Director General’s Letter
As we close March and move into April, the major blackout of 28 April marks a milestone that forces the entire logistics chain to question its structural strength. In this letter, I want to share the account of what happened, the lessons learned and the actions we are taking to strengthen Logistics Express’s resilience against unexpected crises.
Review of the Previous Month
March was a month of relative normality, with advances in urban innovation, the use of technology in last-mile delivery and growing discussion around energy resilience. However, the defining event shaping our outlook was the massive blackout on 28 April: at 12:33, a power outage cut electricity to large areas of the mainland peninsula for several hours.
The blackout affected transport services, telecommunications systems, port operations and warehouses that depended on a continuous electricity supply. In the logistics environment, the fragility of many operations in the absence of backup or contingency plans became painfully clear.
From a regulatory standpoint, in the wake of the blackout the government announced emergency measures and a study of legislative frameworks to strengthen critical infrastructure, smart grids and public participation in alert systems.
Finally, in the field of last-mile innovation, we continue to see the advance of technological solutions: drones, parcel lockers and smart cities are emerging as alternatives to ensure that infrastructure crises do not bring delivery operations to a halt.
Impact on Logistics Express
The blackout was a mirror that revealed our strengths and weaknesses alike. At our terminals and operational centres, management systems, communications and temperature control in sensitive areas were interrupted. Insufficient emergency protocols at certain points were also exposed.
But it also served as a catalyst: we activated backup generators, deployed autonomous mobile units, renegotiated energy contracts with priority clauses and reinforced redundancy in critical data links. From that moment on, resilience ceased to be an option for us — it is mandatory.
Ceuta
In Ceuta, where logistics conditions already present additional complexities, the blackout increased the vulnerability of maritime connections and auxiliary systems. In response, we reinforced local documentary control capacity, communications redundancy and alternative plans to ensure continuity in sensitive operations.
Melilla
For Melilla, the outage made clear that any failure in the mainland power grid can trigger indirect logistics impacts. We stepped up monitoring of critical routes and the availability of local strategic resources to keep the service running under adverse circumstances.
Gibraltar
Although Gibraltar did not experience the blackout directly (due to its energy independence), failures in the Spanish system make it necessary to consider cross-risk scenarios for those using cross-border routes. We will prepare contingency protocols for flows that depend on transit through Spanish territory.
Balearic Islands and Canary Islands
The archipelagos, connected to the peninsular electricity grid, felt the knock-on effects: some telecommunications and maritime link services experienced minor disruptions. On our island routes, we reinforced backup systems at ports and terminals to prevent operations from being halted by external failures.
Personal and Corporate Vision
This blackout is not an anecdote — it is a warning. Modern logistics can no longer depend on fragile networks or monolithic systems. We must activate resilience as a strategic pillar. Personally, I feel the responsibility to lead with anticipation: to make decisions that protect the client, the team and our operations.
Looking Ahead
For the coming months and for 2025, our priorities will be:
- Robust energy contingency protocols: distributed generators, backup batteries, priority contracts.
- Smart infrastructure: investing in internal power grid systems, hybrid stations and constant monitoring.
- Strategic alliances with critical suppliers: energy, telecommunications and auxiliary services.
- Last-mile innovation: advancing drone and parcel locker pilots to insulate parts of the service from electricity contingencies.
- Transparent communication and crisis leadership: keeping clients and partners informed, responding with firmness and foresight.
At Logistics Express, I cannot promise that crises will never occur — but I can guarantee that we will be prepared. Our goal is to turn every external shock into an opportunity for improvement and greater strength. If you would like to discuss routes, specific contingencies or backup plans, I invite you to contact us here.
MJ Managing Director – Logistics Express
