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.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Even as the e-commerce sector overall continues expanding toward a forecasted 41% of all retail sales by 2027, many small to medium e-commerce companies are struggling to find the investment funding they need to increase sales, according to a sector survey from online capital platform Stenn.
Global geopolitical instability and increasing inflation are causing e-commerce firms to face a liquidity crisis, which means companies may not be able to access the funds they need to grow, Stenn’s survey of 500 senior e-commerce leaders found. The research was conducted by Opinion Matters between August 29 and September 5.
Survey findings include:
61.8% of leaders who sought growth capital did so to invest in advanced technologies, such as AI and machine learning, to improve their businesses.
When asked which resources they wished they had more access to, 63.8% of respondents pointed to growth capital.
Women indicated a stronger need for business operations training (51.2%) and financial planning resources (48.8%) compared to men (30.8% and 15.4%).
40% of business owners are seeking external financial advice and mentorship at least once a week to help with business decisions.
Almost half (49.6%) of respondents are proactively forecasting their business activity 6-18 months ahead.
“As e-commerce continues to grow rapidly, driven by increasing online consumer demand and technological innovation, it’s important to remember that capital constraints and access to growth financing remain persistent hurdles for many e-commerce business leaders especially at small and medium-sized businesses,” Noel Hillman, Chief Commercial Officer at Stenn, said in a release. “In this competitive landscape, ensuring liquidity and optimizing supply chain processes are critical to sustaining growth and scaling operations.”
With six keynote and more than 100 educational sessions, CSCMP EDGE 2024 offered a wealth of content. Here are highlights from just some of the presentations.
A great American story
Author and entrepreneur Fawn Weaver closed out the first day of the conference by telling the little-known story of Nathan “Nearest” Green, who was born into slavery, freed after the Civil War, and went on to become the first master distiller for the Jack Daniel’s Whiskey brand. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
She told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest. That story also inspired her to create Uncle Nearest Premium Whiskey.
Weaver discussed the barriers she encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, pointing to a recent project in which the company was able to fast-track a new Uncle Nearest product thanks to close collaboration with its supply chain partners.
A two-pronged business transformation
We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.
Isaias emphasized the point during his keynote on day two of EDGE 2024. He described how Mattel transformed itself amid surging demand for Barbie-branded items following the success of the Barbie movie.
That transformation, according to Isaias, came on two fronts: commercially and logistically. Today, Mattel is steadily moving beyond the toy aisle with two films and 13 TV series in production as well as 14 films and 35 shows in development. And as for those supply chain gains? The company has saved millions, increased productivity, and improved profit margins—even amid cost increases and inflation.
A framework for chasing excellence
Most of the time when CEOs present at an industry conference, they like to talk about their companies’ success stories. Not J.B. Hunt’s Shelley Simpson. Speaking at EDGE, the trucking company’s president and CEO led with a story about a time that the company lost a major customer.
According to Simpson, the company had a customer of their dedicated contract business in 2001 that was consistently making late shipments with no lead time. “We were working like crazy to try to satisfy them, and lost their business,” Simpson said.
When the team at J.B. Hunt later met with the customer’s chief supply chain officer and related all they had been doing, the customer responded, “You never shared everything you were doing for us.”
Out of that experience, came J.B. Hunt’s Customer Value Delivery framework. The framework consists of five steps: 1) understand customer needs, 2) deliver expectations, 3) measure results, 4) communicate performance, and 5) anticipate new value.
Next year’s CSCMP EDGE conference on October 5–8 in National Harbor, Md., promises to have a similarly deep lineup of keynote presentations. Register early at www.cscmpedge.org.
2024 was expected to be a bounce-back year for the logistics industry. We had the pandemic in the rearview mirror, and the economy was proving to be more resilient than expected, defying those prognosticators who believed a recession was imminent.
While most of the economy managed to stabilize in 2024, the logistics industry continued to see disruption and changes in international trade. World events conspired to drive much of the narrative surrounding the flow of goods worldwide. Additionally, a diminished reliance on China as a source for goods reduced some of the international trade flow from that manufacturing hub. Some of this trade diverted to other Asian nations, while nearshoring efforts brought some production back to North America, particularly Mexico.
Meanwhile trucking in the United States continued its 2-year recession, highlighted by weaker demand and excess capacity. Both contributed to a slow year, especially for truckload carriers that comprise about 90% of over-the-road shipments.
Labor issues were also front and center in 2024, as ports and rail companies dealt with threats of strikes, which resulted in new contracts and increased costs. Labor—and often a lack of it—continues to be an ongoing concern in the logistics industry.
In this annual issue, we bring a year-end perspective to these topics and more. Our issue is designed to complement CSCMP’s 35th Annual State of Logistics Report, which was released in June, and includes updates that were presented at the CSCMP EDGE conference held in October. In addition to this overview of the market, we have engaged top industry experts to dig into the status of key logistics sectors.
Hopefully as we move into 2025, logistics markets will build on an improving economy and strong consumer demand, while stabilizing those parts of the industry that could use some adrenaline, such as trucking. By this time next year, we hope to see a full recovery as the market fulfills its promise to deliver the needs of our very connected world.