Trends in the engineering and manufacturing sector, such as growing demand from emerging markets and an increase in product customization, are requiring companies to change how they organize their supply chains, says a DHL report.
Big changes are coming to the engineering and manufacturing sector (which includes the four subsectors of aviation and
aerospace, nonenergy mining, industrial equipment, and construction equipment) according to a recent report by third-party
logistics giant DHL. New markets are developing in emerging economies. Customers are increasingly demanding customized products
and services. And technologies, such as the industrial Internet of Things, are allowing plants and factories to respond more
quickly to customer demand.
One reason, the report says, is that demand for engineering and manufacturing products is becoming more geographically diverse.
While China and India continue to grow in importance, demand for engineering and manufacturing products is also building in the
so-called MINT countries of Mexico, Indonesia, Nigeria, and Turkey. Meanwhile, there has been an increase in manufacturing
operations moving from low-labor-cost locations to more developed countries. For example, in 2014, about 60,000 manufacturing
jobs were brought back the United States, the report says. This "reshoring" trend has given rise to a corresponding increase
in demand for related products such as industrial equipment and construction equipment.
At the same time that demand for such products has become geographically more dispersed and fragmented, it has also shifted
from large orders of standard products to more customized orders. Accordingly, more manufacturing and engineering companies are
discovering that they must adopt a service-oriented business model in order to stay competitive.
As President-elect Donald Trump prepares to return to the White House, his promises of sweeping tariffs—including an additional 10% tariff on imports from China, a 25% tariff on imports from Canada and Mexico, and a 10% to 20% universal tariff on all other imports—have businesses rethinking their supply chains. The potential impact of these tariffs is expected to be substantial and wide-ranging, affecting numerous industries like automotive, manufacturing, industrial, defense, pharmaceuticals, and high-tech electronics. The impact will be particularly acute for consumer goods.
Many companies are already taking proactive measures to mitigate risks and prepare for various scenarios. Some are accelerating efforts to diversify their production away from China, while others are stockpiling inventory in the U.S. before the new administration takes office. No matter what tactic they are taking, one effect is certain: Companies need to reevaluate their supply chain strategies.
My company Resilinc has identified five key ways that Trump’s proposed tariffs will affect supply chains. Companies should carefully consider how each of these consequences will impact their supply chains and what responses they should take to mitigate the changes.
#1 Increase in prices
Tariffs could have far-reaching effects on consumer goods, including those produced domestically. Many products that Americans use daily rely on imported components. A substantial portion of items manufactured in the U.S.—from appliances and industrial goods to pharmaceuticals, cars, and electronics—include imported parts. For instance, key smartphone components such as processors, displays, and batteries are often sourced from countries like China, South Korea, and Taiwan. Tariffs will make the cost to produce and sell all of these goods significantly higher. If these cost increases are passed on to consumers, tariffs could ultimately influence consumer purchasing behavior. This might include reduced demand or shifts in preferences toward products not subject to tariffs.
#2 Change in freight flows and rates
The potential impact extends beyond just the cost of goods. The shipping industry is likely to see significant changes as well. In the short term, freight rates could spike as retailers rush to buy safety stock ahead of potential tariff implementations. However, in the longer term, broad tariffs could discourage imports, potentially slowing freight volumes at ports and driving down rates. This could have a ripple effect throughout the entire supply chain ecosystem.
#3 Retaliatory tariffs from other countries
When Trump was previously in office, the administration applied tariffs on steel, aluminum Chinese imports, and automotive imports. Within a year, other countries enacted numerous retaliatory tariffs on U.S. imports in response. Some of the key products targeted included U.S. soybeans, pork, whiskey, and automobiles. Exports to China, the largest buyer of U.S. soybeans, dropped by nearly 75% in 2018 due to retaliatory tariffs and export volumes of some machinery products and vehicles dropped by 10%–20%. China placed tariffs on tens of billions of dollars’ worth of U.S. exports, and The European Union and Canada responded to steel and aluminum tariffs by imposing tariffs of their own. While it will be hard to predict how different countries will react this time, similar reactions are likely.
#4 Increased interest in nearshoring/reshoring
The proposed tariffs are likely to accelerate the trend of nearshoring and reshoring, with countries like Mexico potentially benefiting. Mexico is becoming more attractive due to its low labor costs, proximity, and potentially lower tariffs compared to China. In fact, Mexico was the United States’ top trading partner in 2024, surpassing China for the first time in over 20 years. In recent years, as companies have started increasing nearshoring initiatives, Mexico has become a critical part of these strategies. With costs potentially rising for Chinese goods, Central America could benefit as a nearshore option—even with a 10% tariff. Other countries like Vietnam, Thailand, and India are also emerging as alternatives to China.
However, both nearshoring and reshoring come with their own challenges. Setting up a new factory can be extremely costly and time intensive. Plus, labor in the U.S. is expensive. The average manufacturing wage as of January 2022 in the U.S. was $24.55 per hour, compared to an average of $2.80 per hour in Mexico.
Next, China has dominated as the “world’s factory” for a long time; its ecosystem of easy-to-find vendors for components of manufactured products will be hard to replicate. Scaling suppliers and finding availability of certain products and parts could prove difficult in the U.S., at least for the next few years. If a company reshores product assembly to the U.S., for example, but is still reliant on nuts and bolts from Chinese or Taiwanese suppliers, it has not solved its supply chain problem. Establishing new supplier networks can be time-intensive and costly.
While reshoring may help companies avoid tariffs, it introduces new challenges. For instance, Intel’s effort to establish a semiconductor plant in Arizona faces the hurdle of water scarcity, a critical issue for facilities that require an uninterrupted water supply. Meanwhile, Intel’s planned site in Ohio avoids this issue but faces a shortage of workers.
To be clear, the U.S. is not a risk-free region. Nowhere is risk-free. By reshoring or nearshoring, companies may mitigate certain risks but encounter a new set of uncertainties, potentially impacting supply chain stability.
#5 Tariffs may be applied unevenly
Companies are not just passively waiting for these changes to occur. Following the tariffs previously enacted under the Trump Administration, many U.S. companies responded by lobbying for product exemptions to safeguard their finances and operations. Apple, for instance, received 10 out of 15 requested exemptions for items like computer chargers and mice that were solely available from China. This time, certain products may face even greater tariff impacts. Automotive parts, which frequently across the Mexico-U.S. border, could incur rising costs with each crossing, prompting automakers to lobby for exemptions.
On the opposite side of the equation, the Trump administration may consider imposing tariffs on specific companies instead of country-specific tariffs. For instance, Chinese companies have increasingly shifted production to countries like Vietnam, making China Vietnam's largest trading partner in 2023, with trade totaling $172 billion. To prevent Chinese products from being rerouted through other countries to reach the U.S., the administration may impose targeted measures aimed at companies. In recent years, for instance, the U.S. has imposed significant sanctions on Chinese telecommunications companies like Huawei and ZTE, citing national security concerns.
How companies can prepare
To prepare for these potential changes, companies are advised to take several key steps. The most critical (and foundational) step companies can take is to map their entire subtier supplier network—identifying where their products and components originate and which could be affected.
Additional key steps for readiness include:
1. Modeling “what-if” scenarios to quantify potential business impacts.
2. Preparing detailed data for exclusion requests and to support rapid adjustments.
3. Evaluating supply chain diversification options, balancing risks and benefits by region.
4. Anticipating potential shifts in consumer behavior and financial impacts.
5. Closely monitoring announcements on tariffs and exemption procedures.
The next year is expected to be a dynamic one for global supply chains. Trump's proposed tariffs are already having a significant impact, even before any official policies have been implemented. To prepare, companies must expect uncertainty and create an action plan now—not later. Companies that have already mapped their supply chains and collected comprehensive data will be better positioned to respond quickly and effectively as tariffs are rolled out.
Global forklift sales have slumped in 2024, falling short of initial forecasts as a result of the struggling economy in Europe and the slow release of project funding in the U.S., a report from market analyst firm Interact Analysis says.
In response, the London-based firm has reduced its shipment forecast for the year to rise just 0.3%, although it still predicts consistent growth of around 4-5% out to 2034.
The “bleak” figures come as the European economy has stagnated during the second half of 2024, with two of the leading industry sectors for forklifts - automotive and logistics – struggling. In addition, order backlogs from the pandemic have now been absorbed, so order volumes for the global forklift market will be slightly lower than shipment volumes over the next few years, Interact Analysis said.
On a more positive note, 3 million forklifts are forecast to be shipped per year by 2031 as enterprises are forced to reduce their dependence on manual labor. Interact Analysis has observed that major forklift OEMs are continuing with their long-term expansion plans, while other manufacturers that are affected by demand fluctuations are much more cautious with spending on automation projects.
At the same time, the forklift market is seeing a fundamental shift in power sources, with demand for Li-ion battery-powered forklifts showing a growth rate of over 10% while internal combustion engine (ICE) demand shrank by 1% and lead-acid battery-powered forklift fell 7%.
And according to Interact Analysis, those trends will continue, with the report predicting that ICE annual market demand will shrink over 20% from 670,000 units in 2024 to a projected 500,000 units by 2034. And by 2034, Interact Analysis predicts 81% of fully electric forklifts will be powered by li-ion batteries.
The reasons driving that shift include a move in Europe to cleaner alternatives to comply with environmental policies, and a swing in the primary customer base for forklifts from manufacturing to logistics and warehousing, due to the rise of e-commerce. Electric forklift demand is also growing in emerging markets, but for different reasons—labor costs are creating a growing need for automation in factories, especially in China, India, and Eastern Europe. And since lithium-ion battery production is primarily based in Asia, the average cost of equipping forklifts with li-ion batteries is much lower than the rest of the world.
Companies in every sector are converting assets from fossil fuel to electric power in their push to reach net-zero energy targets and to reduce costs along the way, but to truly accelerate those efforts, they also need to improve electric energy efficiency, according to a study from technology consulting firm ABI Research.
In fact, boosting that efficiency could contribute fully 25% of the emissions reductions needed to reach net zero. And the pursuit of that goal will drive aggregated global investments in energy efficiency technologies to grow from $106 Billion in 2024 to $153 Billion in 2030, ABI said today in a report titled “The Role of Energy Efficiency in Reaching Net Zero Targets for Enterprises and Industries.”
ABI’s report divided the range of energy-efficiency-enhancing technologies and equipment into three industrial categories:
Commercial Buildings – Network Lighting Control (NLC) and occupancy sensing for automated lighting and heating; Artificial Intelligence (AI)-based energy management; heat-pumps and energy-efficient HVAC equipment; insulation technologies
Manufacturing Plants – Energy digital twins, factory automation, manufacturing process design and optimization software (PLM, MES, simulation); Electric Arc Furnaces (EAFs); energy efficient electric motors (compressors, fans, pumps)
“Both the International Energy Agency (IEA) and the United Nations Climate Change Conference (COP) continue to insist on the importance of energy efficiency,” Dominique Bonte, VP of End Markets and Verticals at ABI Research, said in a release. “At COP 29 in Dubai, it was agreed to commit to collectively double the global average annual rate of energy efficiency improvements from around 2% to over 4% every year until 2030, following recommendations from the IEA. This complements the EU’s Energy Efficiency First (EE1) Framework and the U.S. 2022 Inflation Reduction Act in which US$86 billion was earmarked for energy efficiency actions.”
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The new "Amazon Nova" AI tools can use basic prompts--like "a dinosaur sitting in a teacup"--to create outputs in text, images, or video.
Benefits for Amazon's customers--who include marketplace retailers and logistics services customers, as well as companies who use its Amazon Web Services (AWS) platform and the e-commerce shoppers who buy goods on the website--will include generative AI (Gen AI) solutions that offer real-world value, the company said.
The launch is based on “Amazon Nova,” the company’s new generation of foundation models, the company said in a blog post. Data scientists use foundation models (FMs) to develop machine learning (ML) platforms more quickly than starting from scratch, allowing them to create artificial intelligence applications capable of performing a wide variety of general tasks, since they were trained on a broad spectrum of generalized data, Amazon says.
The new models are integrated with Amazon Bedrock, a managed service that makes FMs from AI companies and Amazon available for use through a single API. Using Amazon Bedrock, customers can experiment with and evaluate Amazon Nova models, as well as other FMs, to determine the best model for an application.
Calling the launch “the next step in our AI journey,” the company says Amazon Nova has the ability to process text, image, and video as prompts, so customers can use Amazon Nova-powered generative AI applications to understand videos, charts, and documents, or to generate videos and other multimedia content.
“Inside Amazon, we have about 1,000 Gen AI applications in motion, and we’ve had a bird’s-eye view of what application builders are still grappling with,” Rohit Prasad, SVP of Amazon Artificial General Intelligence, said in a release. “Our new Amazon Nova models are intended to help with these challenges for internal and external builders, and provide compelling intelligence and content generation while also delivering meaningful progress on latency, cost-effectiveness, customization, information grounding, and agentic capabilities.”
The new Amazon Nova models available in Amazon Bedrock include:
Amazon Nova Micro, a text-only model that delivers the lowest latency responses at very low cost.
Amazon Nova Lite, a very low-cost multimodal model that is lightning fast for processing image, video, and text inputs.
Amazon Nova Pro, a highly capable multimodal model with the best combination of accuracy, speed, and cost for a wide range of tasks.
Amazon Nova Premier, the most capable of Amazon’s multimodal models for complex reasoning tasks and for use as the best teacher for distilling custom models
Amazon Nova Canvas, a state-of-the-art image generation model.
Amazon Nova Reel, a state-of-the-art video generation model that can transform a single image input into a brief video with the prompt: dolly forward.
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.