The trend is caused by a drop in Chinese exports during the first quarter of 2023, owing to reduced demand following the October-to-December peak season quarter and to Chinese New Year shutdowns, the firm said. Asia's maritime and supply chain industry is now on a tumultuous ride, experiencing significant disruptions in trade patterns resulting in container prices dipping, the firm’s “April Asia container market forecaster” found.
Hamburg, Germany-based Container xChange said the change can seen in a year-on-year comparison of its Container Availability Index (CAx), which measures the ratio of inbound to outbound containers at a given port, and measures 0.5 if the number is equal.
Traditionally, the CAx values in Shanghai during Q1 have been lower than the 0.5 balance due to a higher number of outbound containers compared to inbound containers. But this year, the trend is just the opposite, showing a CAx value over the 0.6 threshold.
Since the beginning of week 37 (September) in 2022, the Container Availability Index (CAx) has consistently remained higher than in the previous two years. This indicates an increase in inbound containers at the port of Shanghai since September and a continued upward trend.
The trend is also observed in China’s Yantian and Tianjin ports. And overall, ports in China currently have a higher CAx value than they did in 2019, 2020, 2021, and 2022, indicating a significant container surplus in China.
Despite those stresses, market forces could soon begin to correct the imbalance, since the container excess is driving prices down, which will likely attract new business, Christian Roeloffs, cofounder and CEO of Container xChange, said in a release.
“The shipping industry is on the verge of completing its lap in terms of container prices bottoming out, excessive inventory, empty containers, and everything in between. Once it's through with its rep, the demand will crop back up. The alluring box rates present for traders offer a ray of hope for the growth of container demand,” Roeloffs said.
“As the spot rates on significant container trade lanes settle down to levels like those before the pandemic, the trend of de-containerization that prevailed from 2020 to 2022 is now reversing. The container freight rates reached record heights during the peak of the coronavirus pandemic, which resulted in cargo overflowing from containers into minor bulk vessels,” he said.
“The past year has been unprecedented, with extreme weather events, heightened geopolitical tension and cybercrime destabilizing supply chains throughout the world. Navigating this year’s looming risks to build a secure supply network has never been more critical,” Corey Rhodes, CEO of Everstream Analytics, said in the firm’s “2025 Annual Risk Report.”
“While some risks are unavoidable, early notice and swift action through a combination of planning, deep monitoring, and mitigation can save inventory and lives in 2025,” Rhodes said.
In its report, Everstream ranked the five categories by a “risk score metric” to help global supply chain leaders prioritize planning and mitigation efforts for coping with them. They include:
Drowning in Climate Change – 90% Risk Score. Driven by shifting climate patterns and record-high temperatures, extreme weather events are a dominant risk to the supply chain due to concerns such as flooding and elevated ocean temperatures.
Geopolitical Instability with Increased Tariff Risk – 80% Risk Score. These threats could disrupt trade networks and impact economies worldwide, including logistics, transportation, and manufacturing industries. The following major geopolitical events are likely to impact global trade: Red Sea disruptions, Russia-Ukraine conflict, Taiwan trade risks, Middle East tensions, South China Sea disputes, and proposed tariff increases.
More Backdoors for Cybercrime – 75% Risk Score. Supply chain leaders face escalating cybersecurity risks in 2025, driven by the growing reliance on AI and cloud computing within supply chains, the proliferation of IoT-connected devices, vulnerabilities in sub-tier supply chains, and a disproportionate impact on third-party logistics providers (3PLs) and the electronics industry.
Rare Metals and Minerals on Lockdown – 65% Risk Score. Between rising regulations, new tariffs, and long-term or exclusive contracts, rare minerals and metals will be harder than ever, and more expensive, to obtain.
Crackdown on Forced Labor – 60% Risk Score. A growing crackdown on forced labor across industries will increase pressure on companies who are facing scrutiny to manage and eliminate suppliers violating human rights. Anticipated risks in 2025 include a push for alternative suppliers, a cascade of legislation to address lax forced labor issues, challenges for agri-food products such as palm oil and vanilla.
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.
Maersk’s overall view of the coming year is that the global economy is expected to grow modestly, with the possibility of higher inflation caused by lingering supply chain issues, continued geopolitical tensions, and fiscal policies such as new tariffs. Geopolitical tensions and trade disruptions could threaten global stability, climate change action will continue to shape international cooperation, and the ongoing security issue in the Red Sea is expected to continue into 2025.
Those are difficult challenges, but according to Maersk, a vital part of logistics planning is understanding where risk and weak spots might be and finding ways to dampen the impact of inevitable hurdles.
They include:
1. Build a resilient supply chain As opposed to simply maintaining traditional network designs, Maersk says it is teaming with Hapag-Lloyd to implement a new East-West network called Gemini, beginning in February, 2025. The network will use leaner mainliners and shuttles together, allowing for isolation of port disruptions, minimizing the impact of disruptions to supply chains and routes. More broadly, companies should work with an integrated logistics partner that has multiple solutions—be they by air, truck, barge or rail—allowing supply chains to adapt around issues, while still meeting consumer demands.
2. Implementing technological advances
A key component in ensuring more resilience against disruptions is working with a supply chain supplier that offers advanced real-time tracking systems and AI-powered analytics to provide comprehensive visibility across supply chains. An AI-powered dashboard of analytics can provide end-to-end visibility of shipments, tasks, and updates, enabling efficient logistics management without the need to chase down data. Also, forecasting tools can give predictive analytics to optimize inventory, reduce waste, and enhance efficiency. And incorporating Internet of Things (IoT) into digital solutions can enable live tracking of containers to monitor shipments.
3. Preparing for anything, instead of everything Contingency planning was a big theme for 2024, and remains so for 2025. That need is highlighted by geopolitical instability, climate change and volatility, and changes to tariffs and legislation. So in 2025, businesses should seek to partner with a logistics partner that offers risk and disruption navigation through pre-planned procedures, risk assessments, and alternative solutions.
4. Diversifying all aspects of the supply chain Supply chains have felt the impact of disruption throughout 2024, with the situation in the Red Sea resulting in all shipping having to avoid the Suez Canal, and instead going around the Cape of Good Hope. This has increased demand throughout the year, resulting in businesses trying to move cargo earlier to ensure they can meet customer needs, and even considering nearshoring. As regionalization has become more prevalent, businesses can use nearshoring to diversify suppliers and reduce their dependency on single sources. By ensuring that these suppliers and manufacturers are closer to the consumer market, businesses can keep production costs lower as well as have more ease of reaching markets and avoid delay-related risks from global disruptions. Utilizing options closer to market can also allow companies to better adapt to changes in consumer needs and behavior. Finally, some companies may also find it useful to stock critical materials for future, to act as a buffer against unexpected delays and/or issues relating to trade embargoes.
5. Understanding tariffs, legislation and regulations 2024 was year of customs regulations in EU. And tariffs are expected in the U.S. as well, once the new Trump Administration takes office. However, consistent with President-elect Trump’s first term, threats of increases are often used as a negotiating tool. So companies should take a wait and see approach to U.S. customs, even as they cope with the certainty that further EU customs are set to come into play.
Waves of change are expected to wash over workplaces in the new year, highlighted by companies’ needs to balance the influx of artificial intelligence (AI) with the skills, capabilities, and perspectives that are uniquely human, according to a study from Top Employers Institute.
According to the Amsterdam-based human resources (HR) consulting firm, 2025 will be the year that the balance between individual and group well-being will evolve, blending personal empowerment with collective goals. The focus will be on creating environments where individual contributions enhance the overall strength of teams and organizations, and where traditional boundaries are softened to allow for greater collaboration and inclusion.
Those were the findings of the group’s report titled "World of work trends 2025: The collective workforce.” The study was based on data drawn from the anonymized responses of 2,175 global participants of the Top Employers Institute’s HR Best Practices Survey for 2025, and 2,200 organizations from its 2024 edition.
To cope with those broad trends, the report found that companies must adopt “systems thinking,” a way of understanding how different parts of a system—whether an organization or a society—are connected and influence each other. Leaders who learn that skill can design holistic strategies that align employee needs with organizational priorities and broader societal challenges, the group said.
Toward that goal, the report highlights five trends that are reshaping and impacting the global workforce for 2025. They include:
Sustainable Workplaces - integrated partnership between society and organizations. In 2025, organizations will face growing pressure to address global challenges ranging from ethical AI use in the workplace to demographic changes like declining birth rates and an aging population. These issues are no longer isolated from business; they demand an integrated partnership between society and organizations. For example, labor shortages driven by demographic changes challenge companies to rethink their workforce strategies for future sustainability; for example, family-friendly offerings have increased substantially over the last year as employers acknowledge the reality that many more people are now responsible for aging relatives as well as young children.
New belonging – networking beyond to connect with various jobs, industries, and networks. Unlike previous generations, today’s employees change jobs and careers with greater fluidity, spanning multiple organizations over relatively short periods. This shift is reshaping the traditional, company-centered sense of belonging into a more dynamic, interconnected experience. Employees no longer expect to build lasting relationships solely within a single organization, but rather they form communities that stretch across various jobs, industries, and networks, sometimes even in public coworking spaces where the people they interact with daily may not even work for the same company. However, this fluidity offers companies a unique advantage: as employees move between organizations and interact with diverse professionals in shared spaces, they bring with them fresh ideas, innovations, and relationships that generate significant value.
Transforming experiences – “new collar” jobs. In 2025, we will see a substantial blurring of the traditional categories of “white collar” jobs—typically clerical, administrative, managerial, and executive roles—and “blue collar” jobs, which are typically found in the agriculture, manufacturing, construction, mining, or maintenance sectors. The nature of jobs once considered blue-collar has changed dramatically, thanks in no small part to advancements in technology, especially AI. Post pandemic, there seems to be a much higher demand in many places around the world for skilled trades and manual labor, coupled with a growing emphasis for needed skills over formal qualifications. This shift, sometimes described as the rise of “new collar” jobs, combines the technical expertise often associated with blue-collar work with the adaptability and digital skills needed in today’s job market.
Neuroinclusion - a competitive advantage. Organizations are also increasingly recognizing the advantages of including neurodivergent individuals in the workplace, hiring people with autism, dyslexia, dyspraxia, dyscalculia, and ADHD, as well as certain mental health conditions. In addition to bringing bringing unique perspectives and capabilities, these employees are also an important part of Diversity, Equity and Inclusion (DEI). This practice often requires companies to provide accommodation, adjustments, and support, but 2025 will bring a more radical shift, as neuroinclusivity is evolving from an afterthought to a foundational principle in workplace design, culture, and HR policies.
AI-powered leadership - balance between human intuition and AI’s analytical power.
If 2024 marked AI’s disruption of highly skilled roles like software development and healthcare, 2025 will be the year AI reshapes the highest levels of leadership, bringing a new balance between human intuition and AI’s analytical power. In this evolving landscape, leadership is no longer an individual pursuit, but a collective effort changed by intelligent systems. AI is not just influencing mid-level roles; it is becoming a partner in the C-suite, helping leaders navigate complexity, understand team dynamics, and make strategic decisions that benefit the entire organization.
As we look toward 2025, the logistics and transportation industry stands on the cusp of transformation. At the Council of Supply Chain Management Professionals (CSCMP), we’re committed to helping industry leaders navigate these changes with insight and strategy. Here are six trends that we believe will form the competitive landscape of tomorrow.
1. Digital transformation and data integration: Technology continues to reshape every facet of logistics. Advanced analytics, artificial intelligence, and machine learning are becoming increasingly integrated into supply chain operations, driving efficiency, reducing costs, and enabling proactive decision-making.
For companies to succeed, they must invest in technologies that enhance data accuracy and facilitate seamless information sharing. Those that do so will be able to better anticipate disruptions, optimize routes, and improve customer satisfaction.
2. Sustainability: As the global community continues to prioritize environmental responsibility, the logistics sector faces growing pressure to reduce its carbon footprint. The adoption of electric vehicles, alternative fuels, and optimized routes can reduce emissions significantly, and many organizations are setting ambitious targets to lower their environmental impact.
3. Supply chain resilience and flexibility: The capacity to pivot quickly in response to disruptions, whether due to natural disasters, geopolitical tensions, or global pandemics, is no longer a luxury but a necessity. Companies are increasingly adopting flexible supply chain models and focusing on diversification to mitigate risk.
4. Nearshoring and reshoring: Bringing manufacturing closer to home—either by relocating it back to the country of origin (reshoring) or moving it to neighboring regions (nearshoring)—not only enhances supply chain agility but also reduces transportation costs, lowers emissions, and lessens exposure to global disruptions. Companies that embrace these approaches can strengthen their competitive positioning, helping them respond more effectively to fluctuations in demand while maintaining cost efficiency and meeting sustainability goals.
5. Workforce development: The logistics industry is facing a talent shortage, particularly in skilled labor and technology-focused roles. As we advance into a more digitalized landscape, we need a workforce proficient in tech and adaptable to change. Organizations must focus on upskilling and reskilling programs to equip their teams with the necessary knowledge.
6. E-commerce and last-mile solutions: E-commerce growth shows no signs of slowing, and with it comes the challenge of meeting rising consumer expectations for fast, reliable, and sustainable delivery. Last-mile logistics remains one of the most complex and costly segments of the supply chain. Innovative solutions, such as urban microfulfillment centers, autonomous delivery vehicles, and drone deliveries, are paving the way for more efficient last-mile solutions.
Looking Ahead
The future of global logistics and transportation holds both challenges and opportunities. At CSCMP, we are committed to supporting our members through these changes, fostering collaboration and sharing insights to navigate the path forward.
The landscape of 2025 may be unpredictable, but with strategic foresight and a commitment to adaptability, we can shape a prosperous future for logistics and transportation. Together, let’s continue to lead the way forward.