From New York to Florida, ports continue to handle more cargo; South Carolina touts extra capacity from recent expansions, Florida offers business incentives.
Ports along the East Coast continued to handle record-setting cargo volume heading into peak shipping season, with officials in the Northeast and the South citing double-digit increases in containers processed in August and September. In the South, port and government leaders also were touting regional benefits as incentives for businesses to diversify their port gateway strategies in light of persistent supply chain bottlenecks, especially on the West Coast.
At the Port of New York and New Jersey, cargo volume processed through the port rose more than 13% in August to 780,782 twenty-foot equivalent units (TEUs), the latest data available. Autos led the charge, with more than 42,000 moving through the port in August, a nearly 12% increase compared to a year ago. Imports were up nearly 9% and exports rose 0.8% during the month. January through August, imports rose more than 26% and exports were up nearly 6%, officials said.
The South Carolina Ports Authority also posted strong results, citing a 5% increase in overall volume through the port in September and an 18% increase for its fiscal year to date, due to the boom in retail imports. The port moved a record-setting 205,008 TEUs during the month, with imports up 9% and exports up 2%.
Jim Newsome, SC Ports’ president and CEO, cited additional capacity at the port from recent infrastructure improvements as an opportunity for cargo owners to diversify their movement of goods. SC Ports opened a new terminal this past spring, the first container terminal to open in the United States in more than a decade, officials said. The $1 billion phase one of Hugh K. Leatherman terminal opened this past March, adding a berth and 700,000 TEUs of capacity to the Port of Charleston. Other port investments include ongoing terminal upgrades, a Charleston Harbor deepening project, and expansion of Inland Port Greer, which will add cargo capacity and enhance rail infrastructure at the rail-served port in Upstate South Carolina.
“Capacity is the new port currency, and SC Ports has the right capacity at the right time to meet retailers’ needs to keep freight moving,” Newsome said in a recent State of the Port address. “We have invested more than $2 billion in recent years to enhance existing infrastructure and open a new container terminal.”
On Florida’s Gulf Coast, Port Manatee this week reported a 53% increase in container volume for its fiscal year ended September 30, with a record 135,660 TEUs crossing the docks. The fiscal year-end figure is more than three-and-a-half times the volume the port handled just three years ago, officials also said. Port Manatee is the closest U.S. deepwater seaport to the Panama Canal.
“The pandemic has by no means slowed the safe, efficient flow of cargo through Port Manatee as we proficiently meet demands of consumers for everything from fresh produce to forest products,” Carlos Buqueras, executive director of Manatee County’s seaport, said in a statement. “And, with completion of our expanded dockside container yard and additional infrastructure enhancements on the horizon, Port Manatee is ideally positioned to sustain its cargo volume surge.”
Florida Governor Ron DeSantis has been weighing in on the recent supply chain crisis, as well. He has said the state’s ports have the capacity and manpower to handle imports that are backing up at ports nationwide, and announced Tuesday that the state’s ports will offer incentives to businesses to move more cargo through the Sunshine State.
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.
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.
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.”