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On the way to work on Friday 21 March, most Londoners would have experienced severe delays to the Elizabeth Line, while approximately 200 holiday-goers and -comers would have found their trips diverted. This was the result of a power cut, caused by a fire at an electrical substation, which closed Heathrow Airport for 200 hours.
This closure has instigated concern surrounding supply chain resilience and risk management, particularly on overdependence on single transit points.
According to Parcelhero, the airport’s closure disrupted the supply of over £5.43 million worth of goods. This includes losses from spoiled perishable goods, aircraft rescheduling costs, idle production lines, and the complex logistics of rerouting freight through alternative airports like Gatwick and Stansted.
Key exported products such as salmon, books, and medicines, along with critical imports like chemicals, plastics, and perishable goods, were significantly impacted by the airport’s closure.
The closure was particularly impactful for European and transatlantic trade, given Heathrow’s crucial role as the UK’s primary international airport.
Cargo companies and logistics providers quickly adapted to the crisis. Some, like PML Seafrigo, offered collection services from alternative airports and worked to reroute goods. Despite the airport reopening, cargo facilities at Heathrow and alternative London airports continued to face significant scheduling and volume challenges in the aftermath of the closure.
In 2024, Heathrow Airport handled 1.5 million tonnes of cargo, valued at £216 billion, which is 70% of all UK cargo.
The event elucidated how vulnerable these crucial supply chains are to gridlock. Heiko Schwarz, Global Supply Chain Risk Advisor at Sphera, said: “Whether it’s this fire, the Icelandic ash cloud in 2010, or the Suez Canal blockage in 2021, these incidents underscore the need for end-to-end visibility, scenario planning, and supply chain diversification.”
