The COVID-19 disruption to the 2020 economy and subsequent recovery have hit freight modes hard, and the industry faces a weak outlook for 2021.
At the depth of the short pandemic recession, retail sales, shipments, and inventories all fell, as businesses closed and consumers did not shop for goods except for staples and groceries. Carriers that did not transport essential goods saw sharp declines in demand, leading to idled equipment and layoffs.
However, the very large U.S. federal fiscal stimulus put checks in consumers’ pockets while supplementing unemployment insurance payments. As a result, goods purchasing behavior, especially via e-commerce, reversed sharply in the third quarter with a record rapid quarter-to-quarter pace.
But as stimulus program payments have dwindled, this goods spending is fading. At the same time the virus spread is threatening another round of business closures and is temporarily increasing unemployment again. The outlook for 2021 freight volumes is for weaker freight tonnage, driven by fading economic growth, already rebuilt inventories, and slowing consumer spending on goods as opposed to services.
The pace of modal growth will depend on varying conditions affecting each mode’s customers as well as areas of continued competition between modes. A key element of the modal demand outlook will be how much the strength of the e-commerce portions of the economy balances out weaknesses in resource commodity sectors such as energy and agriculture exports.
Our analysis of underlying 2021 macroeconomic and industry forecasts, which were prepared in November, sees overall baseline 2021 freight tonnage volumes slowing 0.7% from the 2020 base. These forecasts include important assumptions, including the widespread distribution of a vaccine in the U.S. in the second and third quarter of 2021 but no new substantial federal fiscal stimulus program or trade policy shifts. Risks around this forecast are high given the large remaining unknowns about the course of the pandemic, consumer sentiment, and new government fiscal policy in 2021.
The 2021 U.S. macroeconomic forecast has been revised down, now at 3.1% growth in real gross domestic product (GDP). The very strong recovery seen in the second half 2020 is fading with lingering unemployment and service sector weakness coexisting with a new wave of virus spread. The U.S. economy is also facing a fiscal cliff with some government benefits payments stopping at the end of December, which will work to restrain a stronger recovery.
We expect the 2021 GDP growth to come from consumption increases of 3.6% as well as growth in residential and busines investment. Imports and exports are forecasted to continue to increase, although net exports will be a drag on 2021 GDP, as imports outpace exports by 0.8%. This outlook includes sustained record-low interest rates and constrained inflation, which will support spending by households not affected by unemployment. The freight-intensive construction sector is expected to fall 0.6% in 2021, as the decline in commercial construction won’t offset the 2.6% increase in residential construction.
Quarterly 2021 GDP growth will be higher in the second half of 2021, as the uptake of the vaccine allows more opening of the economy and increased consumer confidence later in the year.
Implications of weak freight tonnage
The economic conditions driving 2021 freight tonnage are not a return to the pre-pandemic pace of freight demand. IHS Markit’s forecast of a 0.7% decline in total freight tonnage will leave 2021 as another challenging year for carriers, with many seeing weaker demand than during the second half of 2020. There remains a structural mismatch in capacity, as freight networks have insufficient capability to handle e-commerce business at the same time as they have excess capacity aligned to support other supply chains. So, the freight outlook varies by modal segment and customer base.
The freight growth in 2021 is calculated from the base of the highly unusual 2020, which saw above-trend shipments in the second half of the year. For supply chain managers, this freight forecast outlook implies a continuation of high rates in intermodal, air, and some trucking segments, but potential rate relief in bulk waterborne and carload rail rates.
Capacity and operational limits will still impact most modes in 2021, especially in the first half of the year. For shippers, the pace of sales volume growth will be more moderate than in the second half of 2020, with a few exceptions such as for those export commodities that were impeded by operational and equipment availability. There remain significant risks to these baseline forecasts, including potential impacts from policy and/or business and consumer confidence, whether related to COVID-19 or other 2021 market disruptions.
Air and intermodal lead
Not all modes of freight transport will see the same pace of 2021 growth; the IHS Markit Transearch 2021 tonnage forecast reveals significant differences by mode. While the overall freight tonnage forecast is for 0.7% decline in the United States, air and rail intermodal are forecast to see tonnage growth, continuing their strong end to 2020. These Transearch modal freight tonnage forecasts for 2021 are summarized in Figure 1.
[Figure 1] Forecast of U.S. 2021 freight tonnage by mode Enlarge this image
The 2021 air cargo and rail intermodal tonnage are forecasted to increase 2.2% and 0.5%, respectively, mostly as a reflection of the strength of e-commerce-related shipping. The air cargo business also anticipates demand being driven by vaccine and personal protective equipment (PPE) shipments. The air cargo forecast reflects restoration of some passenger aircraft belly capacity that had been grounded for most of 2020 due to the sharp, sustained drop in air passenger traffic.
Meanwhile IHS Markit forecasts that waterborne tonnage will decline, down 1.2% in 2021. This drop will be driven by further declines in coal volumes and a modest drop in farm products tonnage due to constrained exports. We also believe that the boom in consumer spending on goods compared with services spending will fade in 2021. This development will affect overall trucking demand, as will continuing weaknesses in sectors such as oil and gas exploration and production. Within trucking, the less-than-truckload (LTL) sector is forecasted to benefit from e-commerce demand with tonnage increasing 0.3% in 2021. Rail carload tonnage is forecasted to fall 0.8%, as a result of weakness in the traditionally important coal business as well as modest declines in agriculture products shipping. Truckload trucking will see a decline of 0.6% in comparison with the 2020 recovery period, when volumes went up due to inventory rebuilding and e-commerce. It will also experience capacity constraints from limited driver workforce growth, despite lingering high unemployment in the overall economy.
The overall decline forecasted for freight tonnage is driven by the huge importance of trucking (79% of total tons) and rail carload traffic (12% of total tons). With industrial production growing, but slowly in 2021, as manufacturing and agriculture move up from the depths of 2020 production and shipments levels.
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.
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.