There are a number of reasons why Incoterms need to be blown apart and rebuilt from the ground up. This is the first in a series of three articles addressing today’s challenging Incoterms reality and our opportunities for change.
John Vogt is currently the president of WWBC LLC, an independent consulting company for Strategy and Global Leadership, having retired as Visiting Assistant Professor in the College of Business MBA Program for the University of Houston Downtown.
It’s time to blow up Incoterms,1 or “International Commercial Terms,” the shorthand used in place of contract language for trade agreements. Incoterms currently are a confusing mess of contradictory, inconsistent kludges that almost certainly cost the world dearly in lost speed, efficiency, and productivity. Indeed, research suggests most professionals do not understand or apply Incoterms with any fidelity. The resulting inappropriately applied Incoterms create risks and costs where none need be, and misalignments between expected performance and Incoterms choices mean that many logistics cycles are completed through goodwill alone, rather than through rigorous application of any standard. The only thing saving Incoterms from being a total loss is the fact that they are far better than having nothing at all.
Incoterms, or “International Commercial Terms,” were designed and published by the International Chamber of Commerce (ICC) over 80 years ago and were made to simplify trade. Prior to Incoterms, each contract had to be written to specify every aspect of the trade, such as which party was responsible for arranging and paying for all the logistics of moving the product from seller to buyer, and when the buyer would take responsibility for the goods. The International Chamber of Commerce (ICC) designed the Incoterms to serve as a universal “shorthand” for lots of long contract language across millions of trade agreements, which meant that the contract could be shorter but also that the logistics personnel effecting the contract terms could, in theory, simply check the Incoterms rule to know what responsibilities they had to fulfill under the sale.2
Incoterms define the obligations of the buyer and seller to deliver the goods in a trade. In so doing, they address the roles, responsibilities, costs, and actions of the buyer and seller to perform the logistics of moving the goods to satisfy the contract. Each rule is a three-letter designation starting with either E, F, C or D. The “E” rule deals with goods that are exchanged at the seller’s facility, the “F” rules deal with goods that are exchanged from the seller’s facility up to (and including) the port of international departure, the “C” rules deal with goods exchanged at either the port of export or the port of import (or in between), and the “D” rules deal with the goods that are exchanged upon arrival in the buyer’s country. Incoterms are accepted globally as the trade rules for both domestic and international movements.
The original Incoterms were such an improvement over having none at all that the U.S. decided to create a similar (and incompatible) standard under the Universal Commercial Code (UCC) adopted by all U.S. states but one (Louisiana).3 These UCC rules used nearly identical language to the Incoterms rules to mean quite different things that were more loosely defined, a fact that has enormously confused matters for logistics personnel both domestic and foreign to the U.S.4 To make matters worse, the UCC rules haven’t been updated at all, while the ICC spent the next eight decades updating the Incoterms to accommodate the practices of the day, but in a way that clung to legacy language and structures. These include introducing free carrier (FCA), a rule that seems to do the work of three rules with only context clues to differentiate, additional “C” rules that differ mainly by whether you want to use them on water or not, separate “D” rules that differ only by whether one party or another unloads the goods on arrival, and shifting the meanings, names, and usage of every other rule along the way.5
[FIGURE 1] Progression of Incoterms1 from 1936 to 2010
1936
1953
1967
1974
1980
1990
2000
2010
2020
EXW
EXW
EXW
EXW
EXW
EXW
EXW
EXW
FRC
FCA
FCA
FCA
FCA
FAS
FAS
FAS
FAS
FAS
FAS
FAS
FAS
FAS
FOB
FOB/ FOR/FOT
FOB/
FOR
FOT
FOB/
FOR/ FOT/ FOB Airport
FOB/ FOR/ FOT/ FOB Airport
FOB
FOB
FOB
FOB
C&F
C&F
C&F
C&F
C&F
CFR
CFR
CFR
CFR
CIF
CIF
CIF
CIF
CIF
CIF/CIP
CIF/CIP
CIF/CIP
CIF/CIP
CPT/DCP
CPT/DCP
CPT
CPT
CPT
CPT
CPT
CPT
EXS
EXS
EXS
EXS
EXS
DES
DES
EXQ
EXQ
EXQ
EXQ
EXQ
DEQ
DEQ
DAT
DPU
DAF
DAF
DAF/DCP
DAF
DAF/DDU
DAF/DDU
DAP
DAP
Delivered
DDP
DDP
DCP
DDP
DDP
DDP
DDP
Source: Adapted from ICC Incoterms 2010 Publication No 715E
Incoterms is a registered trade mark by the International Chamber of Commerce.
Each incarnation of Incoterms is a new “Frankenstein’s monster” of additions for the sake of modernity operating alongside concessions to the inertia of historical rules, such that neither modernists nor traditionalists could hope to be satisfied. The result is an ever-increasing thickness of the Incoterms rule book trying descriptively to solve the issues of the Incoterms, a ruleset that is supposed to be transparent and to lubricate trade. The official 2020 rulebook, which features the same number of rules as the 2010 version (with some minor changes), is now about 50% larger but has not addressed the fundamental issues bedeviling them.
Our research shows these are just some of the major issues with today’s Incoterms. The extreme proliferation of international trade in the decades since its first creation only serves to increase the stakes and amplify the costs. Any improvement to the application of Incoterms would reverberate across millions of trades each year, repeated every year thereafter.
Though increased industrywide training could help, the only true remedy is the replacement of the current Incoterms with a logically consistent, simple, and modular system that will be easy to learn, understand, and apply. This can be done by throwing away the existing structure and considering the necessary elements of a set of terms of trade and the options for rule flexibility that will cover every practitioner’s need without distortion. Our proposed ruleset includes an extreme minimum number of flexible rules that give supply chain managers maximum power with a minimum of complexity.
The next article in this series will the problems with Incoterms in greater depth. The third and final article will offer solutions based on our published research and practical realities in the field.
Notes:
1. Incoterms a legally registered trademark of the International Chamber of Commerce.
2. C. Căruntu and M.L. Lăpăduşi, “Complex Issues regarding the Role and Importance of Internationally Codified Rules and Incoterms,” Petroleum-Gas University of Ploiesti Bulletin, Economic Sciences Series, 2010. 62(1).
3. J.A. Spanogle, “Incoterms and UCC Article 2—Conflicts and Confusions,” The International Lawyer, 1997. 31(1): p. 111-132.
4. J. Vogt and J. Davis, “The State of Incoterm Research,” Transportation Journal, 2020. 59(3): p. 304-324.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
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.
That percentage is even greater than the 13.21% of total retail sales that were returned. Measured in dollars, returns (including both legitimate and fraudulent) last year reached $685 billion out of the $5.19 trillion in total retail sales.
“It’s clear why retailers want to limit bad actors that exhibit fraudulent and abusive returns behavior, but the reality is that they are finding stricter returns policies are not reducing the returns fraud they face,” Michael Osborne, CEO of Appriss Retail, said in a release.
Specifically, the report lists the leading types of returns fraud and abuse reported by retailers in 2024, including findings that:
60% of retailers surveyed reported incidents of “wardrobing,” or the act of consumers buying an item, using the merchandise, and then returning it.
55% cited cases of returning an item obtained through fraudulent or stolen tender, such as stolen credit cards, counterfeit bills, gift cards obtained through fraudulent means or fraudulent checks.
48% of retailers faced occurrences of returning stolen merchandise.
Together, those statistics show that the problem remains prevalent despite growing efforts by retailers to curb retail returns fraud through stricter returns policies, while still offering a sufficiently open returns policy to keep customers loyal, they said.
“Returns are a significant cost for retailers, and the rise of online shopping could increase this trend,” Kevin Mahoney, managing director, retail, Deloitte Consulting LLP, said. “As retailers implement policies to address this issue, they should avoid negatively affecting customer loyalty and retention. Effective policies should reduce losses for the retailer while minimally impacting the customer experience. This approach can be crucial for long-term success.”