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.
The Biden Administration took a step closer to its emissions reduction goals this week with the release of an interagency “blueprint” to decarbonize the nation’s transportation sector. The plan addresses all passenger and freight travel modes and fuels, and is the first deliverable following an agreement last year between the U.S. Departments of Energy (DOE), Transportation (USDOT), Housing and Urban Development (HUD), and the Environmental Protection Agency (EPA).
The blueprint lays out a plan for achieving the administration’s goals to secure a 100% clean electrical grid by 2035 and achieve net-zero carbon emissions by 2050.
Among the goals identified this week, the agencies are: aiming for 30% of sales of new medium- and heavy-duty trucks and buses to be zero-emission by 2030 and 100% by 2040, and ensuring that 100% of the federal fleet of such vehicles is zero-emission by 2035; encouraging greater use of rail for passenger and freight travel to reduce emissions from road vehicles; and increasing production of sustainable aviation fuel (SAF) to at least three billion gallons per year by 2030 and approximately 35 billion gallons by 2050, enough to supply the entire sector, according to the plan.
The blueprint builds on last year’s Infrastructure Law and Inflation Reduction Act, which includes a wide range of efforts and investments to address climate concerns and clean energy. The agencies said this week the blueprint will “be followed by more detailed decarbonization action plans,” which they say they will develop in conjunction with state, local, and tribal philanthropic organizations, as well as private agencies and global partners. Additional plans will adhere to three general strategies that address infrastructure, vehicles, and fuels, according to the blueprint:
Increase convenience by supporting community design and land-use planning at the local and regional levels that ensure that job centers, shopping, schools, entertainment, and essential services are strategically located near where people live to reduce commute burdens, improve walkability and bikeability, and improve quality of life.
Improve efficiency by expanding affordable, accessible, efficient, and reliable options like public transportation and rail, and improving the efficiency of all vehicles.
Transition to clean options by deploying zero-emission vehicles and fuels for cars, commercial trucks, transit, boats, airplanes, and more.
Some in the industry have raised concerns about certain aspects of the blueprint. Spokespeople for NATSO, the National Association of Truck Stop Owners, and SIGMA, which represents fuel marketers and convenience store chain retailers, are worried about the implications of the administration’s fuel policies on the trucking industry, for instance. They say the administration is incentivizing investments in sustainable aviation fuel (SAF) over trucking industry renewables such as biodiesel, which have been used for more than a decade to lower emissions.
Last year’s Inflation Reduction Act awarded a higher tax credit for SAF than for biodiesel and similar trucking industry renewables, and this week’s blueprint emphasizes those incentives. NATSO and SIGMA argue that because both SAF and biodiesel come from the same feedstocks, producers will be incentivized to make SAF rather than biodiesel, leading to lower availability and higher pricing of clean fuels for trucking. They say parity between the tax credits is necessary to ensure producers continue to make biofuels for trucking fleets.
“Otherwise, we’re really just shifting the emissions savings away from the ground—as fleets are forced to revert away from biodiesel to diesel—and to the air, and that doesn't align with the administration's goal here of decarbonizing the transportation sector,” said Tiffany Wlazlowski Neuman, vice president of public affairs for NATSO.
David Fialkov, executive vice president of government affairs for NATSO and SIGMA, said he expects the issue to come under scrutiny as the Inflation Reduction Act and related policies are implemented.
“I anticipate that a lot of members of Congress—including the new majority in the House—will be interested in examining whether it makes sense to keep a heightened creidt for SAF,” he said.
This story was updated on January 12 to include comments from NATSO/SIGMA.
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.”