Technology updates, forced-labor prevention high on Customs’ agenda for 2022
At a recent industry conference, two high-level U.S. Customs and Border Protection officials outlined some of the agency’s priorities for the coming year.
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
In a wide-ranging discussion at the Coalition of New England Companies for Trade (CONECT) annual Trade & Transportation Conference, held in Newport, R.I., in December, two high-level U.S. Customs and Border Protection (CBP) officials outlined some of the agency’s priorities for 2022. AnnMarie R. Highsmith, Executive Assistant Commissioner, Office of Trade, and William A. Ferrara, Executive Assistant Commissioner, Office of Field Operations, largely focused their remarks on two areas that have a deep impact on U.S. importers’ day-to-day business: trade facilitation—moving goods through complex, federally established import processes—and enforcement—ensuring compliance with trade-related laws, regulations, and security protocols.
Highlights from their unusually informal, Q&A-style session included six major topics:
Forced-labor prevention: In 2021, CBP executed a record number of forced labor actions, including issuing “withhold release orders” (WROs) to seize goods made with forced labor and prevent them from entering U.S. commerce. Forced-labor prevention is a high priority for both Congress and CBP, and traders can expect more such actions in 2022, Highsmith said. She and Ferrara both emphasized the need to stop the human suffering involved and urged companies to share information about suspected violations that CBP would then investigate. CBP can also help importers know the right questions to ask their suppliers about labor, Ferrara said. Highsmith, meanwhile, noted that importers who are not certain whether their goods would be subject to seizure can request a ruling through the same process used to obtain duty- and compliance-related decisions.
CTPAT updates: “We haven’t made the progress we should have” with participation in and compliance with the Customs-Trade Partnership Against Terrorism (CTPAT) cargo security program, and “it’s time for a little bit of a facelift,” Ferrara said. While some things are non-negotiable, an “honest conversation” between CBP and stakeholders should lead to improvements in program benefits, a longstanding concern for participants. In 2022, CBP will release a CTPAT app that will make it easier and faster to find information about program details, he said.
Technology adoption: CBP continues to seek ways to more effectively select and screen cargo for physical inspection, Ferrara said. He advocated wider adoption of non-intrusive inspection technology, where containers are screened using x-ray and similar technology, and only physically opened if an anomaly is detected. One way to facilitate and speed the process, he noted, is to have inspectors in a central location remotely viewing images from multiple ports of entry. Non-intrusive inspection “is a game-changer if we use it properly,” he said. In the future it will likely be incorporated into normal processing to speed transactions, improve security, and reduce risks for CBP personnel.
Communication with the trade: The current charter for the Commercial Customs Operations Advisory Committee (COAC), a group of customs and trade experts who advise on proposed changes to regulations, policies, or practices and recommend improvements to CBP’s commercial operations, has expired and the group is temporarily suspended. Highsmith said that proposed members’ names are now undergoing a lengthy approval process and meetings may start in early 2022.
Modernizing processes, security, and information systems: CBP’s 21st Century Customs Framework (21 CCF) is a plan to modernize processes, technology, security, and enforcement in light of a business, security, and economic environment that has changed dramatically in recent years. The framework aims to better address such comparatively new and emerging areas as e-commerce, process automation, data sharing, and forced labor, among many others. One priority for 2022 will be to develop a plan for “what ACE 2.0 should look like,” Highsmith said, referring to the Automated Commercial Environment system that, after three decades, requires significant updates. Blockchain, interoperability between computer systems, and digital twin technology are all under discussion, she said. Stakeholder feedback is key, and CBP will set up additional topic-specific working groups in 2022.
Highsmith also commented on the Customs Modernization Act of 2021 proposed by Sen. Bill Cassidy of Louisiana, which reflects some of the 21 CCF’s objectives. The bill would give CBP more authority to collect and utilize trade data; increase the use of electronic documentation; expand recordkeeping requirements; revise how CBP applies liability, penalties, and seizures; and authorize other changes in enforcement procedures. Highsmith said that while CBP has been “providing technical assistance on the language” in the bill, it is “not fully baked,” and Cassidy is actively seeking stakeholders’ input. Audience members asserted that the bill focuses heavily on tightening enforcement and is “light on trade facilitation.” Highsmith responded that the bill “is a good start,” and emphasized the importance of providing feedback: “We won’t get what we need unless we come up with something we can all agree on.”
Priority trade initiatives: CBP will continue to devote enforcement resources to seven areas it has identified as representing high-risk areas that can cause significant revenue loss, harm the U.S. economy, or threaten health and safety. These areas include agriculture and quotas, antidumping and countervailing duties, import product safety, intellectual property rights, revenue and duty collection, textiles and apparel, and trade agreements.
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.”