Victoria Kickham, an editor at large for Supply Chain Quarterly, started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for Supply Chain Quarterly's sister publication, DC Velocity.
Supply lines are moving slower across the U.S./Canada border, especially in the Detroit area, as protests continue throughout Canada in the wake of Covid-19 vaccine mandates affecting truck drivers, which took effect in January.
Data from supply chain visibility platform FourKites showed changes in on-time delivery, shipment volume, and wait times as the vaccine mandates went into effect the weeks of January 15 (for U.S. to Canada travel) and January 22 (for Canada to U.S. travel), and the company is continuing to track volatile conditions, especially at the Detroit/Windsor, Ontario, border, which is the busiest land crossing between the two countries and a vital corridor for auto industry trade.
Glenn Koepke, FourKites’ senior vice president for customer success, said the situation marks one more in a long line of supply chain disruptions companies have had to deal with in the past two years. He said the slowdowns and lower shipment volumes will be “pretty significant” over the next week or two in the Detroit area, with residual effects in the broader regions on both sides of the border.
“I think folks didn’t anticipate as much of a reaction to what happened [after the vaccine mandates and protests], and it immediately was reflected in poor on-time data [and] decreased performance,” Koepke said. “We see a shift in volume as well.”
FourKites tracked a 9% decrease in on-time delivery performance, a 7% decrease in total shipment volume, and a 17% increase in average wait times for all U.S./Canada cross border shipments the week of January 15, compared to the previous week.
On-time delivery performance fell 4% and average border wait times increased 8% the week of January 22, with no decrease in shipment volume. On-time delivery performance for U.S. to Canada shipments have since improved, but the data show declining rates for deliveries from Canada to the United States, likely due to continuing effects from protests and blockades, Koepke said. Wait times from the U.S. to Canada were trending downward by roughly 30% as of this past Monday, but wait times from Canada to the U.S. were up by 20% or more compared to the previous week.
As of Thursday morning, Detroit’s Ambassador Bridge, which Koepke says typically handles around 8,000 trucks a day crossing the border, remained temporarily closed.
Automotive production lines face the most immediate threat, but Koepke said he expects impacts on the customer fulfillment side over the next few weeks as companies deal with delays and the need to re-route deliveries.
“We’ll see a slowdown in inbound raw materials shipments, a slowdown in production, and customer deliveries,” he said.
As of Wednesday, major automakers in the region had closed some operations and reduced shifts as a result of shortages.
The cross-border vaccine mandates have spurred protests against the Canadian government’s broader Covid-19 restrictions. Led by the “Freedom Convoy” of truckers that made its way across the country to the capital city of Ottawa last week, the protests have attracted people from all over Canada and are impeding business and trade in Ottawa, Windsor, and elsewhere.
The Canadian Trucking Alliance, which has said it opposes the protests, released a statement this week urging government and business leaders to work together to end the blockades.
“The patience of drivers and the vast majority of the trucking industry regarding these blockades has long-since expired. The trucking industry and its drivers are paying a heavy price for the unlawful actions of those who choose to politicize and target our borders and highways and choke off trade between Canada and the United States. Their actions simply hurt Canadians and they have shown a blatant disregard for all the lives they are impacting,” CTA President Stephen Laskowski said in the statement.
U.S. trade groups have also weighed in on the issue. Earlier this week, the Missouri-based Owner-Operator Independent Drivers Association (OOIDA) sent letters to both the Biden Administration and to Canadian Prime Minister Justin Troudeau asking that truck drivers be excluded from the cross-border vaccine mandates, as they were under previous Covid-19 restrictions. OOIDA has more than 150,000 members in North America, including 1,000 Canadian drivers. The group says the nature of the drivers’ work and their status as essential workers should exclude them from the mandates.
“Throughout the Covid-19 emergency, professional truckers have been risking their lives to deliver critical goods to communities throughout the U.S. and Canada. Prior to January 2022, truckers were operating safely back and forth across the U.S-Canadian border to ensure North Americans had the food and supplies they needed without having to show proof of vaccination or disclosing any other aspects of their personal medical history,” OOIDA wrote in the letter to Prime Minister Trudeau. “Since commercial drivers spend the majority of their time alone in their vehicle and outside, there is no evidence that truckers present a higher risk of spreading the virus. Because the current cross-border policy disregards the economic contributions of the trucking industry and overlooks the basic operating procedures of the profession, we urge you to immediately exempt professional truck drivers from the vaccination mandate.”
OOIDA said the mandates impede cross-border trade, noting that many drivers have elected not to operate cross-border routes under the new rules and that others have experienced excessive wait times at the border due to the new protocols.
“This has intensified existing challenges facing North American freight networks and the supply chain and has resulted in higher prices for consumers,” they wrote in letters to both administrations.
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.