On 08 July 2026, the Government of Vietnam issued Decree No. 275/2026/ND-CP on administrative penalties for violations in the field of chemicals and industrial explosives.

The Decree will officially take effect from 25 August 2026, replacing the relevant regulations under Decree No. 71/2019/ND-CP, as amended by Decree No. 17/2022/ND-CP.

Manufacturing enterprises that import, use, store or handle chemicals as raw materials, additives or supporting substances in their production processes should also review their current compliance status.

The key question for manufacturers is not simply “How much is the penalty?” but whether their licenses, chemical documentation, declared information and actual factory operations remain consistent with one another.

• Safety conditions for chemical manufacturing, trading and storage services;
• Certificates and licenses for conditional chemicals and specially controlled chemicals;
• Chemical trading and storage activities;
• Declaration of imported chemicals;
• Import and export of regulated chemicals;
• Updating information in the specialized chemical database;
• Chemical classification under the GHS system;
• Safety Data Sheets (SDS/MSDS);
• Registration and management of new chemicals.

For an organization committing the same violation, the monetary penalty is generally twice the amount applicable to an individual.

Individuals: VND 3 million – VND 50 million

Organizations: VND 6 million – VND 100 million per violation

However, the monetary fine may not always be the most significant business risk.

Certain violations may also result in additional penalties or remedial measures. In cases involving imported chemicals, depending on the specific violation, the enterprise may also face measures such as compulsory removal of goods from Vietnamese territory or re-export.

For FDI manufacturers, such consequences may directly affect:

• Raw-material import schedules;
• Customs clearance;
• Production plans;
• Delivery commitments;
• Overall supply-chain continuity.

• Does the enterprise require a specialized license or certificate for the relevant chemical activity?
• Are all existing licenses and certificates still valid?
• Does the registered operating location correspond with the actual location?
• Is the actual manufacturing, trading or storage scale within the approved scope?
• Have required amendments or reissuance procedures been completed following changes in company information, operating location or business activities?

The more important question is whether the actual conditions are appropriate for the chemicals being stored and the scale of operations.

• Chemical safety regulations and internal rules;
• Warning signs and hazard information;
• Chemical segregation and storage arrangements;
• Safe operating procedures;
• Emergency-response equipment;
• Warehouse and factory conditions appropriate to the type and quantity of chemicals handled.

• Accuracy of imported chemical declarations;
• Invoices and supporting commercial documents;
• Safety Data Sheets;
• Information required to be updated after importation;
• Whether the chemical is subject to declaration requirements or qualifies for an exemption.

Actual chemical → Composition/CAS Number → GHS Classification → SDS/MSDS → Label → Import Declaration → Specialized Chemical Database

• Chemicals are correctly classified under the applicable GHS requirements;
• SDS documents accurately reflect the actual chemical composition;
• Vietnamese-language SDS information is complete where required;
• Labels and declarations are consistent with the SDS;
• Information recorded in the specialized chemical database remains accurate and up to date.

• Supporting documentation;
• Specialized database information;
• Valid licenses and certificates;
• Compliant storage conditions;
• Records of chemical activities;
• Consistency between imported materials and chemicals actually being used at the factory.

Chemical compliance should be treated as an ongoing control process rather than a one-time import procedure for each shipment.

Purchasing – Import/Export – Production – Warehouse – EHS – Customs

• Chemical composition or CAS information in the SDS is inconsistent;
• A regulated chemical has not been properly identified;
• The enterprise’s existing license no longer reflects its actual operations;
• Declared information differs from internal factory records;
• Storage conditions do not satisfy applicable requirements.

Therefore, THT recommends that manufacturers do not wait until a shipment encounters problems or an inspection is initiated before conducting a compliance review.

Industrial Logistics & Customs Compliance for FDI Factories

01 — Review the complete list of chemicals currently being imported, used, traded or stored.

The review should not be limited to products officially described internally as “chemicals”. Raw materials, additives, solvents, treatment substances and production-supporting chemicals may also need to be assessed.

02 — Match each chemical against its applicable compliance requirements.

For each chemical, enterprises should verify the relevant:

• License or certificate requirements;
• SDS/MSDS;
• Import declaration obligations;
• GHS classification;
• Specialized management requirements;
• Applicable exemptions, where relevant.

03 — Compare legal documentation with actual factory operations.

The purpose is to determine whether:

remains consistent.

• Shipments being held;
• Raw materials arriving late;
• Compulsory re-export;
• Production interruptions;
• Unexpected compliance issues during inspections.

Proactive Chemical Compliance

Review before the Decree takes effect — not after a shipment encounters a problem.

Download the full text of Decree No. 275/2026/ND-CP

Infographic: Key areas enterprises should review before 25 August 2026 – available above.

Need support reviewing your chemical compliance?

THT Cargo Logistics supports FDI manufacturers in reviewing imported chemical documentation, SDS/MSDS, chemical declarations, specialized licenses and compliance risks that may affect customs clearance and production continuity.

THT CARGO LOGISTICS

Logistics expert for FDI enterprises

Industrial Logistics & Customs Compliance for FDI Factories

Disclaimer: This article is prepared by THT Cargo Logistics for regulatory updates and general compliance awareness. The actual application of Decree 275/2026/ND-CP should be determined based on the specific chemical, intended use, type of business activity and actual documentation of each enterprise. This content does not replace a case-specific legal or regulatory assessment.

Opportunity 1: Competitive Advantage from the 20% Reciprocal Tariff

The 20% reciprocal tariff, reduced from the originally proposed 46% in April 2025, helps Vietnamese exports remain competitive in the U.S. market.

Compared with ASEAN competitors such as Thailand (36%), Malaysia (25%), and Cambodia (36%), Vietnam enjoys a clear advantage in sectors such as electronics, textiles, furniture, and seafood. For FDI manufacturers with well-prepared origin documentation and sufficiently flexible logistics operations to meet delivery deadlines, this creates an opportunity to maintain and expand market share in the United States during the second half of the year.

Opportunity 2: Northern Vietnam Port Infrastructure Is Improving Rapidly

In the first five months of 2026, the Lach Huyen Port area (Hai Phong) recorded throughput growth of 53.4% year-on-year, significantly outperforming the overall Hai Phong area growth rate of 11.8%, driven by the operation of Berths No. 3–4 and No. 5–6.

For FDI manufacturers in Northern Vietnam that have not yet shifted export cargo bound for the U.S. and Europe to direct services via Lach Huyen, this is an appropriate time to reassess their port strategy.

Opportunity 3: Continued Supply Chain Relocation from China to Vietnam

FDI exports are expected to remain the primary growth driver of Vietnam’s exports, supported by the strong recovery in global electronics demand, the ongoing relocation of global supply chains to Vietnam, and production expansion by multinational corporations. FDI manufacturers capable of increasing production capacity while maintaining sufficient logistics capability will directly benefit from this shift in export orders.

Review the Annual Logistics Budget Using Current Market Conditions

The annual budget was prepared using Q1 freight rates, fuel costs before the escalation around the Strait of Hormuz, and without Peak Season Surcharges (PSS). All three cost components have changed significantly. Manufacturers should update their logistics budget and report any required adjustments to management as early as possible rather than waiting until quarter-end invoices reveal budget overruns.

Book Ocean Freight 2–3 Weeks Earlier Than Normal for Q3–Q4 Shipments

This year’s peak season began earlier than expected in early June. For shipments planned between August and November, the optimal booking window is during July and August rather than waiting until cargo is nearly ready, when vessel availability becomes limited and freight rates are typically higher.

Update Customs Declaration Procedures in Accordance with Circular 86/2026 and New Regulations Effective July 1

As export volumes increase during the second half of the year, the number of customs declarations rises accordingly, along with the risk of system errors if procedures have not been updated. These changes should be completed before the peak shipping season rather than while handling urgent export shipments.

Establish Contingency Inland Transportation Plans for Q4 Export Shipments

The shortage of container truck drivers is a structural issue that is expected to become more severe during October and November when export demand peaks. Manufacturers should identify at least two inland transportation providers for each regular port route and schedule trucks at least 48–72 hours earlier than normal.

Review Origin Documentation for Goods Exported to the United States Before Peak Shipping Season

The end of the year is both the busiest export season to the U.S. and the period when the likelihood of U.S. Customs conducting random origin verification increases. Manufacturers that have already prepared comprehensive documentation demonstrating substantial transformation can usually respond within two to three days, whereas those without proper documentation may require two to three weeks, potentially missing customer delivery deadlines.

Preparing Your Logistics Strategy for the Second Half of 2026?

THT Cargo Logistics works alongside FDI manufacturers to review logistics strategies for the second half of 2026, including vessel booking planning aligned with production schedules, customs compliance under newly effective regulations, and contingency inland transportation solutions for the Q4 peak season.

If your company is looking to optimize logistics planning, strengthen supply chain resilience, or evaluate the most suitable transportation strategy for your production and export operations, contact THT Cargo Logistics to discuss the best solution with our logistics specialists.

Logistics Market Update – July 2026

Scenario 1: Manufacturers Importing Raw Materials under FOB Terms from China, Taiwan, or South Korea

This group is affected both directly and immediately because they bear the freight costs themselves.

As intra-Asia freight rates rise in line with broader market trends, every import container arriving during Q3 becomes more expensive than during Q1 and Q2.

For manufacturers importing 30–50 containers per month, even an increase of only USD 100–200 per container creates a significant variance in quarterly logistics budgets.

The more complicated issue is that most manufacturers established their annual logistics budgets at the beginning of the year and do not have mechanisms to review them when market conditions change suddenly. Logistics departments are therefore caught between two pressures: they cannot control market freight rates, yet they must explain why actual logistics costs exceed the approved annual budget.

Scenario 2: Manufacturers Importing under CIF Terms (Supplier Pays Freight)

At first glance, this group appears unaffected because freight costs are borne by the supplier.

However, there are two hidden risks that should be monitored closely.

The first risk is that, during periods of rising freight costs, suppliers may choose lower-cost carriers or indirect shipping routes to optimize their own expenses.

As a result, cargo may arrive 5–10 days later than usual because vessels call at multiple transshipment ports, disrupting factory production schedules even though the logistics department receives no early warning of these routing changes.

The second risk is that rollover probability increases significantly during freight surges because suppliers themselves struggle to secure confirmed bookings. FDI manufacturers purchasing under CIF terms have little visibility into the actual booking status of their shipments and often only learn about rollovers when suppliers provide revised ETAs—typically one to two weeks later than originally planned.

Scenario 3: Manufacturers Exporting Finished Goods to North America or Europe

For export-oriented FDI manufacturers—particularly those in electronics, garments, and footwear—a 66.6% month-over-month increase on the Asia–North America trade lane directly affects export shipment costs when contracts are based on FOB or EXW terms, where buyers pay for freight.

However, if shipments are sold under CIF or DAP terms, the manufacturer bears these higher freight costs directly and cannot easily pass them on to buyers in the short term because commercial contracts have already been signed.

PSS and GRI Announcements from Shipping Lines Serving Your Trade Lanes

In a rapidly rising freight market, major shipping lines often announce both Peak Season Surcharges (PSS) and General Rate Increases (GRI), typically taking effect at the beginning of the following month. These announcements are usually released 2–3 weeks in advance.

If your manufacturing plant has bookings scheduled for August and has not yet secured confirmed bookings, these announcements should be closely monitored and incorporated into the logistics budget before freight invoices are issued.

Rollover Rates on Intra-Asia Shipping Routes

When shipping lines prioritize vessel capacity for higher-yield trade lanes, rollover rates on intra-Asia services also increase, meaning cargo that has already been booked may be postponed to the next sailing without early notification.

Request your freight forwarder to provide actual booking status updates for each shipment instead of relying solely on ETA information from the tracking system.

U.S. Reciprocal Tariff Policy and Transshipment Risks

According to the dashboard data, products identified as being transshipped from China through Vietnam are currently subject to a 20% reciprocal tariff plus an additional 40% penalty.

This creates two major impacts on the shipping market:

• Demand for export shipments from Vietnam to the United States increases significantly as manufacturers seek to leverage production facilities in Vietnam, placing additional pressure on Asia–North America shipping capacity.
• FDI manufacturers in Vietnam must ensure that exported products fully comply with applicable rules of origin to avoid being classified as transshipped cargo and becoming subject to higher tariff rates.

Long-Term Rate Agreements (LRA) with Shipping Lines or Freight Forwarders

During periods of rapidly increasing freight rates, negotiating quarterly or annual Long-Term Rate Agreements (LRA) with fixed pricing remains one of the most effective ways to protect logistics budgets. Stable FDI manufacturers with predictable monthly shipment volumes are generally well positioned to negotiate favorable LRAs by committing a minimum container volume.

Price Protection Clauses in Booking Confirmations

At a more practical level, for every new shipment booking, companies should request written confirmation from their freight forwarder stating that the quoted freight rate is the final rate applicable to that shipment and that no additional surcharges will be imposed before vessel departure. Although this appears straightforward, many manufacturers still overlook this practice, resulting in freight invoices that exceed the original quotation without a contractual basis for dispute.

Diversify Shipping Lines Instead of Relying on a Single Carrier

Under normal market conditions, consolidating shipment volumes with a single carrier may provide better freight rates. However, when freight rates surge and vessel capacity becomes limited, dependence on one shipping line creates a double risk: reduced pricing competitiveness and limited alternatives when rollovers occur. Maintaining relationships with at least two shipping lines on each critical trade lane provides genuine negotiating leverage.

Recalculate Landed Costs Under Different Incoterms Based on Current Freight Rates

As discussed in our previous article on Incoterms, the most suitable delivery term depends on the actual freight cost environment at a given time. During periods of sharply rising freight rates, terms that previously favored buyers arranging transportation independently (FOB) may no longer be optimal compared with suppliers negotiating CIF rates through consolidated shipment volumes. Landed costs should therefore be recalculated using current freight market conditions rather than relying on assumptions established at the beginning of the year.

Budget and Financial Planning

• Review Q3 and Q4 logistics budgets based on current freight market conditions, identify variances from the original annual plan, and report them early to management so appropriate budget adjustments can be made.
• For export contracts under CIF or DAP terms that remain effective during Q3–Q4, calculate the impact of higher freight rates on profit margins and evaluate opportunities to renegotiate commercial terms with customers.
• Include PSS contingencies in the logistics budget for all shipments booked between July and September, allowing at least USD 200–400 per container depending on the trade lane, rather than treating these charges as unexpected expenses upon receipt of freight invoices.

Booking and Vessel Schedule Management

• Shorten the booking window to approximately 3–4 weeks before cargo readiness rather than making last-minute bookings under current market conditions.
• Request booking confirmations that clearly specify the vessel name, voyage number, and confirmed freight rate. Avoid accepting “booking tentative” or “rate subject to confirmation at time of shipment.”
• Monitor rollover frequency by shipment. If the same trade lane experiences two consecutive rollovers, proactively switch to an alternative shipping line instead of continuing with the same carrier.
• Identify critical raw material SKUs and prioritize confirmed bookings for these items to avoid production disruptions caused by rollovers affecting essential materials.

Negotiation with Shipping Lines and Freight Forwarders

• Review current transportation contracts to determine which shipments already have locked freight rates and which remain subject to spot market pricing. Prioritize converting strategic trade lanes to fixed-rate agreements whenever possible.
• If shipment volumes are sufficient, begin discussions with freight forwarders during July–August to negotiate Long-Term Rate Agreements (LRA) for Q4/2026 rather than waiting until rates increase further.
• For congested intra-Asia trade lanes, ask freight forwarders to recommend alternative carriers with better capacity availability, even if they are less well known. During periods of limited vessel capacity, these alternatives may provide more reliable solutions.

Production Planning and Inventory Management

• Coordinate with the planning department regarding temporarily increasing safety stock levels for critical raw materials to approximately 6–8 weeks of production during Q3, compared with the normal 3–4 weeks.
• Identify raw materials supplied under CIF terms and proactively request actual booking status updates from suppliers instead of passively monitoring ETA information.
• For export orders with fixed delivery deadlines during Q3–Q4, arrange freight bookings at least two weeks earlier than usual to reduce the risk of vessel shortages or further freight increases.

Origin Compliance

• Review procedures for demonstrating Vietnamese origin for exports to the United States, ensuring that local value-added requirements are fully satisfied and supported by appropriate documentation.
• For manufacturers heavily dependent on Chinese-origin raw materials, consult legal advisors or logistics partners experienced in origin compliance to evaluate the risk of products being classified as transshipped goods.
• Maintain complete documentation supporting actual manufacturing activities in Vietnam—including BOMs, production processes, utility invoices, and labor records—to ensure readiness if U.S. Customs authorities or overseas buyers request origin verification.

Need to Optimize Logistics Costs in a Volatile Ocean Freight Market?

THT Cargo Logistics continuously monitors developments in the global ocean freight market, helping FDI manufacturers review booking strategies, evaluate suitable rate agreement options based on actual shipment volumes, and respond quickly to rollovers, schedule changes, or freight fluctuations that could affect production and delivery plans.

If your company needs the latest freight market updates, support in planning logistics for Q3–Q4/2026, or advice on optimizing transportation solutions for your shipping routes and product portfolio, contact THT Cargo Logistics today. Our logistics specialists are ready to recommend the most suitable solution for your operations.

Logistics Market Update – July 16, 2026

Scenario 1: Cargo Has Cleared Customs, but No Truck Is Available on Time

This is the most common scenario and the one that most directly leads to detention charges.

Once cargo has been customs-cleared and is ready for pickup at the port, the freight forwarder contacts the domestic trucking company to arrange a tractor unit. However, the trucking company may report that no truck is available that day—or even the following day—because there are not enough qualified drivers.

During this waiting period, the detention clock continues running. With detention free time typically limited to only 3–5 days and daily charges escalating rapidly, a transportation delay of just two or three days can result in substantial additional costs, even though no single party clearly bears responsibility for the delay.

Scenario 2: Truck Availability Does Not Match the Plant’s Receiving Schedule

Even when a truck is eventually assigned, the driver shortage often prevents trucking companies from committing to an exact delivery time. Instead, they can only provide broad delivery windows—for example, “sometime in the afternoon.”

For FDI manufacturers operating warehouse appointment systems or limiting the number of trucks accepted simultaneously, this uncertainty disrupts unloading schedules and may force deliveries to be postponed until the following day if trucks arrive outside designated receiving hours.

Scenario 3: End-of-Month and End-of-Quarter Peak Periods

The truck shortage becomes most severe at the end of each month and quarter, when shipping demand across the market increases simultaneously. FDI manufacturers with export deadlines or urgent raw material requirements during these periods must compete with hundreds of other shipments for the same limited pool of available trucks. In practice, companies with long-term relationships and priority arrangements with trucking providers are generally the ones that secure transportation first.

Scenario 4: Shipments Requiring Specialized Transportation

For manufacturers importing chemicals, hazardous cargo, or shipments requiring specialized equipment—such as refrigerated trailers, tank trucks, or low-bed trailers for oversized cargo—the shortage is even more critical. Not every driver possesses the certifications and operational experience required for these specialized cargo types. Since the pool of qualified drivers has always been limited, the current shortage has become even more pronounced.

Book Trucking at Least 48 Hours in Advance

Under normal market conditions, booking a truck 24 hours in advance is usually sufficient. However, with approximately 25–30% of tractor units currently sitting idle due to driver shortages, this booking window should be extended to at least 48–72 hours. This requires freight forwarders to provide earlier ETA information, while the factory logistics team must also confirm warehouse receiving schedules earlier accordingly.

Request Confirmation of the Trucking Company and Assigned Driver Before Customs Clearance

Having this information allows the manufacturer to establish a direct point of contact if urgent issues arise and helps avoid situations where the freight forwarder simply reports that they are “still looking for a truck” without providing a concrete timeline.

Build a Backup Network of Inland Trucking Providers

For frequently used transportation routes (for example, Cat Lai Port to Bien Hoa Industrial Park or Cat Lai Port to VSIP Binh Duong Industrial Park), manufacturers should establish working relationships with at least two trucking companies that can be mobilized whenever the primary carrier cannot provide trucks. This backup list should be maintained based on actual business relationships rather than simply storing contact numbers without prior cooperation.

Separate Inland Transportation Risk from Customs Clearance Risk

Many manufacturers currently estimate cargo arrival using a simple formula: Vessel Arrival Date + Customs Clearance Time = Cargo Receipt Date. Under current market conditions, another step must be added: + Truck Dispatch and Inland Transportation Time, with at least one additional day of buffer to account for the possibility that trucks may not be available immediately.

Import Planning Stage

• Include truck availability risk in the production plan by adding a 1–2 day buffer between the estimated customs clearance date and the required warehouse arrival date, especially for shipments needed at the end of the month or end of the quarter.
• Confirm with the freight forwarder that trucking capacity is secured for the specific shipment before cargo departs from the supplier, rather than waiting until the cargo arrives at the port.
• For chemicals, dangerous goods, or cargo requiring specialized trucks, book transportation at least 72 hours in advance and confirm that the assigned driver holds all required certifications.

Cargo In-Transit Stage

• Require the freight forwarder to confirm the trucking company name and the assigned driver’s contact number at least 24 hours before customs clearance.
• Notify the warehouse team of the specific truck arrival time window instead of providing only a general estimated delivery date.
• Monitor the truck status through the freight forwarder on the scheduled delivery day instead of waiting until the end of the working day to request updates.

Building a Long-Term Transportation Management System

• Require freight forwarders to disclose the inland trucking companies they cooperate with, together with their actual trucking capacity (available tractor units and route coverage), and include this information as part of the annual freight forwarder evaluation criteria.
• Build a backup list of 2–3 inland trucking companies for each frequently used route, ensuring that each company has completed at least one successful shipment to verify its operational capability.
• Record all transportation delays caused by truck shortages in the monthly logistics report and analyze their frequency by route and by period of the month to improve future buffer planning.
• Discuss backup truck arrangements with the freight forwarder for urgent shipments. Some professional trucking companies can provide this service for a relatively small surcharge, yet it can deliver significant value when unexpected disruptions occur.

Need More Reliable Inland Transportation for Your FDI Factory?

THT Cargo Logistics works closely with a network of trusted inland trucking partners across Southern Vietnam, helping FDI manufacturers secure truck capacity in advance, monitor transportation status in real time, and respond quickly whenever vehicle shortages or delivery disruptions occur.

If your factory is looking for a more reliable inland transportation solution that aligns with your production and import schedules, contact THT Cargo Logistics to discuss the most suitable logistics plan for your operations.

Logistics Market Update – July 2026

FDI Manufacturers in Phu My Industrial Parks 1, 2, and 3 (Ba Ria – Vung Tau)

This group experiences the most direct operational impact due to its close proximity to the port complex.

Although container trucks travel only a few kilometers between Cai Mep Port and the Phu My Industrial Parks, they must pass through several major bottlenecks along National Highway 51. During periods of heavy congestion, inland transportation time from the port to the factory can easily double compared to the planned schedule, directly affecting cargo receiving operations and production planning.

For newly established manufacturing projects such as Tosoh Vietnam (MDI Chemicals) and BOE Phase 2 at Phu My Industrial Park 3, this transportation constraint should be incorporated into logistics process design from the very beginning, rather than becoming an operational issue after production has commenced.

FDI Manufacturers in Sonadezi Chau Duc, Long Thanh, and Nhon Trach Industrial Parks (Dong Nai)

These manufacturers rely on National Highway 51 as their primary transportation corridor for import and export cargo moving through Cai Mep via direct mother vessel services.

Compared to manufacturers located in Ba Ria – Vung Tau, transportation distances are longer and transit times are considerably less predictable. During severe congestion, a single truck journey may require 5–6 hours instead of the usual 2.5–3 hours, potentially resulting in detention charges if the truck fails to collect the container before the terminal gate closes.

FDI Manufacturers Utilizing Both Cai Mep and Cat Lai Ports

Many FDI manufacturers in Dong Nai and Ba Ria – Vung Tau operate dual logistics flows, importing raw materials through Cat Lai Port (Ho Chi Minh City) while exporting finished products through Cai Mep. During periods of severe congestion on National Highway 51, diverting export cargo to Cat Lai may appear to be an alternative solution. However, this usually increases ocean freight costs because Cat Lai does not offer direct mother vessel services and requires transshipment, extending transit time by approximately 5–7 additional days.

Waiting Time and After-Hours Transportation Costs

When container trucks are delayed on National Highway 51 and fail to enter the port before terminal closing time (typically between 5:00 PM and 6:00 PM at certain terminals), the shipment must wait until the following day.

This results in an additional day of detention charges for every container in the shipment. Multiplied by the number of occurrences each month, these costs become substantial, although invoices usually only show “detention fee” without identifying the actual cause.

Reduced Driver Productivity

When a truck driver spends 3–4 hours stuck on National Highway 51 during a single trip, they are only able to complete one trip instead of two that day. For trucking companies, this increases the actual transportation cost per container, which is eventually reflected in freight quotations during future contract renewals.

Production Chain Disruptions

For factories operating under tightly scheduled production plans, a raw material shipment arriving 6–8 hours later than planned may push the corresponding production shift to the following day. This results in overtime costs, production schedule adjustments, and, in more serious cases, missed export delivery deadlines for customers.

Option 1: Inland Waterway Transportation (Barges) via Inland ICDs

This is currently the most practical alternative and has already been adopted by many large manufacturers in the region.

Instead of transporting containers by truck along National Highway 51, containers are transferred from mother vessels at Cai Mep Port onto barges and moved through the Thi Vai – Long Tau – Dong Nai river system to inland ICDs such as Phuoc Long ICD, Tan Cang Long Binh ICD, and Transimex ICD in Dong Nai.

From the ICD, smaller trucks or container trailers transport the containers to factories using industrial park roads that are generally less congested than National Highway 51.

Advantages: Completely avoids National Highway 51, offers lower transportation costs than road transport for non-urgent cargo, and is suitable for bulk cargo and high-volume shipments.

Limitations: Transit time from Cai Mep Port to inland ICDs by barge typically ranges from 8–12 hours, making it unsuitable for urgent shipments or cargo with short detention free time.

Option 2: Schedule Cargo Pickups Outside Peak Traffic Hours

This is the simplest solution but also one of the least implemented because it requires coordination among multiple parties.

The heaviest congestion on National Highway 51 typically occurs between 6:00 AM–9:00 AM and 2:00 PM–6:00 PM.

If trucks collect containers outside these periods (for example between 9:00 AM–1:00 PM or after 6:00 PM at terminals with night operations), travel time along National Highway 51 can be significantly reduced.

Advantages: No additional transportation cost and can be implemented immediately.

Limitations: Requires flexibility from both trucking companies in driver scheduling and factories in warehouse receiving hours—two conditions that are often difficult to achieve simultaneously.

Option 3: Utilize the Bien Hoa – Vung Tau Expressway Upon Completion

This is a medium- to long-term solution.

The Bien Hoa – Vung Tau Expressway is currently under construction and, once completed, will provide a second transportation corridor parallel to National Highway 51, significantly reducing congestion on the existing route.

However, project completion and operational timelines remain subject to various factors. Until then, FDI manufacturers must continue developing logistics solutions based on the current transportation infrastructure.

Option 4: Divert Selected Import Shipments Through Cat Lai Port or Phuoc Long ICD

For FDI manufacturers located in Dong Nai, during periods of severe congestion on National Highway 51—or for shipments without special ocean freight requirements—importing cargo through Cat Lai Port (Ho Chi Minh City) instead of Cai Mep Port may be considered.

The transportation route from Cat Lai Port to Dong Nai via Hanoi Highway and the ring roads is generally less congested than National Highway 51 during peak hours, although urban traffic congestion within Ho Chi Minh City may still occur.

Planning Cargo Receiving Operations

• Estimate inland transportation lead time based on actual historical performance rather than theoretical transit times. For the Cai Mep – Phu My Industrial Park route: approximately 1.5–4 hours depending on traffic conditions. For the Cai Mep – Dong Nai Industrial Parks route: approximately 2.5–6 hours depending on traffic conditions.
• Add at least one additional day of buffer to the required warehouse receiving date when preparing production plans, especially for cargo arriving at the end of each month or quarter.
• Coordinate with your freight forwarder regarding optimal container pickup windows (avoiding 6:00–9:00 AM and 2:00–6:00 PM whenever possible) and adjust warehouse receiving schedules accordingly.

Alternative Transportation Options

• Identify and test at least one transportation alternative suitable for your factory location, such as barge transportation to inland ICDs or routing selected import shipments through Cat Lai Port instead of Cai Mep for cargo that does not require direct mother-vessel services.
• For shipments with short detention free time (approximately three days), prioritize off-peak truck scheduling or barge transportation to minimize the risk of delays that may lead to detention charges.
• Maintain an active working relationship with at least one barge service provider operating between Cai Mep Port and inland ICDs so transportation capacity can be mobilized quickly when required.

Monitoring and Reporting

• Record actual inland transportation time for every shipment—from the time the truck exits the port until it arrives at the factory—to build historical data for more accurate logistics planning.
• Monitor the construction progress of the Bien Hoa – Vung Tau Expressway and future National Highway 51 expansion projects in order to update medium-term logistics strategies as regional infrastructure improves.
• Report delays caused specifically by congestion on National Highway 51 as a separate KPI in monthly logistics reports, independent from customs clearance delays or port-related delays. This data provides valuable support when negotiating service performance with freight forwarders and trucking companies.

Need Practical Logistics Solutions for the Cai Mep – Southern Vietnam Corridor?

For FDI manufacturers currently operating or preparing to establish operations in Ba Ria – Vung Tau or Dong Nai, THT Cargo Logistics provides practical assessments of transportation solutions tailored to each factory location and cargo profile. Our consulting covers road transportation, inland waterway transport, and inland ICD solutions to help manufacturers optimize logistics operations throughout Southern Vietnam.

Contact THT Cargo Logistics to discuss the most suitable transportation strategy for your Cai Mep supply chain and manufacturing operations in Southern Vietnam.

Logistics Market Update – July 2026

• Geopolitical developments in the Middle East. Ongoing tensions remain the most significant factor affecting global shipping routes and freight rates. Any escalation or de-escalation is typically reflected in the Shanghai Containerized Freight Index (SCFI) within one to two weeks.
• Peak Season Surcharge (PSS) announcements. Most shipping lines announce PSS approximately two to four weeks before implementation. Bookings that are not confirmed before the surcharge becomes effective will generally be subject to additional costs. Companies should therefore incorporate expected PSS charges into their Q3 logistics budgets as early as possible.
• Road congestion around the Cai Mep – Thi Vai port complex. Infrastructure bottlenecks in Ba Ria – Vung Tau continue to affect cargo transportation between Cai Mep terminals and industrial zones across Southern Vietnam. Manufacturers using Cai Mep as their primary import gateway should include additional buffer time in their inland transportation plans following customs clearance.

Booking Planning & Import Schedule

• Review all planned import shipments for Q3 and identify cargo required within the next six weeks, then secure bookings earlier than usual.
• For production-critical shipments, request confirmed bookings showing the vessel name and voyage number. Avoid relying on tentative bookings under current market conditions.
• Reassess minimum safety stock levels for critical raw materials and consider temporarily increasing inventory by one to two additional weeks to provide sufficient supply chain buffer.

Freight Cost & Budget Management

• Update the Q3 freight budget based on current market conditions rather than freight rates negotiated before Q2/2026.
• Include a contingency budget for Peak Season Surcharges (PSS), typically around USD 200–300 per container, depending on the trade lane.
• Review internal air freight benchmarks if emergency shipments are frequently required, particularly in preparation for Q4/2026.

Transportation Risk Management

• Confirm contingency plans with your freight forwarder in case of vessel rollover, including alternative carriers, alternative sailing schedules or partial conversion to air freight for urgent cargo.
• For shipments arriving through Cai Mep Port, coordinate inland transportation schedules based on current traffic congestion rather than historical transit times.
• Monitor Peak Season Surcharge announcements from shipping lines and request freight rate protection clauses in booking confirmations whenever possible.

Need to Review Your Q3/2026 Import Strategy?

If your company is reassessing its Q3/2026 import schedule in response to current market conditions, or requires advice on booking strategies and alternative transportation routes, the THT Cargo Logistics team is ready to work directly with your logistics department to review shipment schedules, provide updated freight market information, and develop practical contingency plans tailored to your supply chain.

Contact THT Cargo Logistics today for route-specific logistics consultation and customized transportation solutions for your imported cargo.

The U.S. export market is witnessing an increasing use of trade remedy measures against imported products. Recently, the U.S. Department of Commerce (DOC) officially initiated dual investigations, including Anti-Dumping (AD) and Countervailing Duty (CVD) investigations, concerning air compressors imported from Vietnam.

• Initiation Date: May 21, 2026, based on a petition filed by MAT Industries, LLC on April 30, 2026.
• Case Numbers:
  • A-552-856 (Anti-Dumping Investigation)
  • C-552-857 (Countervailing Duty Investigation)
• Products Subject to Investigation: Air compressors classified under HS codes:
  8414.80.16.15,
  8414.80.16.25,
  8414.80.16.35,
  8414.80.16.85.
• Named Respondents: 12 manufacturing and exporting companies in Vietnam.
• Market Size: In 2025, Vietnam exported approximately USD 81 million worth of air compressors to the United States, accounting for 6% of total U.S. imports and representing an increase of approximately 42% compared to 2023.

Alleged Dumping Margins:

• 22.06% – 140.39% using Tunisia as the surrogate country
• 25.85% – 132.31% using Indonesia as the surrogate country
• 52.53% – 106.22% using El Salvador as the surrogate country

• Preferential financing programs
• Export credit guarantees
• Corporate income tax incentives
• Import duty exemptions and reductions
• Land lease incentives
• Electricity and natural gas support programs

• Mandatory Respondent Selection: The DOC will issue Quantity & Value (Q&V) questionnaires to identify exporters with the largest shipment volumes.
• Separate Rate Application Deadline: Within 21 days from the initiation date.
• Preliminary CVD Determination: Expected within 65 days.
• Preliminary AD Determination: Expected within 140 days.
• Retroactive Duty Risk: Duties may be applied retroactively up to 90 days prior to the preliminary determination if the DOC finds critical circumstances.

Recommendation: Standardizing data, maintaining complete documentation, and ensuring rapid traceability are critical factors in minimizing risks during international trade investigations.

• Data Digitalization with Bots & VBA: Automating data extraction from source documents, standardizing datasets, and supporting rapid preparation of Q&V reports.
• Origin Compliance Consulting: Reviewing documentation, origin rules, and preparing supporting materials for explanations, post-clearance audits, or factory verification activities.
• Supply Chain Optimization: Enhancing raw material traceability and improving data transparency to meet the requirements of foreign regulatory authorities.

Need Support with Origin Compliance and Trade Remedy Risk Management?

THT Cargo Logistics is ready to support your business in standardizing import-export data, enhancing supply chain transparency, and preparing documentation for international trade remedy investigations.

The year 2026 has started with positive signals for FDI enterprises in Vietnam operating supply chains connected to Europe and the Middle East. The decision by major shipping lines such as MSC and Maersk to gradually restart services through the Suez Canal has raised expectations that transit times may return to normal.

At THT Cargo Logistics, we are seeing many factories becoming overly optimistic too early, leading to major risks in production trial schedules and mass production planning.

The biggest issue today is not only the longer transit distance.

The more critical challenge is the disruption of the global shipping network structure itself. When some vessels return to Suez while others continue rerouting around Africa, overall slot capacity across the network becomes unstable.

Critical concern:

Many factories only maintain safety stock sufficient for 7–10 production days. If shipments are delayed beyond that threshold, companies may have virtually no buffer left to manage disruptions.

3.1 Increase Buffer Time

• Add at least 10–15 extra buffer days for all shipments affected by Red Sea routing
• Avoid production planning based on “best-case” vessel schedules
• Build delay scenarios into procurement planning from the beginning

3.2 Multi-Carrier Strategy

• Avoid depending on a single carrier
• Distribute cargo across at least:
• 2 major shipping lines
• 1 flexible logistics forwarding partner

3.3 Inventory Management

• For critical long-transit components:
• Increase safety stock to at least 1.5 times normal production demand
• Especially important for electronics, semiconductor, and automotive sectors

3.4 Transportation Contract Terms

• Add freight fluctuation clauses into logistics agreements
• Example:
• If Red Sea disruptions exceed 15 days → both parties may renegotiate freight pricing
• Or shift part of the shipment to air freight solutions

Looking For An Optimized Logistics Solution?

THT Cargo Logistics supports FDI enterprises in managing import transit times, optimizing Europe – Vietnam supply chains, controlling logistics risks, and implementing flexible transportation solutions for industrial machinery and equipment projects.

More than two years after attacks in the Red Sea region began impacting international shipping, the global logistics market has still not fully returned to a stable state. In 2026, many major shipping lines continue to avoid the Suez route and reroute vessels around the Cape of Good Hope, leading to longer lead times, volatile transportation costs, and increasing pressure on global supply chains.

The rerouting situation is creating multiple chain-reaction impacts:

• Higher fuel costs due to longer sailing distances
• Localized vessel capacity shortages
• Increased risk of shipment delays and rollover
• Port congestion pressure at transshipment hubs
• Strong volatility in container freight rates

International logistics data in 2026 shows:

• Asia–Europe freight rates remain approximately 25–40% higher than pre-crisis levels
• Asia–US East Coast rates have increased by around 15–25%
• Transit times on Asia–Europe routes are extended by an average of 10–14 days

• Unpredictable shipment delays
• Lack of supply chain visibility
• Risks impacting production planning

• Electronics
• Automotive
• Industrial equipment
• Fashion & retail
• Machinery parts

Key preparation strategies include:

• Booking cargo space earlier to reduce rollover and space shortage risks
• Enhancing supply chain visibility through real-time tracking and predictive ETA systems
• Reviewing safety stock policies based on longer transit times
• Preparing alternative transportation solutions including ocean freight, sea-air combinations, and alternative routing
• Working more closely with forwarders and carriers to monitor congestion and vessel schedules

Looking For A Reliable Logistics Solution?

With extensive hands-on experience in international transportation and logistics solutions for FDI enterprises, THT Cargo Logistics supports businesses in optimizing supply chains, proactively managing market volatility, and maintaining stable import-export operations.