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China’s B2C E-Commerce: Surging Volumes and Impact on Air Cargo

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China’s B2C E-Commerce: Surging Volumes and Impact on Air Cargo

Judah Levine

July 31, 2024

In the past year, there has been a notable surge in B2C e-commerce parcels from China to the US and Europe, predominantly transported by air cargo. E-commerce giants like Temu and Shein have been at the forefront of this increase, driving a surge of interest in fast-fashion supply chains.

With air cargo typically around 12 times more expensive than ocean freight, it’s usually reserved for high-value, high-margin, time-sensitive goods. However, Chinese e-commerce importers leverage air cargo to offer relatively fast delivery of 9-11 days, compared to a more typical 30-40 days for ocean freight (especially given the Red Sea issues), while keeping the value of goods below the $800 de minimis threshold. This customs status allows the goods to enter the US without paying tariffs or duties, possibly making air cargo cost effective even for low-value products.

The De Minimis Threshold and E-Commerce Surge

This approach has led to a surge in de minimis volumes entering the US. According to US Customs and Border Protection (USCBP) data, in 2022, 685 million de minimis parcels entered the country. In 2023, this number climbed to a billion as Temu and Shein intensified their focus on the US market. As of mid-2024, imports of de minimis parcels have already passed 700 million even before the holiday season rush, exceeding all of 2022’s shipments in just half a year. This trend isn’t only a result of Chinese e-commerce sellers. Many US importers are also leveraging the trends, sometimes while tapping digital custom brokerages.

Impact on Air Cargo Volumes

The increase in Chinese e-commerce imports has significantly impacted air cargo volumes and, as a result, prices.

Reports indicate that some 30-40 freight aircraft are exporting Chinese B2C e-commerce goods globally on a daily basis, with e-commerce volumes at major hubs like Hong Kong sometimes accounting for about 80% of daily air cargo exports. The latest IATA data from May shows a 13% year-to-date increase in global air cargo volumes compared to last year. Volumes out of Asia Pacific increased by 18% in May year on year, with Asia to North America volumes up by 12% compared to the previous year.

This growth is particularly impressive given that it has occurred during what is typically a slow season for air cargo. This volume strength underscores the substantial impact of B2C e-commerce on international air cargo.

Air Cargo Rates and Market Dynamics

Of course, high volumes means higher rates. This surge in e-commerce has dramatically influenced air cargo rates that are already somewhat impacted by soaring ocean freight costs.

According to data from Freightos Terminal, rates for China to North America and China to Europe have remained elevated. Even during typically slow seasons, rates have stayed around $5.50-$6/kg to North America and $4/kg to Europe. These rates are higher than pre-pandemic peak season rates, which typically ranged from $4-5/kg. This persistent elevation in rates reflects tight capacity largely driven by the influx of e-commerce goods.

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Regulatory Pressures and Compliance Challenges

The growth of Chinese e-commerce imports has not been without several challenges in the US.

The National Security Act 2024, which was signed into law in April and mandates the sale or shutdown of TikTok in the US by January, reflects the US government’s willingness to take action against Chinese businesses it perceives as threats to security or other national interests.

More directly related to e-commerce, the Americas Act, introduced in the Senate in May, proposes lowering the de minimis threshold and banning certain countries, including China, from using it due to concerns about forced labor, contraband goods, and harm to US industries. Although this act has not progressed, it also sends a message about opposition to this trend and the need for stringent regulation of these imports. This joins a broader trend of US protectionism, with both the Biden administration and the Trump campaign pushing for increased tariffs on US imports from China.

Increased Scrutiny

The dramatic increase in de minimis clearances has also opened the door for a potential increase in bad actors using it to bypass authorities. Recent increases in enforcement and screening of de minimis imports has only increased confidence that this is indeed taking place. The USCBP inspected 100% of e-commerce imports at LAX for several days in May, uncovering many mislabeled items as well as contraband like fentanyl. This crackdown resulted in the suspension of several high-profile forwarders and customs brokers from using the de minimis threshold, highlighting the need for better compliance.

Such enforcement actions underscore the challenges associated with the sheer scale of e-commerce imports and the relatively lax reporting requirements for de minimis shipments. But these developments signal to Chinese e-commerce platforms the importance of robust compliance mechanisms to continue leveraging this import strategy.

Impact on Major E-Commerce Players

The combination of increased compliance, enforcement and legislation may be having an impact on e-commerce platforms. Shein has backed away from plans for a US IPO, and reports had Temu planning a shift of focus away from the North American market indicating expectations that its US sales would drop from 60% to 30% of its annual sales, and that the platform would focus more on customer retention than growth through new customers in the US. Temu has denied these reports, though, and states that expansion to other markets will take place alongside continued plans for growth in the US.

Despite these challenges and reports of a resulting pull back, volume and rate data show no slow down of e-commerce volumes from China to the US even since scrutiny intensified in May.

Amazon a Player Too

In light of these ongoing sales, the United States’ largest e-commerce retailer, Amazon, couldn’t stay on the sidelines and is opening a channel for direct B2C sales from Chinese manufacturers and retailers to US customers, using the de minimis exemption.

This move signifies Amazon’s recognition of the growing importance of this trend, despite likely opposition from US-based Amazon sellers concerned about low-cost, customs-exempt competition. Amazon plans to start signing up merchants this summer and begin accepting inventory in the fall, aiming to offer delivery within the 9-11 day timeframe.

Long-Term Outlook

Despite the mentioned challenges for e-commerce platforms, most signs don’t point to an end of international B2C e-commerce from China in the near future.

Some customs and logistics experts expect that these regulatory steps will push e-commerce platforms to implement better due diligence and compliance on labor and manufacturing standards required by the US including screening out contraband and ensuring detailed and accurate shipment data.

Shein is already setting up a legal and compliance center and plans to spend $50 million on global compliance. Temu, while more hands-off, is also expected to invest in better compliance measures to address these regulatory hurdles.

What it all means

The surge in Chinese B2C e-commerce imports to North America, facilitated by air cargo and the de minimis threshold, represents a significant new trend in global trade. Despite regulatory challenges and increased enforcement, the sustained demand for Chinese e-commerce goods and the strategic responses from major players like Shein, Temu, and Amazon suggest that this trend is far from over. Enhanced compliance and robust logistics strategies will be crucial for these platforms to navigate the evolving regulatory landscape and continue capitalizing on the booming e-commerce market and the regulations that facilitate them. in the survey in the coming months. As businesses adapt to the current landscape, monitoring these trends will be crucial for navigating the evolving international freight market.

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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IFS Softeon Brings Industrial AI Deeper Into Warehouse Execution

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Ifs Softeon Brings Industrial Ai Deeper Into Warehouse Execution

The combination of IFS and Softeon is beginning to take shape as something more significant than another enterprise-software acquisition. IFS completed its acquisition of Softeon on March 2, 2026, bringing Softeon’s warehouse management, warehouse execution, and distributed order management capabilities into the broader IFS portfolio. The combined business is operating as IFS Softeon, with IFS positioning Industrial AI as an increasingly important layer connecting enterprise planning with what actually happens inside warehouses and fulfillment operations.

That connection matters because warehouse technology is moving beyond the traditional WMS model. Modern fulfillment environments increasingly combine WMS, warehouse execution, robotics, automation, labor, order orchestration, transportation, and real-time operational data. Softeon already brought substantial experience at the execution layer; IFS brings a broader enterprise application footprint, global scale, and an expanding Industrial AI strategy. IFS Softeon has also emphasized an open, best-of-breed approach rather than requiring customers to standardize on IFS ERP, an important consideration for large enterprises operating heterogeneous application landscapes.

The more interesting question is what happens when AI becomes part of that execution architecture. Supply chain AI is moving from analytics that simply identify problems toward systems capable of interpreting operational context, recommending responses, coordinating applications, and eventually executing bounded decisions. That requires more than a large language model. It requires clean operational data, integration with systems of record, contextual understanding, governance, and connections to the applications capable of carrying out a decision. Those are precisely the architectural requirements that become important as AI moves from supply chain experimentation into operational deployment.

IFS Softeon therefore represents a development worth watching. Its position in the warehouse management market can also be viewed in the Logistics Viewpoints WMS MarketMap, which provides a broader look at the competitive landscape and the capabilities shaping the market.

The strategic value of the combination will not ultimately be determined by whether AI can generate another warehouse dashboard or conversational assistant. It will depend on whether IFS can connect enterprise-level intelligence with Softeon’s detailed execution capabilities deeply enough to improve decisions on inventory, labor, automation, fulfillment, and exceptions without adding another layer of complexity. If it can, the acquisition points toward a broader change in supply chain software: AI moving out of the analytical layer and into the operational control layer of logistics.

The post IFS Softeon Brings Industrial AI Deeper Into Warehouse Execution appeared first on Logistics Viewpoints.

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Make the Tradeoffs Explicit: Stakeholders, Constraints, and Competing Objectives

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Logistics strategy is full of objectives that sound compatible until somebody has to make the operating decision. Lower cost, higher service, less inventory, greater resilience, faster response, and more flexibility are all desirable. The engineering work begins when two or three of them collide.

The point is not that these decisions are impossible. It is that the tradeoffs exist whether the organization acknowledges them or not. Systems engineering makes them explicit. The transportation-warehouse divide provides a practical example of these competing objectives, because a locally rational transportation choice can create warehouse congestion or service risk downstream.

Stakeholders Are Part of the System

Logistics transformations often describe the customer as the primary stakeholder, and that is appropriate. But the system serves and affects many stakeholders at once.

Customers care about reliable delivery, availability, responsiveness, and cost. Logistics operations teams care about executable flows and manageable workloads. Finance cares about margin, working capital, spend, and risk. IT cares about architecture, security, supportability, and integration. Employees care about safety, workload, usability, and the consequences of automation. Carriers, 3PLs, and other logistics partners care about volume signals, commitments, operating feasibility, and commercial terms.

Those interests overlap, but they are not identical. The job of system design is not to make every stakeholder equally happy. It is to understand whose requirements matter, where they conflict, and how those conflicts should be resolved. Without that work, the conflicts surface later as adoption problems, workarounds, exceptions, and political resistance.

Constraints Define the Real Solution Space

Logistics leaders are accustomed to constraints because nearly every routing, scheduling, capacity, and fulfillment decision contains them. Yet transformation programs sometimes treat constraints as obstacles to be removed rather than properties of the system that must be designed around.

Some constraints can be changed. Others cannot, at least not economically.

A distribution center has a physical footprint. A sorter has a rated throughput. A yard has a finite number of doors and staging positions. A carrier network has departure times and capacity limits. A labor market has availability and wage levels. A regulatory requirement is not optional. A legacy application may remain in place for years because replacing it would create more risk than value.

These conditions shape the solution space.

The important discipline is to make constraints visible early. If an AI-driven dispatch or exception process assumes event latency of five minutes but the source system updates every four hours, the mismatch is not a minor implementation issue. It is an architectural problem. Likewise, if a warehouse automation design requires highly stable carton dimensions but the product mix varies widely, that constraint belongs in the design conversation before capital is committed.

Turn Tradeoffs Into Explicit Decision Rules

Organizations often say they want lower cost, higher service, less inventory, more resilience, faster response, and greater flexibility. Who would not? The difficulty begins when those objectives conflict.

A systems approach forces the organization to define priorities and decision rules. How much additional inventory is acceptable for a measurable service improvement? How much redundancy is justified by disruption risk? When does transportation cost take precedence over delivery speed? How should carbon, labor, or capital constraints influence network decisions?

These are not purely analytical questions. They are strategic choices.

The analytical models can quantify alternatives. They cannot decide what the enterprise values.

That is why stakeholder alignment matters. The tradeoff logic should be understood before the system is automated. Otherwise, the technology simply accelerates unresolved disagreement.

Every Model Is Making a Policy Choice

Many logistics problems look like technology problems because the current system cannot coordinate competing objectives fast enough. New optimization and AI capabilities can help, but they also make it easier to hide assumptions inside models.

Every model contains priorities, constraints, penalties, and objective functions. Those are expressions of business policy whether the organization calls them that or not.

If a transportation optimizer places a high penalty on late delivery, it is making a service-versus-cost tradeoff. If an inventory model accepts more stock to protect availability, it is expressing a risk preference. If an AI agent is allowed to expedite an order automatically up to a certain dollar threshold, the threshold encodes a decision right and a financial tradeoff.

The important question is not whether systems make tradeoffs. They always do. The question is whether the organization understands the tradeoffs the system is making.

Optimize the Enterprise, Not the Department

The practical value of this discipline is that it moves logistics transformation away from functional negotiation and toward system design. Instead of asking each department what it wants, leaders can ask what the enterprise needs the end-to-end system to accomplish and what constraints must be respected. Stakeholder requirements can then be evaluated against those objectives.

That does not eliminate conflict. It gives the conflict a framework.

A resilient logistics network may require paying for overflow capacity that is not always used. A responsive fulfillment model may require inventory positioned closer to demand or more frequent departures. An efficient automated facility may require stricter process discipline than a manual operation. A more autonomous execution system may require stronger data governance and clearer exception rules.

These are engineering choices because they change the behavior of the system.

Hidden Tradeoffs Become Expensive Surprises

The most dangerous logistics tradeoff is the one nobody realizes has been made. It appears later as excess inventory, missed service, exhausted planners, underused automation, fragile integrations, or an operating model that looks excellent on a slide and struggles in practice. Good system design brings those choices forward.

Identify the stakeholders. Define their requirements. Make constraints explicit. Quantify the tradeoffs where possible. Establish the decision rules. Then design the system around the outcome the enterprise actually values.

Complex logistics networks will always involve compromise. The management advantage comes from making that compromise visible, quantitative where possible, and deliberate. Phase 2 takes those requirements and tradeoffs and turns them into an operating architecture.

Related Logistics Viewpoints research

Systems Engineering in Logistics
The New Architecture of Logistics
2026 Supply Chain Decision Intelligence Market Map
Warehouse Performance Objectives Continue to Evolve
Previous in this series: Requirements Before Technology: Define the Problem Before Buying the Solution

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5 Steps to Agile Freight Procurement

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The global supply chain has faced significant disruptions in recent years — from a worldwide pandemic and geopolitical tensions to climate-related events and market volatility. Traditional freight procurement, built on rigid annual contracts and slow negotiation cycles, simply can’t keep pace.

Agile logistics procurement changes that. By leveraging short-term tenders, real-time data, and flexible supplier relationships, procurement teams can respond quickly, control costs, and build more resilient supply chains — no matter what the market throws at them.

Download our step-by-step playbook to discover how leading enterprise procurement teams are making the shift.

What you’ll learn in this playbook:

✓ How to standardize, centralize, and automate your procurement workflows – including fuel and BAF updates

✓ How to benchmark your contracted rates against real commercial freight spend and run regular mini-bids to stay competitive

✓ How to track procurement KPIs and continuously optimize freight costs between tender cycles – without a full renegotiation

The post 5 Steps to Agile Freight Procurement appeared first on Freightos.

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