In countries that are recovering only sluggishly from the Great Recession, many of society's major challenges have been blamed on globalization. According to a popular view, the lowering of trade barriers in global markets and the increased flow of goods and labor across national borders have caused wage stagnation, fewer job opportunities, and widening income inequality, among other problems. Resistance to globalization has spawned a backlash in developed economies, with the United Kingdom's "Brexit" vote to leave the European Union and the outcome of the U.S. presidential election being two major recent examples. This is not a new phenomenon, however, and one does not have to look far to find other examples. The North American Free Trade Agreement (NAFTA) of the 1990s faced fierce opposition, epitomized by the presidential candidate Ross Perot's 1992 declaration that if it were enacted "there will be a giant sucking sound going south." Meetings of the World Bank, World Trade Organization, and International Monetary Fund were all marked by fierce anti-globalization protests throughout the 1990s and early 2000s.
Historically, a country's popular sentiment around globalization has varied in proportion to the health of its economy. The Great Depression of 1929-1939 presents a clear example; as the U.S. economy's performance worsened, legislators embarked on a program of increased protectionism that included the Smoot-Hawley tariffs, which were countered by tariffs raised by other countries. This type of trade war is widely regarded as having exacerbated the Depression.
Article Figures
[Figure 1] Real U.S. mean household income by quintileEnlarge this image
Support for globalization is currently at another low point. In the United States, presidential candidates of both major parties were opposed to the Trans-Pacific Partnership (TPP), while one went further, labeling NAFTA the "worst trade deal in history" and making reducing immigration a major campaign plank. The unsatisfying pace of the economic recovery since the Great Recession, which ended in June 2009, and the displacement of workers due to the development of new technologies have caused stewing economic anxieties for many in the country, amplifying anti-globalist attitudes. The Great Recession was brutal for many middle- and lower-income households, and many middle-class families were forced into a lower standard of living during the recession and the subsequent anemic recovery. (See Figure 1.)
Things are finally starting to improve for many American households. In 2015 household income made a comeback, gaining 5.2 percent—the largest one-year increase on record, and the first statistically significant increase since 2007 (standing only 1.6 percent below its 2007 level). Real median household income has not yet regained its pre-recession peak, but we expect it to surpass its 2007 level next year. (See Figure 2.)
Americans have not been alone in their angst. Many in the U.K.'s middle class, especially in rural areas, saw their standard of living slip as well. The resulting backlash in that country has occurred alongside a corresponding increase in anti-immigrant sentiment. Indeed, resentment over high rates of immigration was a major factor in the outcome of the vote to separate from the European Union.
Brexit and political uncertainty in Europe have clouded Europe's economic outlook. There are elections scheduled for 2017 in the Netherlands (March), France (April/May), and Germany (around September). Moreover, Italy's prime minister resigned in early December, and new elections potentially could be called next year. Now the recent U.S. election has added to those risks. The outcome of the U.S. election could not only embolden right-wing populist parties in Europe, but it could also make the Brexit negotiations more complicated.
The perils of protectionism
Resistance to globalization is spreading and gaining attention, but it is highly misguided. Although freer trade and immigration do produce "winners" and "losers," their net effects have been unambiguously positive for developed economies. Six years after NAFTA's signing in 1994, the U.S. economy was booming, and the unemployment rate reached 3.8 percent—its lowest point in 30 years. NAFTA probably helped, and it certainly didn't hurt. Similarly, immigrants almost always provide a net benefit to a host economy. Although this is particularly true of high-skilled immigrants—a group that disproportionately creates businesses, earns doctorates in science and engineering, files patents, and wins Nobel Prizes—it is also true of low-skilled immigrants. These workers typically do not cause lower wages or outcompete the native-born for jobs. Instead, they take jobs native workers do not want, such as those in the agricultural and cleaning industries.
The effects of technological growth on a developed economy are virtually identical to those of globalization—but they occur on a much larger scale. On balance, both forces destroy jobs but create more than they eliminate. The effect is asymmetrical, however. Workers with lower levels of skills, education, and mobility tend to lose out, while higher-skilled workers generally benefit. However, all consumers, especially the poor, benefit from the better product quality and lower prices that result.
Because the costs of these effects in the form of lost jobs are easier to spot than diffuse increases in purchasing power and economic performance, it can be politically convenient to oppose free trade and immigration. But efforts to limit globalization—through such means as protectionist tariffs—both raise prices and damage the competitiveness of domestic industries that import raw materials. Instead of focusing on globalization itself, attention would be better spent on helping those hurt by globalization and technological advancement. There are plenty of ways to do it: increasing access to higher education and job training, growing wage insurance programs, and expanding negative income taxes (such as the U.S. earned-income tax credit), to name just a few. These types of policies produce much more socially beneficial results than attempting to halt globalization or technological growth.
The election of Donald Trump as the next president of the United States has the potential to upend the global status quo and to alter the economic outlook. In part, the degree of disruption will depend on the extent to which his protectionist talk carries through to his policies. If the Trump administration's actions mirror some of its more extreme campaign rhetoric—if it places significant barriers on trade or carries out mass deportations—then gross domestic product (GDP) growth and growth in trade will likely both diminish even as inflation increases, a condition known as "stagflation." On the other hand, if he pursues more pragmatic, "pro-growth" policies, then economic growth, interest rates, and inflation will all be higher. This latter outcome would benefit most, but not all, of the countries around the world.
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”