IHS Global Insight Inc. is a leading consulting company providing comprehensive economic information and forecasts on countries, regions, and industries with particular expertise in global trade and transportation. IHS Global Insight serves more than 3,800 clients in industry, finance, and government through offices in 13 countries covering North and South America, Europe, Africa, the Middle East, and Asia.
If Marco Polo were alive today, he almost certainly would be taking advantage of a new rail freight service that is now running between China and Europe. In 2008, the German rail operator Deutsche Bahn AG launched an experimental service between China and Germany by way of Russia. The International Union of Railways (UIC) and rail infrastructure providers in Finland and Sweden have since started promoting this "Northern East-West Freight Corridor" for intermodal container service from the Far East to Scandinavia. Figure 1 shows this route.
The greatest potential advantage of the new rail service is that it promises transit times of just two weeks for containers moving from the Far East to Europe. That's a dramatic time savings compared to the six weeks it normally takes by sea. Conceivably, this rail service could also offer benefits for those beyond the confines of Europe, as some of the containers could ultimately be transferred onto ships moving across the Atlantic Ocean. That opens the possibility for importers along the eastern coast of North America to enjoy significant time savings compared to all-water service from Asia.
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[Figure 1] New rail corridor links China and Northern EuropeEnlarge this image
Although the new rail service appears to be an attractive alternative, operators will have to overcome a number of challenges before it can become reliable enough to attract steady shipment volumes. For one thing, any rail equipment used will have to navigate tracks with different gauges as it rolls across two continents. Railroads in Western Europe and China both use a standard gauge system, but trains run on wider-gauge track in Russia, Finland, and Kazakhstan. Although passenger and some freight trains in Europe are equipped with changeable gauges so they can cross different-gauge tracks, the heavier weight of freight cars makes this approach impractical on the China-to-Europe route. Furthermore, the reluctance of Russia's railroads to accept other carriers' freight cars means that intermodal containers must be transferred twice along the route to Sweden and Norway.
Varying track gauges aren't the only impediment confronting this rail service; there is also the issue of delays in border clearance. For security reasons, Russia insists on having the right to inspect all containers that pass through the country, even sealed, in-transit shipments. Cargo inspections by Russian officials undoubtedly will lengthen transit times and add to costs. And it is not cheap to run the train as it stands now; the operators already bear the considerable expense of employing their own guards to protect the cargo from theft during the journey.
Shippers that decide to use the new intercontinental route may have to put up with irregular service frequency for some time to come. That's because the trains often do not depart until the operator has assembled enough freight to justify the cost of the trip. This could spark a vicious cycle that will be difficult to break. Unless departure frequencies are at least weekly, the benefits of a 14day service diminish severely, and shippers will be unwilling to sign on. But without a sufficient customer base, there is unlikely to be enough volume to assure regular service.
There's another reason why it may be difficult to fill this intermodal pipeline with any regularity. Transportation services that attempt to fill a market gap between price and speed are not always successful (remember "fast ships"?). The operators run the risk that a service that is cheaper than air freight but more expensive than an all-water route will not find a regular market and will only be regarded as a supplementary service. If that happens to the Northern East-West Freight Corridor, then its promoters will have a tough time making this service profitable.
Although the train operators clearly have some challenges and roadblocks to overcome right now, their idea could pay off handsomely in the future. The key will be China's pattern of export growth. Until now, most of that country's export industries have been situated along the Pacific Coast, near major seaports like Hong Kong and Shanghai. The dramatic growth of the eastern cities and the lack of economic opportunities in other parts of the country have led the Chinese government to encourage growth further inland through its "Go West" development program. With that in mind, IHS Global Insight predicts that the greatest growth in China's export industries over the next decade will occur in the inland province of Sichuan (Szechwan). Figure 2 shows predicted export growth through 2018.
Why does this matter? A rail service from China's interior to Europe offers an attractive option for inland manufacturers, especially since strategically located railways on the borders with Mongolia and Kazakhstan have spare capacity. As the center of Chinese industry shifts from the coast and moves into the country's interior, a rail corridor that runs to northern Europe could eventually become a viable choice for moving Chinese goods to Western markets.
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.”