The 2019 slowdown in U.S. freight markets affected volumes across modes of transport. The outlook for 2020 freight volumes is for weak growth in tonnage, driven by somewhat better conditions in manufacturing and agriculture as well as growth in import and export volumes.
The forecasted pace of modal growth depends on conditions specific to each mode as well as areas of continued competition between modes. Some of the key elements of the modal demand outlook are the strength of the freight-intensive portions of the economy, how businesses manage inventories and operations, government policies including trade policy, and the expectations of business and consumers. Our analysis of underlying 2020 macroeconomic and industry forecasts prepared by early February sees baseline freight volumes in 2020 growing weakly from the low 2019 base. Importantly, these forecasts were prepared before the 2020 impacts of the COVID-19 outbreak for the U.S. economy, global supply chains, and freight demand could be well-understood, so the downside risks to these forecasts are potentially significant in 2020.
The 2020 U.S. macroeconomic forecast has been revised up slightly, now with a projected 2.3% growth in gross domestic product (GDP). This suggests 2020 will be about flat with GDP growth in 2019, while remaining slower than the 2.9% pace of 2018. The 2020 GDP growth sees strengthening business investment, including additions to inventory, as well as a return to trade volume growth.
Last year's GDP growth depended more on government than business spending, and trade was a drag due to the fall in exports. There was also the strike against GM that hit auto industry shipments late last year.
This 2020 outlook is for growth that is slightly above-trend. Very low unemployment, higher workforce participation, constrained inflation, and improved productivity will all benefit the economy. Significantly for freight demand, the pace of 2020 import growth is forecasted to increase to 2.7% from the 1.3% increase seen in 2019. Perhaps more importantly, with the implementation of the United States-Mexico-Canada Agreement (USMCA) and the U.S.-China Phase I trade agreement tariff reductions, exports are forecasted to rebound from the 0.3% drop in 2019 to 1.6% growth in 2020.
In the first quarter of 2020, we will see a drag on GDP growth due to Boeing's shutdown of manufacturing for the 737 Max aircraft, the lag in trade response to the U.S.-China Phase 1 Trade Agreement, and the early Lunar New Year timing. Quarterly GDP growth will be higher in the second half of 2020, however. Year-over-year comparison of freight volumes will show an increase in tonnage volumes compared to 2019. In contrast 2019 did not compare well with the modal freight growth in 2018 that had been accelerated by advanced ordering and inventory building due to the changes in trade policies.
Not a rebound
The positive economic conditions driving 2020 freight demand are not a return to the pace of freight demand seen in 2018. IHS Markit's forecast of weak 0.7% growth in 2020 total freight tonnage will leave 2020 as another challenging year for carriers, including many companies still with excess capacity they are working down. This freight outlook is not for a rebound in underlying demand yet offers some hope to carriers that the trough in the cycle is past, and they can look for a better year than 2019.
For supply chain managers, this freight forecast outlook implies a potential return to transportation cost increases. However, the remaining excess capacity in the market will limit how much or how quickly those changes will affect them in 2020. For shippers, the pace of sales volume growth will remain moderate with a few exceptions such as for those export commodities seeing removal of retaliatory tariffs by foreign countries or even commitments from China to increase purchases.
However, there remain mostly downside risks to these baseline forecasts, including potential impacts from policy mistakes and/or sustained drops in business and consumer confidence, whether related to Covid-19 or other 2020 market disruptions.
Different modes, different pace
Not all modes of freight transport will see the same pace of 2020 growth; the IHS Markit Transearch 2020 tonnage forecast reveals significant differences by mode. While the overall freight tonnage forecast is 0.7% growth in the United States, air, water, and rail intermodal are all forecasted to see growth at more than twice this pace. These Transearch modal freight tonnage forecasts for 2020 are summarized in Figure 1.
In 2020, air cargo and waterborne tonnage are forecasted to increase by 1.9% and 1.7%, respectively, the fastest pace among freight modes. The air cargo and water modes will benefit from the 2020 recovery in international trade, with two-way growth anticipated in both import and export volumes. Air cargo will also benefit from expected growth in e-commerce shipping. IHS Markit forecasts rail intermodal tonnage to grow 1.5% in 2020. This increase will be driven by the growth in trade volumes, as well as less intense competition from trucking, due to the bankruptcies in the trucking industry and the industry's efforts to reduce excess capacity in 2019.
Trade volumes may be negatively impacted by delays in imports from China. Factories and inland transportation are expected to resume operations the second half of February, and trans-Pacific cargo flows will reach normal levels no earlier than early March.
The overall tonnage growth forecast is dominated by the huge importance of trucking (79% of total tons) and rail carload traffic (12% of total tons). With industrial production growing, albeit slowly in 2020, the more domestic-focused truck forecast is for growth of 0.6% while rail carload tonnage will see a 0.5% growth rate. This slow growth will be driven by manufacturing and agriculture moving up from the depths of 2019 production and shipments levels.
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.”