The Perils of a Perishable Supply Chain

In an era defined by shifting geopolitics, climate shocks, labour constraints, and fragile logistics, the cut flower industry is among the most exposed. Grown across continents and destined for global markets, these perishable products rely on seamless coordination—from growers to importers, from bouquet makers to supermarket shelves. Yet the world they move through is anything but stable.

The Dutch model under pressure

In the Netherlands, Jack Goossens – a grower, Member of Royal FloraHolland, and Chair of the AIPH Ornamentals Production Committee -identifies four forces reshaping floriculture: energy, labour, chemicals, and what he calls “changes in society.” All are now deeply politicised.

Goossens describes a growing public unease with the industry: “In Holland, a court ruled that a grower using legal chemicals could not continue—because the judge was not convinced they were safe. Even legal compliance is no longer enough.” He warns that floriculture is becoming part of a broader cultural debate, where the press and policymakers are increasingly scrutinising energy use and air freight emissions. Energy constraints compound the challenge for Dutch growers.

“Infrastructure is becoming a bottleneck,” he says. “In five to seven years, parts of the electricity power infrastructure may simply be unable to meet demand. Horticulture may be forced to adapt by producing lower-energy crops or shifting production elsewhere.”

Goossens also anticipates growing reliance on overseas production. Royal FloraHolland, once centred on Dutch-grown exports, is evolving. “It’s becoming less necessary for flowers to physically pass through Holland to be traded,” he explains. “They’re building digital tools to facilitate transactions globally – so trade between Africa and Asia can be done directly, without routing everything through Europe.”

China’s expanding reach

Speaking from Beijing, Shiwei Zhao, a Member of the China Flower Association, confirms that cut flower exports are rising sharply: “In January and February 2025 alone, exports from Yunnan reached 190 million yuan. And the home market is also growing—or at least stable.”

Chinese flowers now reach markets across Asia, and increasingly Russia, which Zhao notes has turned to China as European flower exports to Russia are now prohibited due to international sanctions. Airfreight remains important, but sea and rail options are expanding—often as part of China’s Belt and Road Initiative. “We export chrysanthemums to Japan by ship. We use trains to Central Asia, and road routes can even reach Europe.” While the United States is not a major destination, Zhao sees opportunities in Arab nations and emerging markets. “The key is transport, quality, and varieties. And we’re improving in all three.”

China’s state-led model helps drive this expansion. Investment in breeding, modern facilities, and transport infrastructure is rising. “We used to rely on imported varieties,” Zhao says, “but now we have a growing number of Chinese breeders, and there is much more respect for intellectual property than before.”

Logistics, routes and resilience

One recurring theme in both interviews is the fragility and importance of logistics. Whether it’s Brexit delays, Red Sea blockages, or volatile air freight, flower routes are increasingly vulnerable.

For Royal FloraHolland, this has intensified the need to diversify trading models. “They are pushing digital platforms that allow trade to happen at the source,” says Goossens. “That means hubs can develop outside of the Netherlands, and logistics can adapt more flexibly to disruption.”

Zhao agrees that logistics are improving, particularly under the Belt and Road Initiative. “We now ship by air, rail, and sea depending on destination,” he explains. “And infrastructure to support exports is getting better each year.”

However, both acknowledge limits. Not all flowers are suited to slower modes of transport. Goossens predicts a shift in breeding priorities: “Varieties must adapt. Breeders are working on traits that improve shelf life or suit sea freight.”

Looking ahead: localised or global

What future does this all point to? For Goossens, it’s not about choosing between globalisation and localisation, but balancing both. “We must recognise that not every flower needs to be grown in Europe. There are places where production is more efficient, and where the industry supports livelihoods in regions like Africa.”

He also points to broader benefits: “Dutch horticulture plays a hidden role in energy stabilisation. Our growers absorb surplus electricity and feed power back into the grid when needed. It’s a system that helps balance the whole energy network.”

Zhao, meanwhile, believes China is on the cusp of major global relevance. “We have the land, we have improving varieties, and now we are building the export systems. But quality remains a focus, especially post-harvest handling. That’s where we still have work to do.”

Both acknowledge that climate change is shifting production zones and that longer-term resilience will require both investment and flexibility. In Zhao’s words: “China is ready to export more. But we must meet international expectations—on quality, sustainability, and logistics.”

Adapt or wilt

The lessons? Diversify routes, spread risk, and avoid overdependence on any one channel—principles echoed in both Chinese and Dutch strategies for future resilience. Embrace digital tools. Respect new norms around sustainability. And never underestimate the impact of a delayed flight, a border inspection, or a single storm on a shipment of perishable beauty.