Author: Piskun Yuliia

In the material, we announce the construction of a Class A+ logistics complex in the village of Solomonovo, Zakarpattia, near the borders of Hungary and Slovakia. We view the project not merely as warehouse real estate, but as an infrastructure hub for managing cargo flows between Ukraine and the EU.

The complex will be oriented toward logistics, distribution, e-commerce, 3PL/4PL services, as well as light manufacturing and packaging. The project’s key advantage is its location near major transport nodes: – 2 km to the Hungarian border; – 2.9 km to the Slovak border; – 2.3 km to the Chop-Lisky terminal, where European and Ukrainian railway gauges meet; – direct access to highways M06 and E50.

The site area is 3.6 hectares, and the total complex area will exceed 13,500 m². The project features a 10-meter-high warehouse, 16 dock doors, freight transport infrastructure, and the possibility of further expansion. Commissioning of the first section is planned for 2026, with the second section launching in 2027. The complex will serve the needs of logistics, distribution, e-commerce, 3PL/4PL services, and light manufacturing and packaging, with a long-term focus on partnership with key players in international supply chains.

As of today, approximately 2/3 of container imports into Ukraine come through the Polish route.

For many, this looks like a warning sign: businesses are redirecting their logistics to neighboring countries, and Ukrainian ports are gradually losing volume. But it is important to understand the key point: this is not a matter of betraying Ukrainian logistics or making a final market choice. It is a rational business adaptation to wartime conditions. Today, companies choose routes that allow them to:

• ensure supply stability;
• reduce operational risks;
• achieve delivery predictability;
• minimize the impact of force majeure on supply chains.

And the Polish route, in many cases, delivers exactly that. However, there is another side to this situation that needs far more attention today.

The loss of cargo is not just about ports

When container flows move outside the country, Ukraine loses not only a share of port revenue. We lose:

• the development of our own logistics infrastructure;
• the pace of operational expertise;
• the investment attractiveness of the industry;
• part of the economic added value generated around ports;
• the incentive to develop adjacent services.

Logistics is not a standalone service sector. It is the infrastructure of the economy. The less the national logistics system operates, the harder it becomes to maintain its competitiveness in the future. And this raises the question: could the temporary shift of cargo to Poland become a structural market change? That risk genuinely exists.

During the war, businesses learned to operate through alternative routes. In that time, some international companies have already restructured their logistics models, adapted contracts, and integrated new warehouses, terminals, and transportation solutions. Meanwhile, neighboring countries are actively investing in their own infrastructure.

While Ukraine is forced to restore and maintain its existing system under constant risk, Poland and other regional countries are building new terminals, modernizing ports, and expanding logistics capacity. If Ukrainian logistics does not systematically strengthen its competitive advantage, some cargo flows may remain on external routes even after the war ends.

But this does not mean the situation is critical or irreversible.

The market is already showing signs of a return

Despite all the risks, container shipments through Ukrainian ports grew by approximately 43% in the first quarter of 2026 compared to the first quarter of 2025. For the market, this is a very important signal — businesses are gradually testing a return to traditional Ukrainian routes and adapting to current conditions. And this points to several important things.

First, modern logistics no longer operates on an either/or model. Companies diversify risks and use multiple routes simultaneously.

Second, Ukrainian ports remain competitive in certain directions even now — both in terms of speed and cost.

Third, the market is showing a readiness to return cargo to Ukraine when the level of risk becomes predictable.

And that last point is the most important.

What can realistically accelerate the return of container flows?

The next 1–2 years will be defining for the entire industry. In my view, several areas could have the greatest impact.

1. Predictable security guarantees For international business, what matters is not just security itself, but the predictability of operations. If a company understands that a logistics route functions stably, has clear procedures, and minimizes the risk of supply disruptions — the market is ready to return.

2. Competitive tariff policy Ukrainian ports must not merely resume operations — they must offer the market a genuine economic advantage. Processing speed, service costs, terminal efficiency, and synchronization with rail and road logistics are all critically influencing business decisions today.

3. Concessions and the entry of international operators The discussion around granting a concession on part of the Chornomorsk state enterprise to international players is very telling. Global operators only enter markets where they see long-term potential, making this an important indicator of confidence. A concrete confirmation of this trend was the acquisition of a 49% stake in KTO (Odesa Container Terminal) in 2023–2024, which demonstrated the readiness of global capital to invest in Ukrainian port assets even under high-risk conditions. Moreover, another major infrastructure deal in the port sector is expected this year — one capable of definitively cementing Ukraine’s status as a strategic maritime hub.

4. Infrastructure investment even in turbulent times The biggest mistake is waiting for better times. Logistics infrastructure is not built in a matter of months. Countries that invest in ports, terminals, and transportation solutions during crises gain a strategic advantage for years after stabilization.

Ukrainian logistics has already proven its ability to adapt to unprecedented conditions. Over recent years, the market has learned to rapidly restructure routes, operate under difficult circumstances, and find solutions where yesterday they seemed impossible.

So today I see no grounds for panic. But I do see a clear need to act.

Global Ocean Link has been operating in the Ukrainian and European transport and logistics market for more than 15 years, specializing in containerized sea freight and developing multimodal solutions. Today, the group of companies has offices in Odesa, Kyiv, Lviv, and Vinnytsia, as well as in Vilnius (Lithuania) and Gdańsk (Poland); the team consists of more than 150 professionals. Every 14th container passing through Ukraine is handled under the GOL brand.

As of August 1, 2025, the market value of the intellectual property rights to the GOL trademark (Ukrainian Trademark Certificate No. 230266 dated August 10, 2017) amounted to UAH 54,818,360 (approximately USD 1.31 million at the official NBU exchange rate on the valuation date), excluding VAT. The valuation was conducted by the Institute of Valuation and Forensic Expertise LLC using the income approach and the Relief from Royalty Method, in accordance with the National Valuation Standards of Ukraine and the International Valuation Standards (IVS, ISO 10668).

The calculation was based on the consolidated financial performance of the Global Ocean Link group in Ukraine, Lithuania, and Poland for 2022–2024. Gross profit was selected as the royalty base — an approach recognized by international practice (Brand Finance, Interbrand, and IVS recommendations) as methodologically appropriate for the logistics industry due to the high share of transit costs within revenue. The applied royalty rate of 3% of gross profit corresponds to the average market level for the logistics sector and reflects GOL’s positioning as a strong regional operator with an international presence.

The market valuation of the trademark is, above all, a management decision-making tool. For Global Ocean Link, it provides:

• transparent justification of the efficiency of trademark utilization within the group companies in Ukraine, Lithuania, and Poland;

• structuring of licensing relationships between the group’s legal entities (royalties, contribution to authorized capital);

• proper recognition of intangible assets in financial statements in accordance with IFRS standards;

• readiness for dialogue with international partners and investors based on economically substantiated value rather than subjective assessments.

The current valuation reflects the trademark’s market position as of a specific date. Global Ocean Link’s strategy is aimed at scaling this value through the expansion of multimodal coverage within a single logistics chain (sea – road – rail – air), strengthening its European offices in Lithuania and Poland, developing warehousing and built-to-suit solutions, as well as implementing joint venture projects with clients. These directions form the foundation for further value growth — both of the trademark and of the business as a whole.

Even in early 2026, one might have had the impression that the air cargo market had begun to calm down. After the high volatility of previous periods, rates on the Asia-Europe route appeared more restrained, and the market showed signals of aligning supply and demand. In the first quarter, the rate on the Asia-Europe corridor dropped to $3.64 per kilogram, compared to $5.28 a year earlier. But air freight is a logistics segment where calm almost never means stability.

Recent weeks have proven this once again. Global air cargo transportation is back to operating in a rapid restructuring mode. The year started with strong demand: IATA recorded a growth in global air cargo demand of 5.6% in January and 11.2% in February year-on-year. However, by spring, the market began moving again under geopolitical pressure due to the conflict in the Middle East, problems with air routes, rising fuel prices, and a new shift of some urgent cargo from sea to air. By mid-April, the average global spot rate rose to $3.76 per kilogram, which is 37% higher than a year ago.

“The problem with the market today is not just that air freight can become more expensive. The problem is that it becomes less predictable precisely at the moment when businesses need predictability the most. When rates on certain routes jump by tens of percent, when hub facilities face capacity reductions, and cargo follows detour routes, a company can no longer afford the luxury of thinking in terms of a single flight or a single rate. Due to current disruptions, forwarders began looking for completely atypical routes for cargo from Asia to Europe, even including transit through Los Angeles. This is a good indicator of how atypical the market has become,” – Pavlo Lynnyk, CEO of GOL.

For Ukrainian business, this change is particularly noticeable. Since the closure of Ukraine’s airspace, air transportation has long ceased to be a direct service. Today, it is a multi-link system involving an Asian departure airport, a European entry hub, a road leg, customs coordination, a delivery schedule, and a set of risks that must be kept under control at every stage. This is why the real price of air logistics consists of more than just the rate per kilogram. It consists of available capacity, the right hub, connection time, risk of delay, and the ability to quickly switch routes. In other words, consolidation, choosing the optimal hub, long-term contracts, flexible routing, and the Air + Road combination have become basic cost management tools today rather than an option.

In 2026, air freight no longer sells speed as its primary value. It sells control. Control over the delivery time. Control over the situation when the sea has become too slow, and production or sales can no longer wait, the CEO of GOL shares his opinion. This is why air freight is now especially important for electronics, pharmaceuticals, auto components, high-value goods, and urgent industrial components.

“Therefore, for business today, the question is no longer: ‘How much does air freight cost?’ It is more correct to ask another question: ‘Which part of my supply chain should air freight protect—and how to do it without losing control over the economics?’ This is where modern logistics begins. Not with an individual shipment. And not even with an individual tariff. But with the ability to assemble the right delivery model for a specific risk, a specific product, and a specific business goal. Therefore, in this new reality, the role of the logistics company is also changing. Previously, the market often looked at a forwarder as someone who organizes transportation. Today, that is no longer enough. Business needs a partner who does not just find a route but manages the entire logic of the supply: from choosing the corridor and hub to the cost model and backup scenarios. And this is exactly the role our company is moving toward today,” – Pavlo Lynnyk, CEO of GOL.