{"id":108178,"date":"2026-03-23T09:53:46","date_gmt":"2026-03-23T08:53:46","guid":{"rendered":"https:\/\/www.trans-o-flex.com\/digital-magazine\/warum-trans-o-flex-die-notfallvorsorge-komplett-ueberarbeitet-hat\/"},"modified":"2026-04-13T11:49:48","modified_gmt":"2026-04-13T09:49:48","slug":"why-trans-o-flex-has-completely-revised-its-emergency-preparedness","status":"publish","type":"digital-magazine","link":"https:\/\/www.trans-o-flex.com\/en\/digital-magazine\/why-trans-o-flex-has-completely-revised-its-emergency-preparedness\/","title":{"rendered":"Why trans-o-flex has completely revised its emergency preparedness"},"content":{"rendered":"

[vc_section][vc_row][vc_column][vc_column_text css=””]<\/p>\n

Risks in the logistics chain are increasing, and the importance of risk prevention is growing. In the field of pharmaceutical logistics, product quality, patient safety and regulatory compliance are at stake. <\/strong><\/p>\n

[\/vc_column_text][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text css=””]trans-o-flex has comprehensively overhauled its entire risk preparedness \u2013 both its Business Continuity Plan (BCP), and also all its specific emergency response plans. Is the company merely following a trend? Tamara Schulz, Tamara Schulz, emphatically rejects this contention. \u201cRisk prevention is certainly fashionable in logistics right now,\u201d explains the quality-management specialist. \u201cBut the risks of being unable to continue with the company\u2019s core operations are not only statistically higher for logistics companies in recent years \u2013 they have materialised in very real ways.\u201d Schulz recalls the COVID-19 pandemic, which led to branch closures at several parcel and freight operators because of staff shortages; floods that inundated sites and rendered parcel sorting impossible; hackers who attacked and in some cases paralysed the IT systems of international express carriers; and wars and crises that forced global logistics chains to be altered, which did in practice cause longer transit times, reduced transport capacity, higher rates and delivery bottlenecks.<\/p>\n

\u201cBut in the pharmaceutical logistics sector, emergency planning goes back much further and has always had strategic significance,\u201d says Schulz. \u201cWithout a well-developed BCP, it is almost impossible to guarantee product quality, patient safety and compliance.\u201d For that reason, trans-o-flex already had a dedicated pandemic plan before the COVID-19 pandemic struck. Nevertheless, last year the company fundamentally reviewed, adapted and raised its BCP strategy and emergency preparedness plans to a new level. Why did they do this? \u201cFirstly, a BCP is only effective if the plans are updated regularly,\u201d Schulz explains. \u201cSecondly, we learn from events that occur and analyse precisely how to prevent similar events from occurring in the future, reduce the likelihood of them recurring, or limit their impacts.\u201d[\/vc_column_text][vc_empty_space height=”50px”][vc_single_image image=”108018″ img_size=”full” css=””][vc_column_text css=””]<\/p>\n

These also play a role in the Business Continuity Plan: empty thermo-trailers serve as a buffer for temperature-controlled consignments, for instance during a prolonged power outage. The trailer\u2019s diesel-driven refrigeration units then ensure the correct temperature. Battery buffers ensure that temperature measurement and documentation continue.<\/p>\n

[\/vc_column_text][vc_empty_space height=”50px”][\/vc_column][\/vc_row][vc_row][vc_column][vc_column_text css=””]Schulz cites examples such as major carrier failures or power outages. \u201cAs a consequence, we have developed plans that allow whole sites to cover for one another in an emergency.\u201d Often, however, smaller changes are enough to maintain the continuity of company operations. Current risk prevention plans thus now also take into account modern substitution options such as working from home. \u201cWe have ensured that every site has dispatchers who can work from home if their location suffers a prolonged power outage,\u201d says Schulz. Another example of this: to keep temperature-sensitive goods within the correct temperature range and to continue recording and documenting temperature data during a power failure, stock is transferred to thermo-trailers. \u201cTheir refrigeration units also operate independently using a diesel engine when stationary. That engine, together with a generator and battery, ensures not only the power required for the temperature control but also continuous measurement and documentation.\u201d<\/p>\n

All emergency plans are recorded in the QMS document-management system, which is internally also referred to as the system manual. It also specifies, for each process, the deadlines by which the process must be reviewed and, where necessary, updated. \u201cAnd because this is part of our certified quality management system, we cannot postpone anything. These processes are likewise checked during the respective recertifications.\u201d<\/p>\n

For customers, Schulz says, this means that trans-o-flex has \u201cbecome more resilient to disruptions of all kinds. That means quality assurance even in exceptional circumstances and the minimisation of risks especially for sensitive consignments. Last but not least, we can better support our customers in their own audits and regulatory requirements.\u201d[\/vc_column_text][vc_empty_space height=”50px”][\/vc_column][\/vc_row][\/vc_section][vc_row][vc_column][dhsv_vc_digital_magazine_teaserbox background_color=”#9FC5C8″ title=”What things are involved in emergency preparedness?”]In detail, the path to a successful business continuity plan looks different for every company. However, the following four basic steps are the same for everyone:<\/p>\n

1. Risk assessment:<\/strong>
\nThe identification of risks and hazards such as IT failure, power outage, supply shortages, fire, flooding, etc.<\/p>\n

2. Continuity strategy:<\/strong>
\nThe development of emergency plans or alternatives for critical processes and scenarios for returning to normal operations.<\/p>\n

3. Communication plans:<\/strong>
\nWho will be informed, and how?<\/p>\n

4. Training, testing, updating:<\/strong>
\nExercises to verify and improve plans in practice; regular updating of the plans.[\/dhsv_vc_digital_magazine_teaserbox][vc_empty_space height=”50px”][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

Risks in the logistics chain are increasing, and the importance of risk prevention is growing.<\/p>\n","protected":false},"featured_media":108020,"menu_order":7,"template":"","dhsv_digital_magazine_category":[1063],"dhsv_digital_magazine_type":[1006],"dhsv_digital_magazine_edition":[1046],"class_list":["post-108178","digital-magazine","type-digital-magazine","status-publish","has-post-thumbnail","hentry","dhsv_digital_magazine_category-quality","dhsv_digital_magazine_type-post-grid-en","dhsv_digital_magazine_edition-spring-2026"],"acf":[],"yoast_head":"\nWhy trans-o-flex has completely revised its emergency preparedness - trans-o-flex<\/title>\n<meta name=\"description\" content=\"The revision was carried out against the backdrop of increasing risks in the supply chain and the growing importance of risk prevention.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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