On 5 November 2025, the British International Freight Association (BIFA) announced a major update that could reshape how goods are exported from Northern Ireland.
From 15 December 2025, the indirect export process - where goods leave Northern Ireland via an EU port - will come to an end. You can read BIFA’s full update here.
At first glance, this may seem like a procedural adjustment for customs and logistics teams. Yet beneath the surface, this change has the potential to affect liquidity, credit exposure, and payment behaviour across the supply chain. For creditors and finance leaders, it’s a development that warrants close scrutiny.
From Compliance to Cash Flow: The Hidden Costs of Structural Change
When regulatory frameworks shift, cost pressures tend to follow.
For businesses trading through Northern Ireland, the removal of indirect exports means new customs routes, declarations, and processes. These aren’t just administrative tweaks - they’re operational realities that carry time, cost, and cash flow consequences.
We may see:
- Higher logistics and compliance costs as traders adapt to new declaration systems.
- Supply chain friction, with possible delays in shipments and payments.
- Margin compression, especially for exporters unable to pass on new costs to customers.
And where trading businesses feel the strain, creditors feel the ripple. Payment delays, disputed invoices, and temporary cash shortfalls can quickly translate into increased debtor days and impaired recoverability.
The Credit Ripple Effect
From a creditor’s perspective, regulatory change of this scale introduces three core risks:
- Cash flow disruption – Businesses adjusting to new export routes may experience temporary liquidity stress, delaying payments to suppliers.
- Creditworthiness drift – Even well-run companies can see their credit profiles shift as compliance costs erode short-term margins.
- Operational disputes – When goods are delayed or re-routed, contractual grey areas often emerge - fuel for invoice disputes and delayed settlements.
For finance and credit professionals, the question is no longer whether trade rules change - it’s how fast your credit management function can respond.
Where Controlaccount Adds Strategic Value
At Controlaccount, we’ve spent decades supporting clients in transport, logistics, and supply chain management, helping them remain financially agile through change.
Our role extends beyond recovery - we partner with businesses to strengthen credit resilience at a structural level. That means:
- Proactive credit monitoring – identifying early indicators of stress within logistics-dependent debtor books.
- Intelligent debt recovery – using sector insight to recover unpaid invoices swiftly and maintain commercial relationships.
- Operational alignment – advising finance and logistics teams on aligning credit policy with new trade compliance requirements.
- Cash flow continuity – implementing strategies that sustain liquidity through periods of disruption or regulatory transition.
As the indirect export route closes, businesses with integrated credit and logistics strategies will be best placed to absorb costs, maintain trust, and protect profitability.
Looking Ahead
The end of indirect exports from Northern Ireland is more than a customs update - it’s another signal that trade and credit risk are increasingly intertwined.
For creditors, this moment calls for vigilance, collaboration, and foresight. For businesses, it’s a reminder that credit management isn’t just a financial function - it’s a strategic one.
With deep experience in the transport and logistics sector, Controlaccount is ready to help organisations turn these challenges into opportunities for stronger financial control and resilience.
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