For Braanker Logistics, which has been handling transport to England for many years, Brexit therefore meant a significant change to its day-to-day operations. Not just on paper, but above all in practice.

We spoke to colleagues Michael, Annet and Mayra about the impact of Brexit on freight forwarding, planning and documentation within the company. We discussed the initial chaos, the challenges along the way and how Braanker is constantly keeping a firm grip on a new logistical reality.

Taking off well prepared

Before Brexit, transport to England was relatively straightforward. A lorry was scheduled, the ferry was booked, and in many cases the driver could cross the border without too much paperwork.

After Brexit, new steps were suddenly introduced. EORI numbers, export documents, customs clearances, GMRs and authorisations. For exceptional transport, there were also additional forms, permits, driver documents and planning around crossings.

“Whereas you used to be able to cross over and drive on freely, now everything has to be sorted out in detail in advance,” says Michael. “At first, a lorry would be held up at the English port until everything had been sorted out. That costs time, money and, above all, a great deal of patience.”

This extra preparation places demands on everyone in the supply chain – from the customer to the planner, and from the driver to customs. A single missing document can be enough to cause a delay.

An initial phase full of questions

For many parties, the first few months were a time of exploration and discovery. This was also true for Braanker. Systems, processes and rules were still very much a work in progress. What seemed to be the right way of working today could be completely different just a few weeks later.

“At the start, it was mainly about figuring things out,” says Annet. “You’d read something, then read it again, and then you’d still have to ring up to check whether you’d understood it correctly.”

“You could tell that everyone was feeling their way,” adds Mayra. “Customers and hauliers had questions that even people in England sometimes couldn’t answer. Authorities sometimes gave different answers, and a lot of information still had to be tested in practice.”

New approaches to planning and execution

A lot has changed, particularly in terms of planning. A shipment to England now requires more preparation time, especially in the case of exceptional transport. “Communication has really become more important,” says Mayra. “We need to know in good time what needs to be booked and which documents are required. If just one part isn’t finalised on time, the whole shipment can be delayed.”

This makes the work more intensive. Whereas in the past a single planner could sometimes arrange a great deal, now several colleagues are often involved in a single shipment to England. The planner organises the route, the lorry and the driver. The ferry crossing must be booked. Documents are coordinated with the agent. The customer must provide the correct details in good time. That’s how everything fits together.

Challenges along the way

One of the biggest challenges lay in the constantly changing process. No sooner had a procedure seemed to be under control than something else would change – adjustments to customs clearance, new requirements or different interfaces. “There were times when we thought: now we’ve got the hang of it. Then, with the next document, it turned out to be slightly different again,” says Michael.

Groupage – where multiple consignments from different customers are combined in a single trailer – also brought additional risks. In the beginning, an incorrect document from just one customer could bring the entire trailer to a standstill. This affected even consignments from customers who had got everything in order on time.

That process has now been better organised. “Now we make sure everything is in order beforehand,” says Annet. “Only once the documents and customs clearance are correct can the transport really get underway. That prevents problems along the way.”

A hands-on approach

Braanker’s strength lies in its approach: not sitting back and waiting, but taking the initiative. EORI numbers were arranged and processes set up at an early stage. Information was gathered, shared and documented, so that colleagues didn’t have to keep reinventing the wheel.

Whenever something changed, it was discussed internally and updated. What’s different? What does that mean for the schedule? What do customers need to know?

“We really tackled it as a team,” says Annet. “Not thinking, ‘We’ll see how it goes’, but making calls, asking questions and ensuring we got it under control.”

Braanker’s network also plays an important role in this. Contact with agents, fellow hauliers and authorities helps us adapt quickly when something changes or gets stuck. “We’re all in the same boat,” says Michael. “So we can help each other better than trying to figure everything out on our own.”

For Braanker, this has become part of the service: not just arranging the transport, but also helping to plan the best route, the paperwork, the timing and the risks. The team supports clients by communicating clearly about deadlines, the information required and the next steps. That way, everyone knows where they stand. No last-minute surprises.

The most important lesson

Brexit has permanently changed logistics to England. Not as a one-off transition, but as an ongoing process. Rules are being adapted, systems are changing, and the situation calls for flexibility.

For Braanker, the most important lesson is clear. Good preparation makes all the difference. Or, as Mayra puts it: “If everything is sorted out in advance, you avoid most problems along the way.”