The U.S. economy in 2023 will start with weak demand met with mostly adequate inventories. Shippers can expect sufficient freight capacity and lower rates as well as improved distribution center and warehousing availability. While service providers have been adding capacity since late 2020, the situation will be as much a result of changes in demand as it will be due to increases in supply.
A combination of factors will lead to reduced demand in 2023 as the economy falls into a recession. These factors include inflation, consumer and business spending, inventories, and a U.S. Federal Reserve Board monetary policy focused on taming inflation. There are other factors also contributing to the baseline forecast of weakness in the economy and freight demand as we begin 2023.
Mild recession in 2023
The S&P Global Market Intelligence 2023 U.S. macroeconomic baseline forecast is now indicating a recession in the first two quarters with a recovery in growth in real gross domestic product (GDP) in the second half of the year. The resilience of the economy in the fourth quarter of 2022, with sustained employment and moderation in some energy prices, delayed the U.S. economy from falling into recession even as trading partner countries such as those in Europe were already in recession.
For the U.S., on an annual basis, GDP is projected to expand 0.3% from 2022 to 2023 but with the growth coming in the second half of the year after contraction in the first half. The pattern of quarterly U.S. GDP growth in 2022 was also for contraction in the first two quarters followed by growth in the third and fourth quarters. In 2023, the contraction in the first two quarters is forecasted to be greater than during 2022, and the recovery will not be as strong as second half growth was in 2022. The resilient spending of consumers in 2022 relied unsustainably on credit and drawn-down savings instead of stimulus payments as in 2021. Consumer spending is facing more headwinds as variable interest rates and interest rates on new credit continue to increase and inflation remains relatively high.
The recession forecast depends on an assumption that the U.S. Federal Reserve Board is going to maintain interest rate policy to slow demand enough to bring inflation down to its 2% target. The tightening of financial conditions takes time to work through the economy enough to reduce widespread inflation. Consequently, S&P Global Market Intelligence is forecasting that the Federal Reserve will further tighten monetary policy in the first half of 2023, keeping the economy in a period of soft demand.
Interest rate increases are reducing consumer demand by raising the cost of credit. For durable goods purchases, such as autos financed with loans or homes financed with mortgages, lender limits on consumers’ debt service-to-income ratios constrain the number of purchases that consumers can qualify for compared to a year ago. The rapid pace of mortgage rate increases in 2022 already led to a sharp downturn in single-family residential real estate markets, accompanied subsequently by a weakening in the associated furniture and home furnishings markets.
Interest rate increases also affect business, where higher costs of capital reduce firms’ capacities to afford new plant and equipment or even hold substantial safety-stock inventory. For some businesses already facing higher costs from inflation, increased capital costs can result in negative cash flow or even insolvency. Some new-entrant truckers who paid high prices for new equipment in the 2021 boom are particularly vulnerable in this higher-interest rate, lower-growth environment.
International trade to weaken
International trade is forecasted to slow in 2023 with the value of U.S. imported goods declining 1.2% for the year (compared with the 16.4% increase estimated for all of 2022 and the jump of 23.4% seen in 2021). The U.S. will still run a trade deficit, but it will shrink, as exports will not slow as much as imports. The 2023 pace of goods exported is forecasted to grow 1.4%, compared with the 19.1% growth estimated for 2022.
The economies of most U.S. trade partner countries, especially in the more advanced countries, will be in recession in 2023, which typically would weaken demand for U.S. exports overall. However, U.S. energy and agriculture exporters will continue to find good opportunities in global commodity markets disrupted by the Russian invasion of Ukraine. Despite the overall weakness in global trade demand, competitive U.S. exporters will help moderate weaker domestic demand. U.S. trade partner economic growth, measured as trade-weighted foreign GDP, is forecasted to slow from 3.1% in 2022 to 1.2% in 2023. S&P Global Market Intelligence generally characterizes world growth below 2% as a recession, as it is well below potential GDP growth.
The foreign central banks are also following the U.S. Federal Reserve Board in using monetary policy to fight inflation. Also affecting U.S. goods trade in 2023 is the lingering effects of COVID-fighting policies in some countries, especially mainland China, where relaxation of restrictive policies has only recently allowed supply chain disruptions to ease. Downside risks to the global forecasts remain, as new COVID-variant waves and the impacts from the war in Ukraine continue in 2023.
Weak U.S. freight outlook
Based on the projected demand for goods and inventory levels in our recession-and-recovery baseline forecast, we expect 2023 U.S. freight volumes to start weak and end the year stronger. The duration of the painful downturn is projected to be limited, where consumption and inventory rebuilding in the second half of 2023 will lead to demand and freight growth for the year as a whole. The S&P Global Transearch baseline forecast overall is for freight tonnage to increase 1.36% for 2023.
Not all freight modes have the same prospects, however. For rail, the range of 2023 tonnage growth is from a small 0.15% increase for rail carload tonnage up to a rebound of 2.9% for intermodal rail tonnage. The intermodal rail recovery is in comparison to 2022 when systemwide congestion and threats of a strike drove customers away. The baseline trucking demand forecast is for recovery by year-end, resulting in 2023 tonnage growth of 1.54%. Air cargo tonnage growth is forecasted slower than in recent years at 3.0% due to slowing e-commerce growth. The maritime baseline forecast includes the assumed recovery of water levels in the Mississippi River System, enabling a rebound of 1.4% in tons compared to suppressed 2022 levels. These Transearch modal freight tonnage forecasts for 2023 are summarized in Figure 1.
Forecast of U.S. 2023 freight tonnage growth by mode (%) Enlarge this image
For supply chain managers, the baseline freight forecast implies a return towards having market power. Expect softening freight rates, tempered by continuing elevated wage levels and high diesel prices, which will both raise the floor on operating costs. However, after almost three years of running at capacity and operational limits, freight markets will see constraints ease in 2023, especially in the first half of the year.
It is important to note that there does remain significant risks to these baseline forecasts, including potential impacts from policy decisions and/or new shocks, whether related to COVID or other 2023 market disruptions.
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.