Cancelled deliveries. Empty pumps. Frustrated retailers. Different decade, familiar complaints.
For anyone who thought Shell’s sometimes strained relationship with its own independent petrol retailers belonged in the history books, the latest edition of Forecourt Trader offers a reminder that some arguments refuse to die.
According to a new report, Shell dealers across parts of England say they are suffering cancelled fuel deliveries, repeated stock shortages and serious financial losses following changes to Shell’s logistics operation.
For veterans of the Shell Corporate Conscience Pressure Group (SCCPG), the story carries an unmistakable sense of déjà vu.
Thirty years ago, Shell dealers accused the company of arrogance, poor communication and treating independent retailers as expendable.
Today, while the issues are operational rather than contractual, the underlying complaint sounds remarkably familiar:
“Shell simply isn’t listening.”
The Latest Disruption
According to Forecourt Trader, Shell’s recent decision to reorganise fuel logistics has caused widespread disruption in parts of:
- London
- East Anglia
- the Midlands
The problems reportedly stem from two major operational changes:
- changing haulage contractors in certain regions;
- transferring route planning from a central logistics operation in the Philippines to individual transport companies.
The consequences have been significant for some dealers.
One anonymous retailer reported running out of regular unleaded eight times in just 17 days, describing losses amounting to “thousands of pounds.”
Another warned that customers eventually stop trusting a forecourt that repeatedly runs dry.
That reputational damage can last long after the tankers finally arrive.
Shell’s Response
To its credit, Shell has publicly acknowledged the disruption.
The company apologised to affected dealers and customers, saying it was working closely with its distribution partners to restore normal service levels.
According to Shell, additional drivers, vehicles and support staff are being deployed while the new logistics arrangements stabilise.
Operational problems of this kind can occur during major supply-chain transitions.
But retailers quoted by Forecourt Trader question whether the new arrangements were adequately tested before implementation.
Echoes From 1995
Readers of this website may immediately think back to another period when Shell dealers openly challenged the company.
In 1995, hundreds of retailers became involved in the Shell Corporate Conscience Pressure Group (SCCPG), founded by Alfred and John Donovan.
It was an extraordinary episode in Shell’s history.
The movement attracted Shell dealers from across Britain who complained about what they regarded as heavy-handed treatment and an apparent gulf between Shell’s published Business Principles and its dealings with independent retailers.
Contemporary editions of Forecourt Trader documented the growing unrest, while dealer surveys conducted by the SCCPG painted a bleak picture of retailer confidence.
Among the findings later published:
- 89% of surveyed dealers said they would not recommend switching to Shell.
- 91% believed senior Shell management should resign.
- Numerous dealers described feeling bullied or ignored.
Those publications became part of the historical record surrounding one of the most unusual internal revolts ever seen within Shell’s retail network.
Different Complaint. Familiar Theme.
It would be wrong to equate today’s logistics problems with the disputes of the mid-1990s.
The issues are clearly different.
In 1995, the complaints centred on business relationships, contractual disputes and corporate culture.
In 2026, the immediate issue concerns fuel deliveries following a logistics reorganisation.
Yet there remains an interesting continuity.
Independent retailers still depend almost entirely upon decisions made many organisational layers above them.
When those decisions go wrong, it is the dealer—not Shell headquarters—who faces frustrated motorists standing beside empty pumps.
Reputation Works Both Ways
Shell understandably invests enormous effort protecting one of the world’s most recognisable brands.
Yet every Shell-branded forecourt displaying “OUT OF FUEL” signs inevitably affects public perception.
Customers rarely distinguish between:
- Shell plc;
- transport contractors;
- route-planning software;
- distribution partners.
They simply see a Shell station without fuel.
As one dealer reportedly observed:
“If you keep running out of fuel you lose trust with the customer.”
That observation may prove the most important sentence in the entire story.
A Curious Historical Pattern
One striking aspect of Shell’s history is how often similar concerns seem to reappear under different management teams.
The personalities change.
The organisational charts change.
The logistics systems change.
Yet complaints from some dealers about communication, responsiveness and corporate decision-making have surfaced periodically for decades.
That does not necessarily indicate a systemic problem.
Large multinational organisations inevitably encounter operational difficulties.
Nevertheless, the historical parallel is difficult to ignore.
The Satirical View
In 1995 the dealers complained Shell wasn’t listening.
Thirty-one years later the fuel tankers appear to have taken the same approach.
Apparently “Just-in-Time Logistics” has become “Just-Not-This-Time.”
Bottom Line
There is every reason to expect Shell will resolve the current logistics disruption.
Supply-chain transitions are notoriously difficult, particularly when contractors and planning systems change simultaneously.
But the episode serves as an unexpected reminder of a much longer history.
For readers familiar with the Shell Corporate Conscience Pressure Group, today’s headlines sound surprisingly familiar.
Different decade.
Different executives.
Different operational problem.
Yet once again, some Shell dealers are publicly saying they have reached the same destination:
They are running out of patience.
DISCLAIMER: This article is an opinion and commentary based on publicly reported information, historical material, and archived publications. The current logistics issues reported by Forecourt Trader relate to operational disruptions arising from changes to Shell’s fuel distribution arrangements. They should not be taken as evidence that the circumstances are identical to those surrounding the Shell Corporate Conscience Pressure Group in the mid-1990s, although historical comparisons are made for context. This article is not financial or investment advice.
*This website and sisters royaldutchshellgroup.com, shellnazihistory.com, royaldutchshell.website, johndonovan.website, shellnews.net, and shellwikipedia.com, are owned by John Donovan - more information here. There is also a Wikipedia segment, the Shell DPA Files, "Shell and the Spies", the Shell Leaks files, as well as books written and published by John Donovan - Kindle eBooks. Timeline of the Donovan Shell Feud. Toxic History of Royal Dutch Shell Group. Shell and the Donovans: The Full Media Record — 550+ Articles, 110 Books, 40 Years. *All created and supported by internet wizz, Nick Gill.
