The new consumer standards are impacting different segments of the food chain. The preference for minimally processed fresh products continues, accompanied by greater attention to the origin, transparency and sustainable practices adopted by brands.
At the same time, the sector faces stricter regulations, export tariffs, efficiency targets and operational requirements that pressure the whole temperature-controlled supply structure.
This conjuncture of forces accelerates changes in behavior of the market and redefines how logistics operators have to plan capacity, technology and processes. Here we give a panorama of the principal trends molding this new growth cycle.
1. Growing demand for products sensitive to temperature
The intensification of consumption of refrigerated and frozen foods continues as one of the main vectors of expansion of the sector.
According to projections by Data Bridge, it is estimated that the global market for frozen foods was worth about US$ 280.56 billion in 2025 and should reach approximately US$ 403.59 billion by 2032, with an annual compound growth rate of 4.65%.
In line with this trajectory of expansion, estimates from Mordor Intelligence for the period from 2025 to 2030 indicate that the global market for frozen foods will advance from US$ 311.74 billion in 2025 to US$ 394.93 billion by 2030, which represents an annual compound growth rate of 4.84%.
These data reflect a consistent expansion in demand and the growing need for logistics structures with rigorous temperature control throughout the whole chain.
Strategic lessons:
The increasing consumption of refrigerated and frozen foods imposes a clear structural adaptation on the logistics sector: the expansion of suitable thermal capacity, specialized warehousing, transport in multiple temperature ranges and highly synchronized operations, sustained by trackability and monitoring in real time.
2. Regulatory strengthening and trackability
As of 2026, a new stage of stricter global regulatory standards for food logistics comes into effect, with a focus on electronic trackability, structured data and provable thermal control.
In the United States, the Food Traceability Rule (FSMA 204) makes the digital registering of critical events and data for foods on the at-risk list mandatory, directly impacting logistics, transport and warehousing operators.
As of September 2025, the European Union also made the presentation of data for the Import Control System 2 (ICS2) mandatory, imposing obligations for electronic pre-notification of data on the remittances before their arrival in the customs territory for risk analysis purposes and customs release.
The Canadian Food Inspection Agency (CFIA) maintains specific requirements for the import of foods, including licensing, preventive controls, trackability and electronic documentation, in accordance with the Safe Food for Canadians Regulations (SFCR) in effect in 2025.
In 2025, China strengthened the digitalization and imposition of responsibility for the registering of food exporters, with significant adjustments to the China Import Food Enterprise Registration (CIFER) and in the customs procedures of the General Customs Administration of China.
In practice, 2026 marks the consolidation of digitalization as a regulatory requirement, and no longer as an operational differential. Isolated systems, manual controls and low integration between the links in the chain no longer meet the legal requirements.
Strategic lessons:
Logistics and cold chain operators will have to operate with interoperable platforms (WMS, TMS, IoT and compliance), point-to-point visibility and robust data governance.
3. Artificial Intelligence as a basis for predictive decisions
The cold chain is undergoing a transition towards ever more predictive models. AI solutions are used to plan demand, foresee ruptures, adjust capacity and optimize transport routes considering thermal restrictions, delivery windows and environmental conditions.
Similarly, predictive maintenance of refrigerated fleets and warehouse equipment reduces unexpected halts and improves the availability of assets. The combination of operational data, forecasting algorithms and advanced analyses transform the flow of logistics into a smarter, more efficient process.
Strategic lessons:
To capture this value, operators have to invest in quality and data governance, connect WMS, TMS, IoT and physical assets, and prepare teams to act on forecasts and analytical recommendations.
4. Sustainability as a regulatory requirement in global logistics
As of 2026, logistics will face more intense environmental regulatory pressure, especially in Europe. The European Union advances in the standardization of calculation of emissions in transport, increasing the transparency and comparability of environmental data.
Furthermore, mechanisms such as CBAM will internalize the cost of carbon into global supply chains, directly affecting logistics operations and international trade.
The movement is similar in international transport. The inclusion of the maritime sector in the EU ETS2, the FuelEU Maritime and the new regulatory packages of the IMO reinforces the requirement for the reduction of carbon intensity, impacting costs, choice of transport modes and long term logistics planning.
In Brazil, this scenario is reflected in the regulation of reverse packaging logistics and in the creation of the Brazilian Emissions Trade System (SBCE), which expands the environmental responsibility throughout the logistics chain. In practice, sustainability becomes a regulatory and competitive criterion, requiring data, control and operational efficiency.
Strategic lessons:
In this scenario, operational efficiency, reduction of waste and environmental compliance converge, and the capacity to structure suitable processes and technology becomes how the competitivity of logistics operations are defined.
5. Tariff uncertainty
Tariff uncertainties from the United States have created an environment of structural volatility in international trade, with frequent revisions of tariffs, negotiations in progress and changes to the direction of policy.
This scenario directly affects the predictability of costs and the competitivity of imported products, obliging companies to reassess routes, their sources of supply and strategies for accessing the US market.
In logistics, the effects are immediate: shipping early, formation of defensive stocks and later shrinking of volumes takes place in short cycles, pressuring capacity, shipments and operational planning.
Ports, terminals and logistics operators feel the oscillation in demand, while chains more exposed to tariffs face greater risk of rupture and increased total costs.
Strategic lessons:
The tariff instability requires more resilient and flexible logistics, with a focus on nearshoring, strategic use of Free Trade Zones (FTZs), diversification of suppliers and adaptive logistics planning. These levers reduce exposure to tariffs, increase operational agility and strengthen the capacity of response given the fast pace of changes in international trade.
6. Geopolitics and reconfiguration of trading routes
Geopolitics has been redrawing the structure of global trading routes. Tensions in the Middle East, interruptions in the Red Sea corridor and operational restrictions in the Panama Canal are rising, and by 2026, the consolidation of alternative routes and the redistribution of international flows of goods.
In this scenario, nearshoring gains strength, with Mexico and South America standing out, opening space for coastal shipping, bioceanic corridors and regional hubs.
For food supply chains and products sensitive to variations in temperature, competitivity comes to depend on the integration between modes of transport, robust refrigeration infrastructure and the capacity to ensure operational continuity in an increasingly volatile logistics environment.
Strategic lessons:
The new redrawing of global trading routes demands more resilient, regionalized and integrated logistics, with less dependence on single corridors and greater proximity to consumer markets.
7. Cyber security: protection of the digital supply chain
Digitalization has made logistics more vulnerable to cyber attacks. Cyber incidents in the maritime sector have increased, with more than 80% originating from hostile state agents.
Companies are investing in robust cyber security measures, including threat detection systems with AI and training of staff.
Strategic lessons:
The strengthening of cyber security through the adoption of tools and advanced protocols for the protection of digital assets should go hand in hand with the education of stakeholders, promoting awareness of cyber security risks and ensuring compliance with best practices in security throughout the logistics chain.
8. Modernization of infrastructure
Brazil announced a strategic port infrastructure plan with around R$20 billion in investments by 2026, including tenders in port areas such as Paranagua, Santos and Rio de Janeiro, as well as initiatives to modernize quays and logistics access, with direct impacts on the efficiency of imports and exports.
The Port of Santos, the largest in the region, is undergoing expansion and gaining additional equipment to expand its capacity for movement of containers, and there are investments planned for 2026 in port infrastructure and integration of logistics. The Northeast of Brazil is also undergoing expansion.
Ports in the Dominican Republic, Peru and Ecuador are also strengthening their infrastructure. For example, the deep water terminal of the Port of Posorja in Ecuador is being expanded to accommodate larger ships and to increase its capacity to around 1,4 million TEUs by 2026, with gains in efficiency recognized internationally.
In Callao (Peru), large expansions such as the Bicentennial Pier has significantly increased the recent movement of cargo and attracts more maritime services.
Strategic lessons:
Investing in expansion, modernization, and logistics integration is essential to boost port efficiency and competitiveness. Long-term planning and benchmarking against international standards strengthen service attraction and distribute regional growth.
9. Sustainable and smart packaging
In 2025, the principal sources of the sector indicate that food packaging will evolve towards more sustainable models, with recyclable, compostable materials and reduction of waste, aligned with regulatory and environmental demands.
Along with this, the adoption of smart packaging, with QR codes, NFC and sensors, improvements in trackability, monitoring of temperature and food safety throughout the logistics chain. This combination of sustainability and technology reinforces operational efficiency and compliance in ever more demanding supply chain environment.
Strategic lessons:
Combining sustainability with technology in packaging is not just a trend, but a strategic tool for efficiency and compliance, improving traceability, food safety, and supply chain reliability.
How Emergent Cold LatAm can help in the face of these challenges
The evolution of the global market requires operators able to combine modern infrastructure, integrated technology and a clear vision of the demands of the food sector.
Emergent Cold is ready to respond to this scenario, as it brings together a strategically located network, operational expertise and capacity of investment in solutions that keep pace with the speed of transformations in the cold chain.
As the demand for sensitive products grows, we can expand our provision of warehousing in multiple temperature ranges, strengthen processes for receiving and dispatch and incorporate systems aligned with stricter regulatory standards.
With this combination of infrastructure, technology and regional integration, Emergent Cold LatAm not only accompanies global trends in the cold chain, but also anticipates them and turns these into efficiency, reliability and high standard of service for clients who need to operate with thermal precision in ever more demanding markets.
