What happens to the economy as the pandemic fades? It all depends on the ease of restrictions and the phase-out of keys economic supports, says IHS Markit.
The constantly developing path of the COVID-19 pandemic continues to confound economic forecasters as they try to predict what effect the pandemic will have on the economy.
Predicting the progress of the vaccination effort has been challenging enough. Optimism from the early emergency approval of the Pfizer and Moderna vaccines gave way to the challenges of manufacturing vaccines. Likewise progress on vaccine distribution has given way to concerns about new, more contagious variants.
It seems likely that the disease and the vaccine rollout will continue to drive the economy in the near term. As a result, the economic recovery will be shaped by the different containment measures and fiscal and monetary policies put in place by countries across the globe, as well as the extent of pent-up consumer demand and savings. As the impact of the pandemic ebbs and restrictions ease, economic activity will gradually return to something resembling normal.
At IHS Markit, we have analyzed different scenarios of how containment measures might be eased and the factors that would drive that loosening. This analysis has led to some sobering conclusions about the global economic outlook. Currently, we expect most economic restrictions to be fully eased by the third quarter of 2021. We looked at two scenarios, one where these restrictions are lifted early due to accelerating progress in vaccine distribution, the other where these restrictions are extended as the pandemic persists. (See Figure 1.)
Our current baseline outlook for the vaccine campaign assumes that vaccines will be widely available and distributed by the end of Q2 in advanced economies. Access to vaccines will, however, remain limited in emerging market. The peak of cases will continue to fall through February but remain high relative to prior peaks. Distribution and manufacturing bottlenecks will be inevitable, but increasingly give way.
Major distribution or manufacturing issues may derail this view, but the risks to this view arise more from whether treatments continue to improve, whether broad one-dose vaccination is as effective as two, and vaccine hesitancy.
Scenario 1: early success
Our first scenario is based on the assumption that the vaccination effort will experience early successes. If efforts are successful, we expect that the rapid fall in infection rate that started in mid-January will accelerate through March and the number of cases will fall to levels well below prior peaks. If new vaccines are approved, we expect they will rapidly be put into manufacturing, and distribution will accelerate in advanced economies. If this all happens, by the end of Q2, the transmission rates and vaccine success will lead most major economies to fully reopen. As the success becomes more and more apparent, pent-up demand, fueled by accumulated savings, will drive an increase in consumer spending. Fading fiscal supports will prove to be enough to drive a surge of consumer spending.
This optimistic scenario would shift the rate of global gross domestic product (GDP) growth forward, rising from the 4.3% projected in our baseline to 5.9%. Overall global economic activity will pass the 2019 Q4 peak in the second quarter of 2021 (compared to the fourth quarter in the baseline), but the acceleration will vary widely across different regions. Europe and North America will see the fastest acceleration, with annual growth rising by 2 and 3 percentage points, respectively, in 2021. In the Asia-Pacific regions, where lockdown measures have been less severe, the upside to growth will be more muted in 2021.
The success of early vaccine distribution would mean that advanced economies would see greater growth in 2021 relative to the baseline, but that growth would slow in 2022 relative to the baseline. As vaccine distribution expands in emerging markets and advanced economy demand solidifies, economic growth in 2022 would accelerate in Latin American, Middle Eastern, and Asia-Pacific markets.
Ironically, the rapid recovery of China’s production following the initial wave of the pandemic suggests that it may not benefit as much from these gains. Further, there are indications that shifts in supply chains towards China during the pandemic may be reversing, as gains in Southeast Asia revive. Equity markets will revive, driven by the gains in consumption spending and business confidence. The revival of equity markets will lead to further acceleration of investment in advanced economies, although the gains here will be concentrated in the service sector rather than in the goods sector.
Scenario 2: delayed success
In contrast, a more protracted vaccine campaign would introduce new economic complexities. If, under this scenario, the pandemic continues to improve, but issues arise with new vaccine approvals, manufacturing, and distribution, it would hamper the success of the vaccination campaigns. More contagious variants would multiply along with continued localized outbreaks, leading authorities to prolong the restrictions on businesses.
If, however, the path of the pandemic does not change significantly and issues with distribution and manufacturing continue to hamper vaccination campaigns, then we could expect to see renewed peaks in the pandemic. Uncertainties around mutations and vaccine effectiveness would lead to further caution by authorities about loosening restrictions. The recovery would be delayed. Lack of economic progress would be sufficient to undermine demand for fiscal supports; and as those supports elapse, a wave of bankruptcies would emerge in major economies.
The delayed impact of vaccination efforts, combined with continued confinement measures, would shave nearly 4% off global growth in 2021. Full acceleration of the economy would be postponed nearly two years until 2023. Overall global activity would pass the 2019 Q4 peak only in the second quarter of 2023. North America and Europe would slip back into a recession, although a much less severe one than in 2020 Q2. Asia and Latin America would see growth slowdowns as global demand retracts. China’s growth would fall by over 3 percentage points in 2021, and the slowdown would persist with global demand. Elsewhere, the Eurozone and the United Kingdom would see growth slow between 3 and 5 points, with the impact of increasing bankruptcies pushing the growth acceleration until 2023.
Despite the slowdown in mainland China, it would still outperform other economies. This fundamental out-performance would continue to attract equity and other capital flows, along with a strengthening exchange rate. In contrast, the Eurozone and Japan would see a steady increase in the risk premiums placed on their domestic debt as concerns about rising public and private debt levels take on new urgency with the wave of bankruptcies. The U.S. would benefit from the dollar and its economy being seen as a “safe haven” in times of global economic turmoil. This would restrain the rise in interest rates in the United States, but the fall in global demand would translate into falling demand for imports.
Lessons learned
A few insights can be drawn from this analysis. First, the distinctive path of China over the course of the pandemic means that the potential upside in growth is limited there, and the downside will be driven by demand elsewhere. Stronger demand elsewhere would also accelerate some of the supply chain shifts towards Mexico and Southeast Asia.
Second, the upside scenario is driven largely by pent-up demand in sectors where restrictions have been the most profound: in restaurants, retail, travel, and entertainment.
Third, the downside risk is much greater than the upside. Globally, policy supports have critically restrained the rise of bankruptcies and the follow-on impacts on credit and investment. The timing of the phase-out of these supports will critically affect the transition to the post-pandemic economy.
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.