling, apply whether cargo moves as FCL or LCL. The real saving often comes from avoiding under-filled containers and reducing indirect costs linked to excess inventory.

Metro’s LCL Optimised Solution

Metro’s Optimised Solution converts under-utilised 20′ and 40′ FCL shipments into LCL by loading cargo into Metro’s own consolidated containers alongside compatible freight from other customers. This improves container utilisation while giving customers access to guaranteed capacity during peak periods without paying for unused space.

Customers benefit from lower freight costs per cubic metre compared with similar volumes moving in partially filled FCL containers, alongside reduced administration and handling complexity through simplified pricing and regular consolidated departures.

Although LCL shipments naturally involve additional consolidation and deconsolidation handling, Metro’s priority processes for LCL conversions minimise disruption, reduce risk and maintain cargo integrity throughout the shipment process.

The overall result is a more flexible and commercially efficient shipping model for importers whose cargo volumes no longer justify dedicated FCL space on every movement.

Reducing inventory pressure and improving flexibility

Smaller and more frequent shipments help reduce the amount of cash tied up in bulk inventory while also lowering storage pressure and dwell time at origin.

Businesses gain greater flexibility to respond to changing demand patterns without committing to large inventory positions weeks or months in advance. In volatile market conditions, that flexibility can become a major operational advantage.

Metro’s regular consolidated departures also help customers reduce origin delays and improve supply chain responsiveness during periods of disruption, particularly when container shortages and rolling bookings are affecting traditional FCL movements.

As market conditions remain volatile and peak season pressure continues building, many importers are reviewing whether every shipment genuinely requires a full container, or whether a smarter consolidation strategy could unlock greater efficiency across the supply chain.

Metro’s Optimised LCL Solution helps customers reduce freight costs, free up working capital, secure guaranteed space and avoid paying for under-utilised containers during volatile market conditions.

If you would like to explore whether converting FCL shipments into Metro’s consolidated LCL solution could improve your supply chain efficiency, save money and improve your cash flow, EMAIL Key Account Director Jane Kenny.

NYC 1440x1080 1

U.S. Supply Chains Grapple Cost Pressures and Uncertainty

May 28, 2026 | , , , , , , , , ,

Heading into the second half of 2026 shippers face, a politically charged USMCA review, an early tightening on the trans‑Pacific, and war‑driven fuel costs pushing up inland transport prices across North America. 

Together, they are rewriting the assumptions many companies use for peak‑season planning, pricing and inland network design.

USMCA stability at stake for North American production

The United States–Mexico–Canada Agreement (USMCA) reaches its first scheduled “joint review” on 1 July 2026, six years after it took effect. The three governments must decide whether to confirm the deal through 2042, seek adjustments, or signal opposition that could trigger renegotiation and, in the worst case, open the door to an eventual sunset in 2036 if no resolution is found.

Manufacturing across North America, and especially in the automotive sector, has a lot riding on the outcome. Automotive trade accounts for roughly 20–25% of total USMCA trade flows, making it the single largest sectorial user of the agreement. Since 2020, higher regional content requirements and labour‑value rules have already reshaped sourcing patterns for OEMs and tier suppliers, driving more production and component sourcing into Mexico, the U.S. and Canada.

Industry groups on all sides of the border are pushing for a stable, growth‑oriented review that preserves tariff‑free access and gives long‑term visibility to investors. At the same time, policymakers are signalling that the review will not be a formality. Areas likely to come under scrutiny include automotive rules of origin and tracing, enforcement of labour and environmental commitments, energy and state‑owned enterprise disputes, digital trade and data rules, and the role of Chinese investment and components in North American supply chains.

For U.S. manufacturers and importers, this means the next 12–18 months are a critical window to:

  • Verify that products truly qualify under current USMCA rules and identify any borderline cases.
  • Model how tighter regional content or new tracing requirements could change compliance status and cost.
  • Stress‑test footprint and sourcing decisions, particularly where there is high China content flowing via Mexico or Canada into the U.S.

Trans‑Pacific signs of an early peak

Eastbound trans‑Pacific trades are already showing signs of an early peak‑season, with container spot rates from Asia to the U.S. west and east coasts climbing sharply on the back of May general rate increases, as carriers tighten capacity and push through surcharges.

Recent data shows:

  • Spot rates from major South China ports to the U.S. west coast rising almost 100% on levels from only weeks earlier.
  • Asia–U.S. east coast spot rates climbing by 50–60% over a similar period, with some indices even higher.
  • Carriers rolling out peak season surcharges and emergency fuel surcharges ahead of the usual schedule, with higher amounts signalled for late June and 1 July.

Several dynamics are driving this early tightening:

  • Importers are front‑loading orders to get ahead of further cost increases later in the year, including potential tariff changes and bunker‑linked adjustments.
  • Vessel diversions around southern Africa to avoid Red Sea and Gulf of Aden risks, coupled with congestion at some Asian load ports, are absorbing capacity and disrupting schedules.
  • Capacity additions have lagged demand on key lanes, and carriers are using blank sailings and service adjustments to keep utilisation high.

We expect some rate relief later in the summer if additional capacity returns and front‑loaded volumes drop off, but the near‑term picture is one of elevated spot rates and tight space as peak‑season volumes converge with constrained supply.

Trucking and inland costs rise on fuel‑driven inflation

War‑driven fuel prices are pushing trucking and intermodal costs sharply higher, even before demand has fully recovered.

Since the escalation of conflict involving Iran, U.S. retail diesel prices have moved from just under USD 4 per gallon to around USD 5.60 per gallon on average, with some regions significantly higher. This jump has fed directly into trucking Producer Price Index (PPI) measures:

  • Truckload and LTL PPIs have risen markedly in recent months, reversing a multi‑year period of freight deflation;
  • Spot truckload rates on long‑haul lanes have climbed to their highest levels since 2022, with average per‑mile prices up more than 25% year‑on‑year in some benchmarks;
  • Higher fuel and capacity discipline are also starting to pull contract rates up, with increases spreading from truckload into LTL and intermodal.

It is worth noting that these increases are being driven largely by supply‑side constraints, reduced capacity, higher fuel costs and more disciplined carrier pricing, rather than by booming freight demand. For shippers, that means transport inflation can persist even if volumes remain only modestly above 2025 levels.

Metro’s CEO Grant Liddell and Managing Director Andrew Smith will be visiting U.S. offices and customers next week, to review operations and discuss these challenges on the ground, to help shape next‑step plans.

If you’d like to sense‑check your outlook for the second half of 2026 – from USMCA exposure and sourcing footprints to peak‑season capacity and inland cost pressures you can EMAIL Andrew directly or connect with the Metro Global USA team.

Category: Metro

EU | Exports | Metro

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