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2025 Trump Trade Tariffs: How Trump’s New Policy Affects Global Commerce & Shipping

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2025 Trump Trade Tariffs: How Trump’s New Policy Affects Global Commerce & Shipping

Trump’s 2025 tariffs on Canada, Mexico, and China reshape global trade, impacting imports, exports, e-commerce, and shipping. Learn what this means for you.

Judah Levine

February 3, 2025

Blog Post

The first shots in 2025’s trade wars have been fired… and it’s a significant volley.

Following through on promises to increase US tariffs on Canada and Mexico as soon as possible, President Trump used the International Emergency Economic Powers Act (IEEPA) to apply 25% tariffs on all goods from Canada and Mexico – which accounted for nearly $900B and 28% of total US imports in 2023 – starting February 4th, with the exception of energy imports which will face a 10% tariff.

A 10% tariff will also be applied to all imports from China.

President Trump cited the flow of illegal immigrants and drugs – especially fentanyl – as urgent threats to the nation and as the basis for enacting the IEEPA, which can only be used in response to a national emergency.

Becoming the first president to use the IEEPA to increase tariffs, the act allowed Trump to take immediate action by executive order as opposed to the various acts he used to increase tariffs during his first administration which activate federal agencies to research, review and make recommendations on tariffs first, and can take several months.

Beyond Increased Tariffs

The executive orders for tariffs on Canada, Mexico and China also go beyond just the tariffs:

The orders disallow exemptions to the tariffs – despite intense lobbying by automotive and energy groups.

Aware of potential retaliation (more on that below), the orders also include clauses allowing the president to increase tariffs further if any of these countries apply retaliatory tariffs.

The de minimis exemption, which permits imports under $800 without duties, is also being eliminated for all goods from these three countries, which will be a particular blow to cross-border e-commerce.

The orders also eliminate duty drawbacks, through which importers can request the duties to be returned to them if they ultimately export the finished goods or destroy them.

Finally, the orders state that each of the tariffs will remain in effect until the respective governments have “taken adequate steps to alleviate” these crises through cooperative enforcement actions.

Nor does it appear that the tariffs will end here. The president implied that he will take more trade actions as soon as mid-month targeting computer chips, pharmaceuticals, steel, aluminum, copper, oil and gas, and that tariffs will also be applied to imports from the European Union, without specifying a level or timeline.

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Trump’s Sweeping Tariff Impact

The US imported more than $100B of energy products from Canada in 2023, and US Census Bureau data shows that Mexico and Canada combined to supply nearly $900B of US imports in 2023 and about 28% of total US imports through November for 2024. The US relies most heavily on Canada and Mexico for automotive and fresh produce imports, but other key categories include lumber, beer, TVs and PCs.

The US automotive industry, which often moves parts and half-assembled vehicles back and forth cross-border several times during production, faces a particularly difficult challenge from these steep tariff hikes.

Many US e-commerce sellers – as well as some foreign e-commerce platforms – have relied on low duties, free trade with the US as well as the US de minimis exemption and other pass-through incentives to make Canada but especially Mexico a key e-commerce import channel into the US. Mexico significantly scaled back some of these rules in recent months, but closing the de minims exemption to imports from Canada and Mexico will further complicate e-commerce trade flowing through these countries, often originating in China.

Closing de minimis to Chinese goods will have significant implications for the ability of major platforms like Temu and Shein to ship goods from China directly to consumers in the US by air cargo. This exemption – which eliminates duties, entails minimal reporting requirements and reduces filing costs from about $15 – $50 to $0.15 per parcel – has been a key driver of the surge of B2C e-commerce air cargo volumes from China to the US that has kept capacity tight and rates at peak-season levels since about mid-2023.

Not Going Down Without a Fight: Retaliation

Despite the anti-retaliation clauses in the order, Canada announced it will set a 25% tariff on more than $100B of US exports, with the duty applied to 20% of those goods this week and the rest in three weeks. Officials in Mexico and China also plan to retaliate but have not provided specifics.

In addition to the likely negative impact on US exporters from these retaliations, importers will face much higher costs which will likely be passed on to consumers and could drive an increase in inflation. Importers may also shift to alternate foreign trading partners where possible – an extension from the prior “China Plus One” sourcing to “China Plus Mexico/Canada Plus One More.” We could also see some increase in domestic manufacturing – one of President Trump’s key goals through trade barriers – in the rare cases that this is feasible.

But with these tariffs applied only until the White House is satisfied that Mexico, Canada and China are doing enough to combat illegal immigration and drug shipments, US companies will likely hesitate to make any costly changes.

Preparing for Future Tariffs

That the president followed through on these tariff promises – which many hoped were more threats and negotiating chips than concrete policy – only increases the likelihood of his far more significant proposed 60% tariff increase for Chinese imports and 10% – 20% global duty.

As we saw in 2017 – 2019, and as we’ve seen reflected in the higher than normal ocean freight volumes and container rates in Q4 of last year and through the start of 2025, shippers rush to frontload as much inventory as is feasible when tariff hikes are expected. Though this pull-forward has been apparent since at least the election, we may see this trend intensify given recent events.

But there may be far less time to prepare this time around.

Trump’s use of IEEEPA this week – as opposed to during his first administration when the White House announced some significant tariff roll outs several months before implementation – makes these other tariff introductions possible with very short notice, which could cut short the pre-tariff behavior seen with prior hikes.

Depending on how significant frontloading has been so far and how long there is until a big spike in tariffs on China, we could also see a decrease in ocean freight import volumes and container rates from the Far East – or any lane impacted by tariffs – once tariffs go into effect.

The pull forward ahead of the January 2019 tariff hike resulted in a post-tariff slump that snapped a nine year streak of US ocean import volume growth as some of 2018’s total came at the expense of the following year.

The Air Cargo Impact

The biggest short term impact on global freight could be in the air cargo market, where closing the de minimis exemption to Chinese e-commerce imports – which have kept planes full and China – US air cargo rates at more than double typical levels since mid-2023 – could affect air cargo demand and rates across the market.

As noted above, the use of expensive air cargo for low-value e-commerce goods is mainly driven by de minimis exceptions that exempt small imports worth less than $800 from customs filing costs and duties.

Closing de minimis to Chinese imports means that goods arriving by air will be subject to the new and already existing tariffs, incur significant filing requirements and costs, and will take a week or more to clear customs, significantly challenging the speed and savings that have driven the e-commerce air cargo surge.

This change could sharply reduce air cargo volumes from China to the US, which would result in significant downward pressure on transpacific air cargo rates and could also lead to lower rates across the air cargo market as capacity currently absorbed by transpacific e-commerce goods is released back into rotation.

Freightos will continue to provide ongoing updates as the situation develops

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Judah Levine

Head of Research, Freightos Group

Judah is an experienced market research manager, using data-driven analytics to deliver market-based insights. Judah produces the Freightos Group’s FBX Weekly Freight Update and other research on what’s happening in the industry from shipper behaviors to the latest in logistics technology and digitization.

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Walmart AI Pricing Patents Signal Shift Toward Real-Time Retail Execution

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Walmart Ai Pricing Patents Signal Shift Toward Real Time Retail Execution

Walmart’s new patents and digital shelf rollout point to a more tightly integrated model linking demand forecasting, pricing, and store-level execution.

Walmart has secured two patents related to automated pricing and demand forecasting, drawing attention to how large retailers are evolving their pricing and execution capabilities.

One patent, System and Method for Dynamically Updating Prices on an E-Commerce Platform, covers a system that can dynamically update online prices based on changing market conditions. A second, Walmart Pricing and Demand Forecasting Patent Classification, relates to demand forecasting technology designed to estimate what customers will buy and recommend pricing accordingly. At the same time, Walmart is expanding digital shelf labels across its U.S. stores, replacing paper labels with centrally managed electronic displays.

Individually, none of these elements are new. Retailers have long used forecasting models, pricing tools, and store execution processes. What is notable is the combination.

Walmart now has three capabilities aligned:

Demand forecasting tied to predictive models

Price recommendation based on that demand

Store-level infrastructure capable of rapid execution

That combination reduces the operational friction historically associated with pricing in physical retail.

Pricing Moves Closer to Execution

Traditional store pricing changes required coordination across multiple steps: analysis, approval, printing, distribution, and manual shelf updates. That process introduced delay and inconsistency.

Digital shelf labels materially change that constraint. Prices can be updated centrally and executed across stores with significantly less manual intervention.

This does not change the underlying logic of pricing decisions. Retailers have always adjusted prices based on demand, competition, and margin targets. What changes is the speed and consistency of execution.

As a result, pricing moves closer to real-time operational control.

Implications for Supply Chain Operations

Pricing is not an isolated commercial function. It directly influences demand patterns, inventory flow, replenishment timing, and markdown activity.

When pricing becomes faster and more responsive, those linkages tighten.

Three implications are clear:

1. Increased Execution Speed
Retailers can align pricing decisions more quickly with current demand conditions, reducing lag between signal and action.

2. Stronger Dependence on Forecast Accuracy
When pricing recommendations are driven by predictive models, the quality of demand sensing becomes more consequential. Forecast errors can propagate more quickly into sales and inventory outcomes.

3. Closer Coupling of Merchandising and Supply Chain
Pricing decisions influence demand. Demand impacts inventory, replenishment, and store execution. Faster pricing cycles compress the distance between these functions.

Centralization and Control

Walmart has positioned its digital shelf label rollout as an efficiency and accuracy initiative. Centralized price management improves consistency between systems and store execution while reducing labor tied to manual updates.

That positioning aligns with the operational realities of large-scale retail. At Walmart’s footprint, even small improvements in execution efficiency translate into material cost and accuracy gains.

At the same time, the shift toward algorithm-supported pricing introduces standard enterprise control requirements. Organizations need clear governance around how pricing recommendations are generated, reviewed, and executed, particularly as systems become more automated.

A Broader Technology Pattern

Walmart’s patents are best understood as part of a broader shift in supply chain and retail technology.

AI and advanced analytics are moving closer to operational decision points. Forecasting models are no longer confined to planning environments; they are increasingly connected to systems that can act.

In this case, that connection spans:

Demand sensing

Price recommendation

Store-level execution

The result is a more tightly integrated operating model in which commercial decisions and supply chain execution are linked through software.

What This Signals

The significance of Walmart’s move is not tied to public debate over surge pricing scenarios. The underlying development is structural.

Retailers now have the ability to connect demand forecasting, pricing logic, and execution infrastructure into a faster decision loop.

For supply chain leaders, that represents a clear direction:

Execution is becoming more digital, more centralized, and more tightly coupled to predictive models.

The companies that benefit will be those that can align forecasting, pricing, and operational execution within a controlled, coordinated system.

The post Walmart AI Pricing Patents Signal Shift Toward Real-Time Retail Execution appeared first on Logistics Viewpoints.

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Supply Chain and Logistics News March 16th-19th 2026

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Supply Chain And Logistics News March 16th 19th 2026

This week’s installment of Supply Chain and Logistics news includes stories about record increases in oil prices, Rivian’s autonomous taxis, and much more. Firstly, the Trump administration has issued a 60-day waiver of the Jones Act, a century-old regulation that requires goods moved between US ports to be transported by US-built vessels, etc. Additionally, this week Uber & Rivian announced a partnership for Rivian to build 50,000 autonomous robotaxis by 2031 with over a billion dollars in investment from Uber. Schneider Electric and EcoVadis announced a partnership to target emissions in the health care sector. Lastly, DHL announces 10 warehousing sites to be used for data center manufacturing capacity, and Mind Robotics raises 100 million in series A funding.

Your Biggest Stories in Supply Chain and Logistics here:

Trump Administration Issues Pause on Century-old Maritime Law to Ease Oil Prices

The Trump administration has issued a 60-day waiver of the Jones Act. This century-old regulation typically requires goods moved between US ports to be carried on vessels that are US-built, US-owned, and US-crewed. However, with oil prices surging toward $100 a barrel due to escalating conflict in the Middle East, the suspension aims to ease logistics for vital commodities like oil, natural gas, and fertilizer. While the move is intended to lower costs at the pump and support farmers during the spring planting season, it has sparked a debate between those seeking immediate economic relief and domestic maritime unions concerned about the long-term impact on American shipping and labor.

Uber and Rivian Partner to Deploy up to 50,000 Fully Autonomous Robotaxis

Uber and Rivian have announced a massive strategic partnership that signals a major shift in the future of autonomous logistics and urban mobility. Under the terms of the deal, Uber is set to invest up to $1.25 billion in Rivian through 2031, a move specifically tied to the achievement of key autonomous performance milestones. The primary focus of this collaboration is the deployment of a specialized fleet of fully autonomous R2 robotaxis, with an initial order of 10,000 vehicles and an option to scale up to 50,000 units. From a supply chain perspective, this represents a significant commitment to vertical integration; Rivian is managing the end-to-end production of the vehicle, the compute stack, and the sensor suite, including its in-house RAP1 AI chips, while Uber provides the scaled platform for deployment. Commercial operations are slated to begin in San Francisco and Miami in 2028, eventually expanding to 25 cities globally by 2031.

Schneider Electric and EcoVadis Announce Partnership to Decarbonize Global Healthcare Supply Chains

Schneider Electric, a major player in the digital transformation of energy management and automation, and EcoVadis, a provider of business sustainability ratings, have announced a strategic partnership aimed at accelerating decarbonization within the healthcare industry. “Energize” is a collective initiative to engage pharmaceutical industry suppliers in climate action. The collaboration focuses on addressing Scope 3 emissions, those generated within a company’s value chain, which often represent the largest portion of a healthcare organization’s carbon footprint. By combining Schneider Electric’s expertise in energy procurement and sustainability consulting with EcoVadis’s supplier monitoring and rating platform, the partnership provides a structured pathway for pharmaceutical and medical device companies to transition their global suppliers toward renewable energy.

Mind Robotics, a Rivian spin-off, raises $500 million in Series A Funding

RJ Scaringe, CEO of Rivian, is positioning his new $2 billion spin-off, Mind Robotics, as a technological solution to the chronic shortage of manufacturing labor in the Western world. By developing a “foundation model” that acts as an industrial brain alongside specialized mechatronic bodies, the company aims to move beyond the rigid, fixed-motion plans of traditional robotics toward systems capable of human-like reasoning and adaptation. Scaringe emphasizes that while these machines must perform with human-level dexterity, they don’t necessarily need to be humanoid in form; instead, the focus is on creating a data-driven “flywheel” within Rivian’s own facilities to lower production costs and help domestic manufacturing remain globally competitive.

DHL Expands North American Logistics Infrastructure Amid Growing Global Demand for Data Center Logistics Services

DHL is significantly scaling its data center logistics (DCL) footprint in North America, announcing the addition of 10 dedicated sites totaling over seven million square feet of warehousing capacity. This expansion is a direct response to the explosive demand for AI-driven infrastructure and the specific needs of hyperscale and colocation data center operators. By offering specialized services like rack pre-configuration, white-glove handling of sensitive IT hardware, and warehouse-to-site transportation, DHL is positioning itself as an end-to-end partner in a sector where 85% of operators express a preference for a single logistics provider. This move not only addresses the logistical complexities of moving high-value components like GPUs and cooling systems across global borders but also underscores the critical role of integrated supply chains in maintaining the build speed of the digital backbone.

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How to Capitalize Quickly to Address Hyperconnected Industrial Demand

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How To Capitalize Quickly To Address Hyperconnected Industrial Demand

This first in a blog series offers a review of discussion that occurred during ARC Advisory Group’s 2026 Industry Leadership Forum. Specifically, it details a keynote conversation held with senior executives from Rolls-Royce, BTX Precision, and MxD.

The New Fabric of Demand: Modernizing Collaboration and Transparency for Real-Time Production

Industrial leaders have been talking about tearing down workflow and data silos for decades. Yet here we are again. For most, the reality is that most operations and supply chains today typically don’t indicate much progress. A few leaders have figured out how to use digital tools to scale and build pathways forward, a whopping 12.9% according to our latest data (yes, that’s sarcasm). However, even as they struggle to coordinate, orchestrate, and innovate across their operations and enterprise, much less tightly collaborate outside their four walls. In a digital world, this continued capability gap, the inability to closely link market signals to responsive production and external supply chains, is very quickly becoming a liability.

Recently, at the 30th Annual ARC Industry Leadership Forum in Orlando, I had the privilege of leading a keynote discussion entitled The New Fabric of Demand: Modernizing Collaboration and Transparency for Real-Time Production. As part of that, I moderated an excellent conversation that included Global Commodity Executive Greg Davidson of Rolls-Royce, CEO Berardino Baratta of MxD, and CRO Jamie Goettler of BTX Precision.

In this four-part series, we will explore that conversation fully, digging into how the “fabric of market demand” has fundamentally changed, and why structural modernization, both human and technological, is no longer just an option. It is an industrial imperative that will increasingly determine who wins in disrupted markets.

Why Legacy Workflow Will Actually Get Modernized

If we examine the present through the lens of the past, the fundamental laws of supply and demand haven’t really changed. What has changed is the hyperconnectivity of the world and our compressed time to both reward and volatility.

The hard truth is that legacy linear workflows simply do not work in hyperconnected, digitally-driven environments, which are non-linear by nature. As our industrial environments become more digital, they naturally open up countless new ways for how things can get done and how risk can enter the organization. As a result, disruption has shifted from a rare event to a fairly continuous and pervasive reality. In this new reality, responsiveness differentiates you from the competition, and lag time kills.

To survive and thrive in non-linear environments, tighter, integrated ecosystems are required, where silos are actively torn down or redesigned so that barriers to value can be continuously identified and quickly eliminated. At the core, this concept is unfolding around data access, contextualization, and sharing. It provides the urgency behind the need for building industrial data fabrics.

This rewiring certainly extends beyond operations and enterprise processes, enabling the entirety of the supply chain to be judged on its collective responsiveness to the market, all the way down to the individual company level. In this scenario, data can quickly point out laggards who limit value. As the orchestrators of these supply chains identify these limitations on value, they quickly break off and discard the connection and move on without these weak links.

Pillars of the New Fabric of Demand

To achieve necessary level of operational and supply chain responsiveness, the roles of every entity within an ecosystem must be rethought. In the subsequent three blogs of this series, we will take a deep dive into the three distinct pillars that make up this modern architecture, but I’ll begin by laying them out here:

The Market Signal is the catalyst of the entire ecosystem. It dictates the “what” and the “when,” defining what value, success and risk look like in real-time. In blog 2, I’ll explore how to move from reactive assumptions to proactively capturing the market signals that actually matter.
The Demand Architect is moving beyond traditional order-taking. The Demand Architect designs and orchestrates the ecosystem, aligning external partners as true extensions of the enterprise. In blog 3, I’ll discuss the structural agility required to lead this response, rather than just manage a process.
The Agile Partner is the engine of execution. The Agile Partner links supply chain dynamics directly to the shop floor, differentiating themselves through their responsiveness to the market signal. In the final blog in the series, I’ll tackle how data transparency and trust become technical requirements, not just buzzwords, without exposing mission-critical IP.

Building the Modern Industrial Enterprise

Legacy workflows cannot survive in a non-linear world. Industrial organizations must re-architect operations and ecosystems for real-time responsiveness and secure, transparent collaboration. To do so, they will need to:

Improve the measurement of responsiveness: Efficiency and margin-squeezing are important, but they aren’t game-changers. Your competitive edge now relies on how quickly you can adapt to market signals.
Embrace transparency over secrecy: Modern collaboration requires providing a contextualized “lens” into production status without compromising proprietary IP or cybersecurity. Industrial data fabrics are key.
As always, view technology as a tool, not an outcome: Industrial data fabrics are needed to break silos and AI to manage complexity and improve accuracy and speed of decisions. However, the age-old adage remains true. Just because you can apply AI to something doesn’t mean you should. It must be grounded in measurable Value on Investment (VOI), not just return.

The New Fabric of Demand Blog Series

This is the first in a series of four on The New Fabric of Demand: Modernizing Collaboration and Transparency for Real-Time Production. Over the coming days, I’ll publish a perspective from each of the three pillars of the new fabric of demand:

Pillar 1: The Market Signal
Pillar 2: The Demand Architect
Pillar 3: The Agile Partner

By Mike Guilfoyle, Vice President.

For more than two decades, Michael has assisted organizations, including numerous Fortune 500 companies, in identifying and capitalizing on growth opportunities and market disruption presented by the effects of digital economies, energy transition, and industrial sustainability on the energy, manufacturing, and technology industries.

The post How to Capitalize Quickly to Address Hyperconnected Industrial Demand appeared first on Logistics Viewpoints.

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