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.
Article Figures
[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.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.
That percentage is even greater than the 13.21% of total retail sales that were returned. Measured in dollars, returns (including both legitimate and fraudulent) last year reached $685 billion out of the $5.19 trillion in total retail sales.
“It’s clear why retailers want to limit bad actors that exhibit fraudulent and abusive returns behavior, but the reality is that they are finding stricter returns policies are not reducing the returns fraud they face,” Michael Osborne, CEO of Appriss Retail, said in a release.
Specifically, the report lists the leading types of returns fraud and abuse reported by retailers in 2024, including findings that:
60% of retailers surveyed reported incidents of “wardrobing,” or the act of consumers buying an item, using the merchandise, and then returning it.
55% cited cases of returning an item obtained through fraudulent or stolen tender, such as stolen credit cards, counterfeit bills, gift cards obtained through fraudulent means or fraudulent checks.
48% of retailers faced occurrences of returning stolen merchandise.
Together, those statistics show that the problem remains prevalent despite growing efforts by retailers to curb retail returns fraud through stricter returns policies, while still offering a sufficiently open returns policy to keep customers loyal, they said.
“Returns are a significant cost for retailers, and the rise of online shopping could increase this trend,” Kevin Mahoney, managing director, retail, Deloitte Consulting LLP, said. “As retailers implement policies to address this issue, they should avoid negatively affecting customer loyalty and retention. Effective policies should reduce losses for the retailer while minimally impacting the customer experience. This approach can be crucial for long-term success.”