The end of the great recession marked the beginning of a slowly unwinding recovery for most of the world's economies and industries. By and large, we have seen increased volumes of cargo carried by most transportation modes in most regions. However, the recession has created a systematic, short-term shift in demand for one mode: airfreight. While the airfreight market will continue to be dominated by the relationship between supply and demand over the short term, the outlook for the industry will also be influenced by the changing footprints of manufacturing and retail consumption in developing markets.
Over the past year, rate volatility has increased in the airfreight market. This was driven in part by the push to fulfill demand for the latest, must-have electronic devices during headline-generating releases. Overall, however, capacity has grown at a faster rate than has cargo; despite gyrations in the spot markets, shippers find themselves paying rates today that are similar to those they were paying a year ago. It appears this trend will hold true for the next year. One reason is that more capacity is expected to come online to serve the passenger segment (and with it, more belly space). Another is that fuel prices—one of airlines' biggest costs—are projected to remain flat for the foreseeable future, steadied by technological advances in the extraction of oil and changes in demand for petroleum products.
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[Figure 1] Infrastructure quality in manufacturing growth marketsEnlarge this image
Demand pressures for airfreight services are likely to remain dormant coming out of the recession. The dominant attitude among global shippers now is that airfreight is a premium service in a low-cost world. A mode shift to ocean freight continues even as ocean experienced dramatic rate fluctuations during 2012. While this is not a new phenomenon during economic downturns, the typical return of volumes from ocean to air that we would normally expect to see in a recovering economy has not yet materialized.
Some degree of rate volatility is likely to continue as spiky demand patterns persist in the consumer electronics industry, but shippers can expect that rates will continue at historically low levels, with some event-driven capacity issues on a limited number of lanes.
Some rays of hope
Despite this depressed outlook, the future does offer some rays of hope for the industry. New manufacturing capacity is pivoting away from China and its extensive multimodal transportation infrastructures. According to the 2013 Global Manufacturing Competitiveness Index, a report issued by the Council on Competitiveness, China remains the top base for manufacturing. However, India and Brazil are becoming more desirable manufacturing locations. New players like Indonesia and Vietnam are also becoming manufacturing hubs capable of providing low labor costs.
These shifts will benefit airfreight over the short term, as these countries are well behind China in the development of critical transportation infrastructure like roads and ports. As shown in Figure 1, the World Economic Forum measures the road, rail, and port quality in these up-and-coming manufacturing locations as being well below those in China. However, the airport infrastructure in these new manufacturing bases is more closely aligned, in terms of quality and capacity, with the air infrastructure in China. Infrastructural inefficiencies with respect to rail, roads, and seaports in these new manufacturing bases mean that ocean transportation does not offer the same value proposition relative to air service there as it does in China.
On the consumer front, China, Brazil, and India remain very strong opportunity markets for global retailers, according to A.T. Kearney's 2013 Global Retail Development Index report, while Chile and Uruguay join Brazil as the top three prospects primed for immediate expansion.
Growth in retail consumption in South America and Asia benefits all players in the air transportation industry. More balanced cargo flows should improve yields and utilization, bolstering profitability. The industry's underlying cost structure will also be lower, creating an opportunity to deliver lower rates for shippers even on head-haul lanes.
Over the short term, the forces that have guided the industry post-recession will continue to prevail. With additional new capacity, depressed demand, and a lack of inflationary pressure from fuel costs, airfreight pricing should remain volatile but trending at historical lows for the near term. Manufacturing and retail trends will change the dynamic in the industry over the long haul and will contribute to a more stable, less costly global air cargo network, to the benefit of both shippers and service providers.
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.
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.”