But some level of stability on the trade front developed when the Trump administration cancelled the round of tariffs slated to take place in June (only to reimplement them, then postpone again in August), and airfreight markets cooled down considerably during the first half of the year. The industry saw both volumes and rates erode in key international markets. Since November 2018, rates have declined by over 15% and international volumes by 4%, according to the International Air Transport Association (IATA). This drop marks the first decline in seasonalized freight tonne kilometers (FTK) growth since 2015. Some carriers like Cathay Pacific have responded by managing capacity.1 But IATA has also reported that demand volumes have slowed faster than capacity has left the market.
While airfreight service providers were wrestling with a tough market, innovation was kept at bay in the industry. As a result, the development of digital air forwarding solutions has lagged relative to other modes of transportation. But in the past year, digital has taken center stage. In addition to digital offerings, other technological innovations, such as the possibilities of drone transport, are becoming more real, with cargo-focused drones being tested—and now contracted—for commercial cargo lift.
Startups in the digital forwarding space are graduating from beta status. For example, SkySpace Cargo announced late in 2018 that it had eclipsed 50,000 users of its booking platform. SkySpace and other companies like Cargo.One are focused on creating transparency in pricing and capacity for small- and medium-sized forwarders. This increased visibility enables smaller forwarders to compete more effectively with larger companies.
For shippers wanting to explore digital forwarding, companies like Freightos are creating solutions for both forwarders and shippers. Freightos' WebCargo Sky solution allows other forwarders to book directly with large airlines via a network of real-time APIs (application programming interfaces). The solution also allows shippers themselves to compare and book airfreight and ocean freight shipments with global forwarders and ocean carriers. Freightos has also created a hub of distribution centers that feeds directly into Amazon fulfillment centers, enabling smaller manufacturers to achieve levels of scale comparable to much larger shippers.
Cargo drones are also driving changes to the airfreight ecosystem. Drones are generally discussed as candidates for last-mile package delivery. Now, however, companies developing bulk cargo drones are at an advanced enough stage to enter into commercial contracts. Sabrewing Aircraft Co. signed a $40 million contract in Alaska to test cargo deliveries on an isolated island more than 700 miles from Anchorage.2 The deal includes 10 drones that have a capacity of between 800 and 4,400 pounds. Natilus, another startup, is planning to test comparable seaplane drones in 2020, with ambitions of bringing 130-ton freighter drones on line.3
The implications of cargo drones on the industry will be enormous. The cost of drones is significantly lower because the airframe is design tailored specifically to move cargo, not people. Additionally, the drone's slower airspeeds will also substantially reduce fuel consumption. Finally, the fact that drones do not require a crew will provide further cost savings. Ultimately, Natilus believes their large-scale drones will operate at half the cost of the current generation of air cargo planes while creating a new class of service that bridges the gap between existing air and ocean transit times.
While the familiar pattern of boom and bust for rates is playing out in the airfreight industry, shippers reliant on air freight for their networks can get ready for these game-changing technologies. Regular dialogue with digital forwarding providers to understand the maturity of their capabilities will enable shippers to identify when the time is right for partnerships and to unlock new capabilities like dynamic spot bids and other new abilities. And while it might be several years before shippers are booking space on drones, keeping an eye on providers and building relationships with innovators now will help both sides. Innovators will get critical support to test and build value propositions for their solutions whileshippers have an opportunity to shape the development solutions tailored to their unique needs.
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.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
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.
Shippers are actively preparing for changes in tariffs and trade policy through steps like analyzing their existing customs data, identifying alternative suppliers, and re-evaluating their cross-border strategies, according to research from logistics provider C.H. Robinson.
They are acting now because survey results show that shippers say the top risk to their supply chains in 2025 is changes in tariffs and trade policy. And nearly 50% say the uncertainty around tariffs and trade policy is already a pain point for them today, the Eden Prairie, Minnesota-based company said.
In a move to answer those concerns, C.H. Robinson says it has been working with its clients by running risk scenarios, building and implementing contingency plans, engineering and executing tariff solutions, and increasing supply chain diversification and agility.
“Having visibility into your full supply chain is no longer a nice-to-have. In 2025, visibility is a competitive differentiator and shippers without the technology and expertise to support real-time data and insights, contingency planning, and quick action will face increased supply chain risks,” Jordan Kass, President of C.H. Robinson Managed Solutions, said in a release.
The company’s survey showed that shippers say the top five ways they are planning for those risks: identifying where they can switch sourcing to save money, analyzing customs data, evaluating cross-border strategies, running risk scenarios, and lowering their dependence on Chinese imports.
President of C.H. Robinson Global Forwarding, Mike Short, said: “In today’s uncertain shipping environment, shippers are looking for ways to reduce their susceptibility to events that impact logistics but are out of their control. By diversifying their supply chains, getting access to the latest information and having a global supply chain partner able to flex with their needs at a moment’s notice, shippers can gain something they don’t always have when disruptions and policy changes occur - options.”
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.”