Prices for the most part have remained steady, but that probably won't last. With demand growth expected to outstrip modest growth in supply, higher retail prices seem likely.
Although diesel fuel markets in the United States experienced some short-term volatility in the last 12 months, for the most part prices have behaved as expected. This is in line with the outlook we offered in our article last year, when we predicted that diesel fuel prices would stay in roughly the same place as they had been throughout 2012. And that is indeed what happened: As we write this, the U.S. average retail price is within 5 cents per gallon of where it was a year ago, which amounts to less than a 2-percent change.
The reason for this steady diesel market over the medium term is the steady crude market. While crude prices are slightly higher than they were a year ago, the year-over-year difference is around 5 percent. In the longer term, crude oil futures still indicate that crude prices are projected to fall by nearly 10 percent from current levels (see Figure 1). This has remained true even as turmoil has begun to spread in the Middle East. Unfortunately, for diesel buyers this longer-term easing in crude prices may not translate into lower diesel prices in the near future.
Article Figures
[Figure 1] Light sweet crude oil prices (historical and futures)Enlarge this image
[Figure 2] U.S. diesel price vs. underlying crude price: 1994-presentEnlarge this image
Behind the volatility
While overall retail diesel prices are largely unchanged (see Figure 2), some parts of the United States have experienced more volatility than usual. For example, diesel prices increased by more than 10 percent during February and March in New England and the Mid-Atlantic states. While it is not uncommon to see a seasonal rise in diesel prices in those regions, the magnitude of that increase was greater than normal.
Two main factors contributed to that increase in price volatility. The first was the weather. The extreme cold brought by the "polar vortex" significantly increased the demand for heating oil in New England, one of the few parts of the country where heating oil and propane are still major fuel sources for residential heating. The composition of heating oil is very similar to diesel, and it is becoming even more similar as more states phase in low-sulfur specifications for home heating oil. So when it is cold outside, demand for heating oil goes up, putting stress on the available supply of diesel.
The second contributor to this price volatility was probably the so-called "unconventional revolution" in oil production and its impact on diesel supplies. U.S. domestic crude production is increasing, and most of that increase is coming from Light Tight Oil (LTO), sometimes referred to as shale oil, in places like the Bakken field in the Dakotas and the Eagle Ford field in Texas. At the same time, heavy Canadian oil-sands crude continues to be an important crude source for U.S. refiners. These crudes have a different assay, or profile, than that of the historical mix of crudes processed in U.S. refineries.
The combination of these factors created a "dumbelling" of U.S crudes. This term alludes to the relatively large amount of light and heavy "ends," or extremes, of the crude spectrum, that ultimately result in lower diesel production. This situation reduces production of diesel because it is a middle distillate most easily produced from the center of the crude spectrum. While refiners can make capital investments to handle a new crude slate, for example cracking the longer-chain molecules in the heavy ends, it takes time to bring new equipment on stream. It is likely, therefore, that any capital investment plans would have to be supported by an expectation of continued strength in diesel prices. This may well be the case, given the lower diesel production due to the "dumbelling" effect described above.
One way diesel purchasers can prepare for this expected increase in price volatility is to implement a hedging program, whether by buying financial instruments such as futures contracts, call options, and collars, or simply by negotiating a hedged supply contract. This may work in the short term, and it may have been sufficient to avoid paying a premium in the U.S. Northeast and Mid-Atlantic this past winter. However, a hedging strategy alone is not likely to be effective in more extreme scenarios or in the face of longer-term, unpredictable price changes.
Global rise in demand
Growth in demand for diesel, both domestically and abroad, is another factor that will put pressure on diesel prices to decouple—or at least stretch—the historical relationship with crude. Globally, diesel is now in greater demand than gasoline, and that is unlikely to change given the preference for diesel in Europe and many emerging markets. Meanwhile diesel's market share in the United States is growing, and that trend is expected to continue. The Diesel Technology Forum predicts diesel's share of the light vehicle fleet could double or triple from its current level of around 3 percent by the end of the decade. In fact, more than 40 new diesel-powered vehicle models will be introduced in the next three years in anticipation of increasing U.S. consumer demand for "clean diesel."
But another large and potentially global demand driver also looms. Segments of the marine transportation market may begin switching from heavy bunker fuel to diesel when changes to marine-fuel sulfur specifications are announced. These changes will likely occur within the next decade. For these reasons, demand growth will ultimately outpace supply growth, leading to higher prices.
Regardless of the future scenario that materializes for diesel prices, the best way to prepare is still a risk management strategy that considers these and other risk scenarios in a wider context. A risk management strategy that combines different elements gives diesel users the best chance to weather price volatility or inflation. Hedging, different types of supply sources, diverse contracting terms, demand management strategies, and appropriate governance should be part of a robust diesel management strategy.
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.
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.”