Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
The United Auto Workers of America (UAW) strike that began today against General Motors, Ford, and Stellantis in search of higher wages and better medical benefits could soon have ripple effect impacts on manufacturers in every industry, experts say.
UAW said its members on Friday began a walkout at three sites: a GM plant in Wentzville, Missouri, a Stellantis plant in Toledo, Ohio, and a Ford plant in Wayne, Michigan. That handful of facilities represents just a small fraction of each automaker’s manufacturing might, but is significant because it’s the first time the union has struck all three companies at once.
The stakes are high on many levels—personal paychecks, corporate revenues, and far-flung supply chains—according to a blog post by Harrison Wells, vice president at LeanDNA, an inventory optimization platform provider. For example, a 40-day strike in 2019 against a single automaker led to a production loss of 300,000 vehicles and cost the automaker $3.6 billion in earnings, he said.
Set in 2023, those costs are even more clear in a post-pandemic world, where most manufacturers have been made painfully aware over the past three years of raw material, product, and part shortages triggered by transportation challenges and large scale disruptions, Wells said in a post titled "The New Disruption Economy: Why All Manufacturers Should Pay Attention to the UAW Strike."
In fact, by the end of the day on Friday, the strike had already impacted the North American automotive supply chain, showing a substantial uptick in rescheduled over the road (OTR) auto shipments originating in Mexico and bound for the U.S., and shifts in on-time deliveries. According to supply chain visibility provider FourKites, a work stoppage could reignite supply chain issues across all tiers of part suppliers and logistics service providers (LSPs).
“Companies might rush to modify purchase orders, causing a ripple effect across the entire network, including a reduced need for transportation. This could lengthen the recovery period for some LSPs who are beginning to dig out of the freight recession and cause prolonged bloat in available capacity,” Tom Gregorchik, vice president, industry strategy, FourKites, said in an email. “The UAW and the OEMs still seem pretty far apart from a deal, so I predict that volumes from Mexico will continue to fall until the two parties get closer and there’s more certainty that components from Mexico will be needed to get production going again,” Gregorchik said.
If the strike expands to additional auto plants, additional supply chain impacts could include a rise in “grey market” trade in fake parts, according to Roei Ganzarski, CEO of Alitheon, which provides technology for counterfeit identification and traceability. “A massive walkout will have ripple effects on a global scale,” Ganzarski said in an email. “A halt in production will have direct economic impacts for the workers, the Big 3 and the local economies these car businesses drive, but the hidden risks – like counterfeit parts that will undoubtedly flood the auto parts market – come at even greater costs. Shortages make people source parts wherever they can buy them, but inauthentic parts risk human safety. Car owners should be on high alert.”
As supply chain and transportation networks feel the heat from continued negotiations, industry groups are already looking to the government for help. In an effort to draw federal forces into the fray, trucking industry trade group the American Trucking Associations (ATA) criticized the White House for backing union strikers. "Does anyone think demanding a 40% pay raise is reasonable, let alone realistic? Nor is a four-day work week, paid at 40 hours. How exactly do you assemble vehicles without your employees present?” ATA President and CEO Chris Spear said in a release. “The UAW needs to stop showboating off the heels of this administration's union-biased agenda, come to the table, and put our nation's economy first."
However, powerful forces are also backing the UAW strikers, as Teamsters General President Sean M. O'Brien called on Ford, Stellantis, and GM to provide “respect at work and dignity in retirement” to UAW members. "The International Brotherhood of Teamsters, including our members in the carhaul industry, stand in solidarity with the United Auto Workers to get the best contract possible from America's biggest automakers. Just as the Teamsters saw at UPS, record profits at any company must result in record contracts for the workers who make those profits possible,” O'Brien said in a release. "You can be sure there is no division in America's labor movement today. And you are urged to remember that Teamsters don't cross picket lines."
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.
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.