By Marcela Quinteros, CCO of International Line.
Chinese New Year 2026, officially celebrated between February 17 and 24, is already impacting the market — not as a one-time event, but as an anticipated phenomenon that conditions logistics, commercial, and financial decisions weeks before the official date.
This period cannot be analyzed as an isolated week on the calendar. From a strategic perspective, Chinese New Year must be understood as a complete logistics cycle that begins with progressive factory closures from late January, continues with an extraordinary concentration of cargo prior to the festivities, and ends with a gradual reactivation after February 24.
This cycle, repeated year after year, redefines the pace of international trade and requires companies to adjust their planning in advance. It is a cultural event with structural impact on the supply chain. China and Asia continue to be the productive axis of global trade. For this reason, any disruption in their productive and operational capacity has direct effects on international supply chains.
During Chinese New Year, factories do not all close at the same time. Some reduce shifts, others advance production, and many completely stop operations for weeks. This is compounded by the early departure of workers, port congestion, and sustained pressure on shipping services. The result is predictable: lower space availability, greater competition for capacity, reduced operational flexibility, and greater exposure to surcharges and rescheduling.
For the Chilean market, this cycle intensifies. The distance from Asia, lower service frequency, and narrower logistics windows mean that every adjustment at origin has an amplified effect at destination. In this context, experience shows that decisions not made in January are paid for in February and March. Importers who wait to react face fewer alternatives, less negotiating power, and greater pressure on logistics and commercial costs. For this reason, one idea must be reinforced: anticipating is not a competitive advantage — it is a minimum operating condition.
Chinese New Year is not a supplier or logistics operator problem. It is a strategic variable that must be incorporated into importer planning. Reviewing inventories, anticipating orders, securing space, and adjusting commercial commitments helps protect business continuity. Those who fail to do so often face stock shortages, non-compliance, and higher indirect costs.
For exporters, meanwhile, it represents a challenge: adapting to a market that operates at a different pace during this period. Adjusting schedules, reviewing committed dates, and maintaining clear communication with clients and operators is key to avoiding unnecessary commercial tensions.
Chinese New Year is not an unexpected contingency — it is a structural event in international trade that can be perfectly anticipated.
In 2026, with logistics chains still sensitive and highly demanding markets, the message is clear: early planning has ceased to be a recommendation and has become a condition for operating with stability.
