4 insurance policies to survive supply chain disruption

Too many small to midsized businesses still believe their basic business interruption or cargo insurance will protect them from supply chain disruption in 2025. But today’s risks are more complex — and more expensive.

The hard truth is that a single vendor’s ransomware incident, a new tariff on a critical material or a flood that shuts down a key port can derail operations and leave insurance gaps that delay recovery. In the spring of 2025, distressed debt exchanges surged nearly 60% to $3.5 billion, driven by these very forces. While headlines often focus on big corporations, SMBs operating on thinner margins, tighter timelines and without a dedicated risk team are often the hardest hit by supply chain disruption.

Insurance companies are responding to these trends with higher premiums, tighter capacity and leaner coverage. This means SMBs are paying more for less and facing higher deductibles, sublimits and coinsurance clauses. That economic pressure - combined with cyberattacks, port closures and geopolitical instability - is pushing many SMBs beyond the limits of what their insurance policies were designed to handle.

Inflation isn’t only raising the price of goods; it’s impacting every node of the supply chain, from sourcing and transit to labor and replacement costs. These cost pressures have driven up claims severity and replacement costs, while outdated valuations mean many businesses could be underinsured by as much as 20%-30%, especially on cargo and property policies.

Most standard policies don’t account for today’s interconnected global supply chains, digital dependencies and economic volatility, which leaves SMBs vulnerable to coverage gaps at the worst possible moment.

The four insurance coverages that matter

Each of these coverages protects a distinct aspect of your supply chain — from income loss and cargo damage to legal claims and cyber threats. Understanding how they’re triggered, where gaps exist and how they align with your operations and contracts is key to making them useful:

1. Business interruption and contingent business interruption

Risk exposures: Supplier shutdowns, transit delays, production stoppages and geopolitical or tariff-driven import issues

What this covers: Designed to replace lost income during a temporary shutdown — either due to physical damage at your own facility or at a critical third-party supplier’s location.

Where the risk is rising: Inflation, global instability, tariffs and more are exposing the limits of these policies. Recovery timelines have stretched beyond 12 months due to delays in rebuilding, sourcing replacement materials and resuming supplier operations. Rising wages, energy and transport costs during downtime significantly raise the true cost of a shutdown. Meanwhile, many SMBs haven’t updated their indemnity periods or insured values to account for these escalations.

 Risk management strategies:

• Map international suppliers and assess tariff exposure, regulatory risks and material replicability.
• Audit BI values and indemnity periods to align with current rebuild timelines and inflated costs.
• Consider parametric insurance for faster, event-based payouts.

2. Logistics coverage: Marine cargo, freight liability and stock throughput

 Risk exposures: Lost or damaged goods in transit, port congestion, theft or spoilage, rerouting due to conflict or regulation, misdeclared goods, subcontracting or driver shortages

What this covers: Protecting your goods from factory to final destination.

Where the risk is rising: The landscape of goods movement has grown significantly more volatile — with ongoing port congestion, container shortages, climate-driven storms and geopolitical instability all increasing the likelihood of delay, use of riskier channels and theft. As cargo becomes more complex and sensitive — think lithium batteries, electronics and temperature-controlled pharmaceuticals — the margin for error shrinks.

Accurate labeling and safe handling are more important than ever, yet liability is increasingly blurred. Subcontracting across multiple carriers and broader contract obligations make it harder to determine who’s responsible when something goes wrong.

 Risk management strategies:

• Use telematics and real-time cargo tracking to reduce losses, strengthen claims documentation and improve response time.
• Build a comprehensive transport coverage package that combines all-risk marine cargo, stock throughput and freight forwarders’ or carrier’s legal liability policies to protect goods at every stage.
• Use high-value cargo rider for sensitive or regulated shipments.
• Add contractual liability coverage when taking on extra risk in customer contracts.

3. Trade credit insurance

 Risk exposures: Nonpayment from customers due to insolvency, default or political unrest, longer payment terms increasing exposure duration.

What this covers: Protection for receivables, covering losses when a customer fails to pay.

Where the risk is rising: As inflation, interest rates and tighter credit conditions continue to squeeze on businesses, customer insolvencies are rising — after a 10% rise in worldwide business insolvencies in 2024, forecasts show a further 6% increase in 2025.

For companies that operate internationally, the risks are compounded. Trade sanctions, government instability and foreign exchange controls in regions like Russia, Iran and parts of Africa can suddenly render once-reliable customers unpayable.

 Risk management strategies:

• Partner with insurer or a third-party provider for credit risk analytics to proactively monitor buyer health.
• Select a trade credit policy with political risk add-ons if you export to or source from volatile markets.

4. Cyber liability insurance

 Risk exposures: Ransomware attacks disrupting logistics and freight platforms, compromised IoT devices in smart warehouses or containers, vendor-side data breaches, invoice manipulation or social engineering.

What this covers: Helping organizations recover from cyber incidents by covering both internal losses and third-party liabilities, including business interruption, data restoration, ransom payments, regulatory fines, legal defense and contractual liabilities

Where the risk is rising: Supply chains are becoming increasingly digitized, automated and reliant on global third-party software platforms. This expands the attack surface dramatically. Today’s attackers are no longer just stealing data, but disrupting operations by targeting transportation management systems, warehouse software and IoT devices like GPS trackers and smart containers. A single vulnerability — even in a partner’s system — can ripple across hundreds of businesses.

 Risk management strategies:

• Vet all critical digital vendors and work with your broker to map cyber exposure across the supply chain.
• Choose a cyber liability policy that includes both first- and third-party coverage.
• Add BI and CBI endorsements to cover revenue loss from cyberattacks.

Make your coverage work in tandem

No single policy can fully protect your business from the complexity of today’s supply chain risk, but when key coverages are aligned and integrated into a coordinated risk management strategy, they can form a far more resilient safety net. This coordination is especially critical for companies operating across borders, transportation modes and legal jurisdictions.

Consider this example: A freight forwarder (insured under freight liability) ships high-value electronics (protected by a marine cargo policy) to a customer on net-90 terms (covered under trade credit insurance). A delay at port leads to water damage, and the buyer refuses to pay. If those policies aren’t designed to work together, the claim may fall through the cracks.

A connected approach considers how coverage works in practice. SMBs need structured risk reviews, vendor vetting, tighter contracts and coordinated coverage to better withstand this level of disruption.

Work with your broker and legal counsel to build a risk transfer program where your policies, partners and protections operate as one system.

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Jeff Lang is president, retail property and casualty at Venbrook Insurance. Contact him at jeff.lang@innfeedback.com.