How to avoid logistics contract disasters

In the fast moving world of logistics, timing, trust, and accuracy matter. Yet many logistics businesses still rely on contracts found online, adapted from other sectors or inherited without review. These documents often contain vague, outdated or legally risky clauses — and many aren’t worth the paper they’re written on.

At Tees, our corporate commercial lawyers regularly help logistics firms navigate the fallout when unclear contracts lead to disputes. Here’s why your contract terms matter — and what can go wrong when they’re missing.

Granville Oil & Chemicals Ltd v Davies Turner & Co Ltd [2003] EWCA Civ 570.

This case illustrates what happens when standard terms are well-written and properly incorporated, and how they can protect a business from significant losses.

What happened?

Granville Oil & Chemicals Ltd (Granville) contracted with Davies Turner & Co Ltd (DT), a freight forwarder, to ship a consignment of paint to UK. The contract incorporated standard trading terms. When the goods were damaged in transit, Granville claimed nearly £60,000 in losses. DT relied on two contractual protections:

(a) A procedural notice clause requiring customers to give written notice of any claim within 14 days of the occurrence; and

(b) A substantive limitation clause, barring any claim unless legal proceedings and written notice were both initiated within nine months of the event.

The result?

The court found in favour of DT, confirming that:

  • The limitation clause was valid and enforceable.  It had been properly incorporated into the contract and Granville had adequate notice of the terms.
  • The clause was reasonable under UCTA.  The limitation of liability clause was clear, wide and unambiguous, especially since Granville had the freedom to negotiate different terms or contract with others.
  • The claim was time barred. Granville failed to issue proceedings and serve written notice within the required nine-month period.

Why does it matter?

 The case was especially important for logistic companies because it demonstrated how risky it can be to rely on outdated or loosely drafted terms. It confirmed that clearly drafted commercial agreements and properly incorporated clauses such as ‘limitation of liability’ will be upheld, even where they cut off substantial claims entirely.

Key contract considerations for logistics companies:

Protecting your business: 3 things your contract must do

  1. Make your terms clear and visible: Terms hidden in small print or buried on the back of a receipt won’t help in a dispute. Ensure your customers understand what they’re signing up for, ideally before any work commences.
  2. Spell out responsibilities and timelines: Define what’s expected on both sides: when goods will arrive, what happens if they’re delayed, and how payment works.
  3. Include enforceable limitation clauses: These clauses limit your liability if things go wrong, but only if they’re transparent and fair. If they’re ambiguous or poorly drafted, they may be struck out.

Common contract disputes in the logistics sector

Let’s examine the top legal issues we encounter in the logistics industry, all of which stem from poor or incomplete contractual agreements.

  1. Delayed or failed deliveries: Goods not arriving on time are one of the most common triggers for contractual disputes. Whether caused by external disruptions (such as severe weather or traffic congestion) or internal issues (such as warehouse errors), such delays often result in customers seeking compensation. Clearly drafted commercial agreements, including clauses that address delivery obligations, timelines, and exceptions, can help prevent unforeseen liability.
  2. Damage or loss of goods in transit: Disputes often arise over who bears the risk when goods are lost or damaged. Contracts should clearly define the point at which risk transfers from the logistics provider to the customer or third party, as well as the standard of care required during handling and transportation.
  3. Payment terms: Unclear or unenforced payment terms can lead to problems which typically arise where a contract is silent on matters such as payment deadlines, interest on late payments or credit limits. This can make debt recovery more complex and limit the company’s ability to take effective enforcement action – a key consideration in negotiating commercial contracts.
  4. Limitation of liability: It is important to consider robust limitation of liability clauses. Businesses often include such clauses without considering whether they have been properly incorporated or whether they meet the fairness requirements. A poorly worded or hidden clause may not be enforceable leaving the business unexpectedly liable for substantial sums.
  5. Service level agreements (slas): SLAs are typically designed to protect a business’ standards; however we often see SLAs that are vague rather than specific and enforceable. Without clearly defined performance metrics these provisions are difficult to rely on when performance issues arise.

As the logistics sector continues to evolve in response to operational pressures, technological developments and broader economic shifts, the value of precise drafting and negotiating commercial contracts has never been higher.

Don’t wait for something to go wrong

Many logistics disputes could be avoided with clearer and more transparent contracts. Taking a little time now to review your agreements can save you months of expensive legal wrangling later.

If you’re unsure whether your terms are up to scratch, we’re here to help. Tees’ commercial law team can draft, review or negotiate your contracts — ensuring they reflect how your business works and giving you solid protection when the unexpected hits.

Get in touch today, and put your commercial contracts on a firmer footing.

Employment rights bill: What’s changing and when

An “Implementing the Employment Rights Bill Roadmap” has now been published by the Government.

This Roadmap sets out a timeline of the upcoming changes and shows how the Government is preparing for the implementation of the Employment Rights Bill. The changes are being phased in gradually over a period of time to allow for further consultation to take place on issues such as statutory probationary periods (that will accompany the day one  right to claim unfair dismissal that is being introduced, abolishing the two  years’ service required currently applicable) and how these will work and the planned changes to statutory sick pay.

Some of the changes are therefore not coming in until 2027 – this includes day one  rights for workers against unfair dismissal and a ban on “exploitative zero hours contracts”.

The Government has said it will produce clear and comprehensive guidance to help businesses understand and adapt to the changes and the gradual introduction will also give businesses time to update policies and procedures along the way.

Key dates:

After the bill is passed:

  • Immediate repeal of the Strikes (Minimum Service Levels) Act 2023 and the majority of the Trade Union Act 2016
  • Protections against dismissal for taking industrial action

April 2026:

  • Collective redundancy protective award – doubling the maximum period of the protective award
  • ‘Day one’ paternity leave and unpaid parental leave
  • Enhanced Public Interest Disclosure (“Whistleblowing”) protections
  • Fair work agency established
  • Statutory sick pay – removing the lower earnings limit and waiting period

October 2026:

  • Restricting fire and rehire practices
  • Regulations to establish the Fair Pay Agreement Adult Social Care Negotiating Body in England
  • Tightening tipping law to ensure fairer tip allocation
  • Requiring employers to take “all reasonable steps” to prevent sexual harassment of their employees, enhancing the current protections and obligations in place
  • Introducing an obligation on employers not to permit the harassment of their employees by third parties
  • New rights and protections for trade union representatives, extending protections against detriments for taking industrial action and strengthening trade unions’ right of access.

2027:

  • Gender pay gap and menopause action plans promoting gender equality and supporting women’s health at work
  • Enhanced dismissal protections for pregnant women and new mothersreturning from maternity leave
  • Further harassment protections – specifying reasonable steps which will help determine whether an employer has taken all reasonable steps to prevent sexual harassment
  • Bereavement leave
  • Ending the “exploitative use of zero hours contracts”
  • ‘Day one ’ right for protection from unfair dismissal
  • Improving access to flexible working

If you need help to navigate these changes, please get in touch with our Employment Law team.

Farmers face rising pressures – but resilience and diversification remain strong, says Tees Law survey

The inaugural Tees Annual Farming Survey 2025 reveals that farmers across the East of England are feeling the weight of unprecedented change, yet many are responding with resilience and forward-thinking strategies.

The survey, conducted by specialist research firm Kynetec on behalf of Tees Law, captured the views of over 200 growers from across eight counties. Findings highlight deep concerns over changes to inheritance tax (IHT), environmental regulation, and the phasing out of EU subsidies. Yet amid this, farmers are actively engaging in diversification, succession planning, and environmental stewardship.

Key findings:

  • Inheritance tax reforms are a major concern: 80% of farmers surveyed say their business will be impacted by IHT and succession issues, with many planning to make lifetime gifts or sell land to mitigate future tax burdens.
  • Environmental commitment is high: 93% of respondents are actively involved in environmental conservation, with soil health, hedgerow management, and pollinator support among the most common initiatives.
  • Regulatory burden is squeezing businesses: 84% say that current compliance requirements make running a farm difficult. Many want simplification—calling for fewer regulatory bodies and a more coordinated, long-term approach.
  • Low confidence in the future of the industry: Just 13% of farmers feel optimistic about agriculture’s future, and only 29% would encourage younger generations to take up farming.
  • Diversification is rising: 60% expect a higher proportion of their income to come from non-farming activities in future.

Letty Glaister, Head of Agriculture, Rural and Estates at Tees, said:

The survey shines a spotlight on the challenges farmers face today, but also the solutions they’re pursuing. Whether it’s reshaping business models, embracing environmental practices, or planning for succession, it’s clear the sector is adapting. Our role at Tees is to help farmers navigate this complexity, offering practical, tailored advice to safeguard their land, business and family interests.”

One Norfolk farmer captured the sector’s mood:

We’re here to produce food at the highest quality. But we’re being asked to jump through hoops that often feel out of touch with farming reality. We care deeply about the land and the work we do—what we need is support that trusts and empowers us, not more red tape.”

Tees seeks to conduct this survey annually; the full findings for 2025 can be requested via the page; Tees Farming Survey 2025