As the economy decelerates and consumer spending cools, IHS Markit predicts that U.S. freight transportation demand will not be as strong as it was in 2021.
Despite another winter wave of COVID infections in early 2022, the underlying conditions affecting U.S. freight demand and the outlook for the rest of the year are quite different from what supply chain managers were facing a year ago. While IHS Markit is forecasting year-over-year growth for the freight market, we believe that it will be at a slower pace than in 2021.
To be sure, the U.S. is still in a pandemic, and consumers are again pulling back from spending on “socially dense” services. But despite the fact that the omicron variant set new infections records in the United States, the 2022 COVID-related disruptions are only an echo of those from 2020 and 2021. Instead, most of the economy (and schools) are still largely open, and goods demand has not softened as much, or as quickly, as many analysts assumed it would a year ago. As a result, the freight system currently is handling near-record volumes of cargo.
However, we expect the surge in goods spending will soon fade, as government stimulus program payments have dwindled and no new pandemic fiscal stimulus packages are on the horizon. Furthermore, as the infection rate eases post-omicron, we expect to see a gradual shift of consumption away from durable goods and back toward services. Figure 1 shows that the above-trend goods consumption of the last two years is about over, while services consumption has yet to recover to pre-pandemic levels. We expect this shift toward more services consumption will decrease demand for freight as we progress through 2022.
[Figure 1] Forecast of U.S. consumer spending on goods and services Enlarge this image
Freight demand will also be affected by a deceleration in inventory restocking by businesses. Businesses were able to substantially rebuild their inventory before year-end 2021. While this helped boost Q4 2021 gross domestic product (GDP) growth, it reduces business’ need to restock inventory in 2022 (with a few exceptions, such as the auto industry). This, in turn, weakens the outlook for business investment and associated freight demand in 2022.
As a result, IHS Markit has revised its forecast for 2022 U.S. real gross domestic product (GDP) growth down to 4.1%. From a long-term perspective, this percentage still represents strong growth, but it is 1.6% slower than the economy grew in 2021. Therefore, our analysis of the underlying 2022 macroeconomic and industry forecasts prepared in January sees the overall baseline for freight demand still increasing, but at significantly slower pace as we move through 2022.
Modal outlook
The forecasted pace of growth for the various transportation modes will depend on conditions affecting each mode’s customers as well as continued competition between modes. For example, the booms for segments such as the at-home food and exercise equipment are over. Meanwhile the auto industry is still playing catch up in 2022, trying to recover from the severe chip shortage, which constrained production and shipping in 2021.
Among the key elements affecting modal freight demand in 2022 are the strength of the e-commerce portions of the retail economy and the outlook for commodity sectors such as energy and agriculture exports.
IHS Markit’s analysis shows continued strength in trucking and air cargo demand in 2022, driven by e-commerce shipping. Trucking demand will also benefit in 2022 from rail intermodal’s lingering difficulties handling higher demand volume. There will be weaknesses in bulk energy and construction commodity markets not offset by the increased pace of exports, which will affect carriers serving these markets and benefit shippers of related commodities.
The structural mismatch between freight network capacity and demand that has led to so much congestion and disruption in the last two years will linger well into 2022. Freight velocity will continue to be reduced, and the workforce level will continue to be inadequate to handle e-commerce business and evolving just-in-case supply chain inventory management practices.
It is essential to note that these forecasts include some important assumptions, including that the combination of vaccinations and natural immunity will prove effective against any new variants of COVID. As a result, the forecasts assume that we will see further opening of the economy during 2022. Also assumed is there will be no substantial additional federal fiscal stimulus programs following the Infrastructure Investment and Jobs Act of 2021, nor any significant trade policy shifts.
The risks around these forecasts are high given that there are many remaining unknowns, including the potential for major geopolitical disruptions in Europe, the Middle East, and Asia. New virus variants could also potentially arise, which could extend the pandemic. There are also many unknowns around consumer sentiment, workforce participation, and additional government fiscal and monetary policy shifts in 2022.
Implications for U.S. freight markets
The economic conditions driving 2022 freight demand are not a repeat of the booming goods consumption that overwhelmed supply chains in 2021, nor will there be a reversion to the pre-pandemic 2019 composition of freight demand.
Instead, the outlook for 2022 freight volumes is for weaker growth, driven by decelerating economic growth, mostly-already-rebuilt inventories, and slowing consumer goods spending. For supply chain managers, this forecast implies a slow step down from the record-high 2021 rates in intermodal, air, and some trucking segments. However, the potential rate relief is limited, as carriers are facing persistently higher costs for fuel, labor, and equipment, as well as many inefficiencies in their operations. Capacity and operational limits will still impact most modes in 2022, especially in the first half of the year, as container port congestion has lingered through January.
For shippers, the pace of sales volume growth will be more moderate than in 2021, allowing for better management of volumes, with a few exceptions—such as for those export commodities that were impeded by operational and equipment availability in 2021.
For carriers, 2022 brings the prospect of making progress on improving operations and better satisfying customers. Yet, they could also face potentially lower margins, as the extreme supply/demand imbalance that favored many carriers with high spot rates in 2021 will dissipate.
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.