Projected economic growth has been significantly disrupted by recent major global events, such as Russia’s invasion of Ukraine and COVID containment lockdowns in mainland China. As a result, economic growth looks to be much lower than anticipated for 2022, with some large impacts for the freight market.
In the first quarter of 2022, strong U.S. imports and weak exports, fading government fiscal stimulus, and lingering supply constraints led to a -1.6% U.S. gross domestic product (GDP) growth rate. This quarterly decline was the first since the second quarter of 2020, when the world went into a short recession early in the pandemic.
As a result, S&P Global has updated its baseline economic forecast to reflect slower global and U.S. growth. However, we believe there will not be a recession in 2022. The forecast for 2022 U.S. GDP growth is now 2.4%, with global GDP growth of 3.0%. Neither of these are recessionary levels, yet growth is lower than forecasted prior to the Ukraine invasion.
Economic headwinds
Inflation remains an important headwind for the economy, as it dampens demand and increases operating costs. The U.S. Federal Reserve Board is raising interest rates to keep inflation closer to their targets. But a tighter monetary policy can’t immediately solve supply chain disruptions, just as it doesn’t shift spending from goods towards services.
However, the 40-year high in U.S. inflation will eventually see the impacts of the end to monetary stimulus. Figure 1 shows how the Consumer Price Index (CPI) and the CPI excluding the volatile food and energy prices have hit a 40-year high. However, Figure 1 also shows our forecast for declines in the CPI to come.
Growth this year, success in slowing inflation, and avoiding a recession will depend in part on supply resilience. There are positive factors at work to improve supply conditions and combat inflation which include rising labor force participation, investments to increase capacity and labor productivity, an easing of transportation bottlenecks, and diversification of supply sources.
In addition to inflationary pressures, the U.S. economy must also deal with the fact that the impacts of the Federal government pandemic stimulus payments have faded while the new stimulus from the 2021 Federal Infrastructure Investment and Jobs Act won’t likely begin to affect the economy until late in 2022. Our baseline forecast of 2.4% growth assumes the Build Back Better spending program will not further advance in Congress. It also considers seven increases in interest rates by the Federal Reserve Board, as it moves quickly to reverse monetary stimulus and focus on constraining inflation.
We also expect to see business fixed investment growth weaken to 5.8%, down from 7.4% growth in 2021. Import growth is also forecasted to slow substantially, averaging 7.2% in 2022 after a 14% growth rate in 2021. Exports are forecasted to increase slightly to 4.8% growth after experiencing a 4.5% growth rate in 2021. This leaves net exports as a negative contribution to 2022 GDP with export growth trailing import growth by 2.2%. Meanwhile the freight-intensive construction sector is forecasted to fall 1.3% in 2022, as declines in residential and commercial construction won’t be offset by the 4.4% increase in spending on highway and street construction from the new infrastructure bill.
The outlook for freight
The deterioration in the outlook for 2022 economic growth weakens the outlook for most segments of the U.S. freight market. And embedded in the weaker overall economic growth is a decline in volume demand for durable goods, a key element in truck and rail freight demand. Freight demand will weaken increasingly through 2022 with the progressive shift in consumer spending away from durable goods and back toward services.
There are a few freight segments that have an improved outlook for 2022 due to recent market disruptions, such as for those serving energy and agricultural export-related customers. Those are sectors of the U.S. economy that now see stronger demand for the U.S.-produced goods as direct or indirect substitutes for now-embargoed Russian exports or disrupted exports from Ukraine.
Overall, this new situation is a significant shift from the strong U.S. goods consumption growth that overwhelmed supply chains in 2021. This is not a return to the pre-pandemic 2019 composition of freight. Instead, it reflects a more risk-averse model for much freight in the economy with higher costs from increased operating and inventory carrying costs.
S&P Global Market Intelligence forecasts for the remainder of 2022 show the economy moving past the 2021 peak of trucking and air cargo demand growth, with inflation and shifts to services spending across the economy leading to “demand destruction” for some categories of freight demand. For example, we expect to see e-commerce growth slow and actually reverse in some categories (such as home exercise equipment and food for home delivery). Similarly, carriers serving the construction market will see softening demand as construction companies grapple with higher interest rates and lingering supply chain problems. Export-related freight transportation also faces multiple headwinds. Exporters are struggling to deal with capacity constraints for handling exports via rail and through seaports and a strengthening U.S. dollar, which makes some U.S. exports less price competitive in overseas markets.
As a result of efforts by carriers, intermediaries, and shippers, there is progress in shrinking the structural gap between freight capacity and goods demand. However, with higher fuel costs and higher wages, freight logistics costs for shippers won’t fall back to pre-pandemic levels. The higher transportation costs being passed through to consumers as part of goods price inflation will lead to lower sales volume growth.
The freight outlook varies by modal segment and customer base. For supply chain managers, the forecast outlook implies more opportunities to benefit from spot-rate declines, which may help offset fuel surcharge increases from carriers. Yet potential rate relief will remain limited with carriers facing the higher costs for labor and equipment in addition to fuel price increases. Capacity and operational limits remain in many areas, with congestion lingering at container ports and intermodal rail yards through the first half of 2022.
With slower or declining 2022 sales volume growth, shippers may be able to better manage their volumes. For carriers, the prospect of improved operations, reduced inefficiencies, and reduced service disruptions for the rest of 2022 brings the opportunity to better utilize assets and improve customer satisfaction.
Author’s note: This analysis is from S&P Global Market Intelligence and not S&P Global Ratings, which is a separately managed division of S&P Global. IHS Markit it now part of S&P Global.
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.
Shippers are actively preparing for changes in tariffs and trade policy through steps like analyzing their existing customs data, identifying alternative suppliers, and re-evaluating their cross-border strategies, according to research from logistics provider C.H. Robinson.
They are acting now because survey results show that shippers say the top risk to their supply chains in 2025 is changes in tariffs and trade policy. And nearly 50% say the uncertainty around tariffs and trade policy is already a pain point for them today, the Eden Prairie, Minnesota-based company said.
In a move to answer those concerns, C.H. Robinson says it has been working with its clients by running risk scenarios, building and implementing contingency plans, engineering and executing tariff solutions, and increasing supply chain diversification and agility.
“Having visibility into your full supply chain is no longer a nice-to-have. In 2025, visibility is a competitive differentiator and shippers without the technology and expertise to support real-time data and insights, contingency planning, and quick action will face increased supply chain risks,” Jordan Kass, President of C.H. Robinson Managed Solutions, said in a release.
The company’s survey showed that shippers say the top five ways they are planning for those risks: identifying where they can switch sourcing to save money, analyzing customs data, evaluating cross-border strategies, running risk scenarios, and lowering their dependence on Chinese imports.
President of C.H. Robinson Global Forwarding, Mike Short, said: “In today’s uncertain shipping environment, shippers are looking for ways to reduce their susceptibility to events that impact logistics but are out of their control. By diversifying their supply chains, getting access to the latest information and having a global supply chain partner able to flex with their needs at a moment’s notice, shippers can gain something they don’t always have when disruptions and policy changes occur - options.”
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.”