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Trade Tariffs and Ocean Freight – Potential Impacts of the US Election

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Trade Tariffs and Ocean Freight – Potential Impacts of the US Election

This article explores the impact of tariffs on ocean freight and container rates, focusing on past and potential future effects of US trade policies.

Judah Levine

September 16, 2024

Alongside many other points of contention in the recent presidential debate, the candidates shared barbs on trade policy with a focus on the merit of tariffs on imports to the US.

The Biden administration has kept many Trump-era tariffs in place, increased others, and recently has announced plans to shrink loopholes like the de minimis exception which currently facilitate the surge of tariff-exempt e-commerce goods directly to US consumers from Chinese platforms like Temu and Shein.

But, as part of his planned policy in the event of a return to office, former President Trump has proposed applying across the board tariffs of 10% to 20% on most of the $3 trillion worth of annual US imports, and a minimum 60% tariff on all imports from China.

Tariffs increase the duties that importers of goods subject to those tariffs must pay to bring shipments into the US. These increases in duties paid represent, by far, the biggest economic impact of tariffs on importers and can lead to higher prices for consumers as well. But, as examples from the 2018 Trump tariffs demonstrate, tariffs can also have a spillover effect on container flows and costs for the overall North American ocean freight market in the periods just before and after new tariffs take effect.

Tariffs: The Freight Impact

In general, when tariffs are announced – if there’s enough time between announcement and implementation – many importers rush to move as much inventory as is feasible into the country before the increases go into effect.

This front loading increases demand for ocean freight, alters the more typical timing of container flows as importers stockpile inventory, and puts upward pressure on freight rates during this rush.

Should Trump win the upcoming election and follow through on these much more ambitious tariffs, not only would any announcement of these increases by his administration next year likely have an even stronger impact on ocean freight than those of 2018, but the election results in November and the anticipation of coming tariffs that would go with them could themselves be enough to trigger a rush and impact ocean logistics.

Here is how tariffs impacted the container market in 2018.

Trump Tariffs in 2018

Tariffs were a central part of the Trump administration’s trade policy with China. These Trump era moves included tariffs on $200B worth of Chinese goods announced in July 2018 and set to be rolled out as a 10% tariff in September and then increase to 25% on January 1st, 2019.

As many importers rushed to move goods into the country before the tariffs went into effect, Freightos Terminal data shows ocean container rates from Asia to the US West Coast started rising sharply in July 2018 and doubled by mid-November.

Though these container rate increases impact all shippers – whether or not their shipments will be subject to increased tariffs – importers rushing to beat the tariffs mostly will prefer increasing their shipping activity and causing their freight costs to double before the roll out, to paying a tariff increase later on.

Freightos research shows that at long-term average container rates, ocean freight costs for a 49” TV, for example, represented about 1.5% of the TV’s price tag (about typical or even a little high for the many goods like these for which container costs are spread across the hundreds of units that fit in each container). So even a doubling of container rates would only see shipping costs rise to about 3% of the price tag per unit, while the proposed tariff hikes would increase the cost to the importer of a minimum of 10% of the value of each unit, incentivizing shippers to rush orders in ahead of tariff roll outs.

This front loading also had an impact on overall annual container volumes.

The pull forward of imports before the January 2019 deadline meant that many orders that would have otherwise been placed in 2019 were moved up to 2018, leading to stockpiles of inventories and lower container volumes in 2019. National Retail Federation US ocean import volume data shows that the nine-year streak of annual container import volume growth to the US from 2009 to 2018 was snapped in 2019 as some of 2018’s total came at the expense of the following year.

A look at freight rates for the typical peak season months of July through October in 2019 likewise show little increase, reflecting that a significant share of that year’s potential volumes had been pulled forward in 2018.

Fast Forward to 2024

Tariffs likely impacted ocean freight this year as well.

This past May the Biden administration announced plans to increase tariffs to 25% – 50% on a more modest list of $18B worth of Chinese goods on August 1st. Importers expecting an August deadline started pulling forward volumes they otherwise would have imported later in the year or even in 2025.

Though not as far reaching as the 2018 tariffs, and not alone in pushing freight volumes up in Q2, front loading to avoid August tariff increases was one factor in the early arrival of ocean freight’s peak season this year.

The other drivers for the pull forward included the many shippers moving goods of all types earlier than usual to avoid possible Red Sea-related disruptions in late Q3 or Q4, and importers rushing to receive containers before a possible labor strike at East Coast and Gulf ports in October. These other factors likely had a much stronger impact on container volumes than tariffs would have alone, but the announcement of these tariffs were a definite contributor to the early start to peak season.

Ocean container imports to the US increased earlier than usual this year, partly due to a rush to beat tariff increases set for August. Source: National Retail Federation

Instead of a more typical June or July start, ocean volumes into the US began climbing in May this year, peaked in August and are projected to drop significantly earlier than usual too, in October. This partially tariff-driven increase in demand also drove container rates up to highs for the year in July.

Trump Tariffs in 2025?

If Trump secures a victory in the upcoming election and his administration announces tariff hikes more far-reaching than in 2018, the biggest economic impacts wouldn’t come from spiking container rates (which in any case would be temporary), but from increased costs to importers paying the new duties – which could be passed on as higher prices to consumers – and from potential retaliatory tariffs by China or other countries that could impact demand for US exports.

Nonetheless, tariffs like those proposed would likely have a stronger impact on ocean freight flows and rates than those seen in 2018. Moreover, the election outcome in November, along with the expectation of impending tariffs, might itself be enough to spark an early surge in ocean demand and prices. And if Red Sea diversions are still in place in November, rates would be climbing from levels already well above normal.

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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The Systems-Engineered Logistics Operation: From Transformation Projects to Continuous Design

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For years, logistics transformation has been organized as a succession of projects. Implement the platform. Build the control tower. Automate the facility. Add the AI layer. The problem is that logistics no longer changes on a project cadence.

That environment is disappearing. The future logistics will need to be designed continuously. The Autonomous Logistics Network is one expression of this end state, but reaching it requires continuous design rather than a one-time transformation project.

Stop Thinking in Technology Stacks

Modern logistics networks are becoming integrated combinations of physical assets, software, data, optimization, AI, robotics, people, partners, and automated decisions. Calling this a technology stack understates what is happening.

It is an operating system. The important design questions are no longer confined to which applications a company owns. Leaders have to consider how decisions flow, how data maintain continuity across systems, how automation interacts with people, how models are governed, how exceptions escalate, and how the organization behaves when components fail.

That is systems engineering territory. The companies that manage this architecture deliberately will have an advantage over those that continue adding capabilities one project at a time.

Intelligence Is Moving to the Point of Action

Logistics technology is moving from systems of record toward systems of decision. Traditional applications captured transactions and supported workflows. Analytical systems added prediction and optimization. The emerging layer increasingly combines real-time signals, AI, optimization, agents, and execution connectivity.

The result is intelligence closer to the point of action. A shipment delay can be identified, its impact evaluated, alternatives generated, and a response executed with limited human intervention. Transportation systems can continuously re-evaluate routes, capacity, and exceptions instead of waiting for manual replanning. Warehouse and yard systems can adjust priorities as conditions change.

This will make logistics faster. It will also make architecture and governance more consequential.

When software only reported information, a bad output could be ignored. When software acts, the operating envelope matters.

Human Work Moves Up the Decision Stack

More automation does not eliminate the human role. It changes it.

People will spend less time collecting information, reconciling spreadsheets, monitoring routine transactions, and making repetitive bounded decisions. They will spend more time dealing with novel exceptions, cross-functional tradeoffs, strategic choices, carrier and customer relationships, system design, and governance.

That is a better use of human capability. It is also a harder job.

The future planner, transportation manager, warehouse leader, or logistics executive will need to understand not only operations but the automated systems influencing operations. They will need to know when to trust a recommendation, when to challenge it, and how a decision in one part of the system affects another. Logistics expertise will become more architectural.

Continuous Design Requires Continuous Validation

If the system changes continuously, validation must become continuous as well.

AI models drift. Business priorities change. automation rules evolve. New interfaces are added. Local process changes accumulate. External conditions move.

The organization cannot wait for the next transformation program to determine whether the operating system still meets its requirements. Performance, model behavior, exception patterns, overrides, decision latency, data quality, and failure modes will need ongoing monitoring.

This creates a closed lifecycle: design, deploy, observe, validate, improve, and redesign. Transformation becomes less of an event and more of a management discipline.

Resilience Becomes an Architectural Property

The future of resilience is also likely to move beyond static buffers. Inventory and redundancy will remain important, but digital systems will make logistics more capable of sensing, simulating, and responding dynamically.

A disruption can trigger scenario analysis. A digital twin can estimate consequences. Optimization can evaluate alternatives. AI can interpret unstructured signals. Automated decision systems can act inside approved boundaries.

This does not eliminate the need for physical resilience. It allows physical resilience and decision resilience to work together.

The strongest logistics networks will not simply carry more protection. They will understand their dependencies and reconfigure faster when conditions change.

Architecture Becomes a Competitive Capability

For years, companies differentiated logistics through network scale, facility and transportation assets, carrier leverage, operational excellence, service design, and technology investment. Architecture is becoming another source of advantage.

Two companies may use similar software and still achieve very different results because one has better process integration, clearer decision rights, stronger data, more effective automation boundaries, better failure recovery, and tighter governance. The advantage does not come from owning the component. It comes from how the components have been engineered to work together.

Logistics Management Becomes Systems Management

That may be the larger lesson of this series. Logistics networks are already systems of systems. The technology is making them more connected, more autonomous, and more adaptive. That complexity cannot be managed indefinitely through functional optimization and periodic implementation projects.

The discipline has to evolve.

Define requirements before selecting solutions. Design the operating model. Architect processes, data, and decisions together. Engineer technology into the system rather than around it. Validate the outcome. Govern change. Design for failure. Improve continuously.

The competitive advantage will not come from owning the same AI, automation, TMS, WMS, visibility, and execution technologies everybody else can buy. It will come from how coherently those components have been engineered to work together. The future of logistics management is not simply more digital, more autonomous, or more intelligent. It is more engineered.

Related Logistics Viewpoints research

Systems Engineering in Logistics
The New Architecture of Logistics
2026 Supply Chain Decision Intelligence Market Map
Digital Transformation in Logistics
Previous in this series: Design for Failure: Resilience, Risk, and Failure Modes

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If your organization is evaluating a logistics transformation, technology strategy, automation program, or operating-model redesign, I would be glad to provide the complete client edition and discuss how the framework applies to your priorities, constraints, and operating environment.

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The post The Systems-Engineered Logistics Operation: From Transformation Projects to Continuous Design appeared first on Logistics Viewpoints.

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Walmart and Symbotic: When Warehouse Automation Becomes a Network Strategy

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Warehouse automation has traditionally been discussed one facility at a time. A retailer installs an automated storage system, deploys mobile robots, adds robotic picking, or upgrades sortation. The business case is then measured against improvements within that particular building. Walmart and Symbotic are beginning to challenge that way of thinking.

On October 29, Walmart and Symbotic announced an expanded commercial agreement that will bring additional automation capabilities to 25 U.S. regional distribution centers. The agreement includes an initial commitment of approximately $6 billion, covering work over several years and multiple locations. Walmart says the initiative is intended to support upstream e-commerce inventory management, increase storage capacity, and improve the movement of products through its supply chain. Those numbers make the announcement noteworthy. But the more interesting story is what the scale of the commitment says about the next phase of warehouse automation.

From an Automation Project to an Operating Model

For years, warehouse automation investments were frequently justified around specific bottlenecks: reduced picker travel, increase storage density, improve sortation throughput, or offset labor requirements. Those are still important objectives. But Walmart is evaluating automation against something larger: the performance of an interconnected distribution network supporting stores, pickup and home delivery.

Rob Montgomery, executive vice president for Walmart U.S. Supply Chain Operations, tied the expanded agreement to improving service, growing capacity, simplifying work for associates and lowering costs. The company also expects the expansion to support broader assortment, greater speed and more reliable replenishment. That distinction matters.

Warehouse automation increasingly needs to be evaluated not simply by asking, “How much faster can this facility pick?” but by asking, “What does this investment change across the supply chain?” Does additional storage capacity improve inventory positioning? Does automation enable later ordering cutoffs? Can replenishment become more predictable? Can the same technology architecture be repeated across multiple facilities without redesigning the operation every time? Those questions take warehouse automation discussions much closer to business strategy.

Scale Is Becoming Part of the Business Case

The Walmart-Symbotic relationship is particularly interesting because this is not a new pilot. Reuters reported that Symbotic has been helping automate Walmart’s supply chain since 2017, while the latest agreement extends automation to another 25 regional distribution centers. There is another layer to the expansion as well. Supply Chain Dive reported that Walmart committed an additional $125 million toward research and development of racking technology and related picking, process-flow and inventory-management capabilities. That is important because it suggests the competitive discussion is moving beyond individual pieces of robotic hardware. Warehouse automation is increasingly about how storage, picking, inventory, material movement and software operate together.

Symbotic’s current portfolio illustrates that evolution. The company says its integrated offering includes BreakPack for each-picking and SymMicro for e-commerce micro-fulfillment, supported by proprietary software that uses AI to orchestrate product movement. The question for warehouse operators, therefore, becomes less about which robot performs an individual task and more about how multiple automation layers combine into a repeatable operating system.

Walmart Is Not the Only Signal

Developments elsewhere reinforce the same trend. Amazon reported in 2026 that it has deployed more than one million robots across its operations network. Its systems now span inventory handling, mobile robotics, robotic arms and packaging automation. The company also says its Sequoia system can identify and store inventory up to 75 percent faster at fulfillment centers.

Meanwhile, DHL Supply Chain and Locus Robotics reached another useful measure of scale in 2026: one billion warehouse picks using Locus AMRs. Locus says thousands of its robots now operate across more than 40 DHL-managed sites worldwide. These examples are different applications with different economics. That is precisely the point. The warehouse automation market is moving beyond the question of whether robotics can work. Leading operators are increasingly confronting the harder questions of where automation should be deployed, how quickly it can scale, how well it integrates with existing operations, and whether benefits survive replication across a network.

The Metrics That Matter After Go-Live

The risk in covering a $6 billion automation agreement is treating announced spending as though it were demonstrated return. It is not. The more valuable story will develop as the systems go live. The measures worth watching include throughput, storage utilization, replenishment performance, labor productivity, system availability, fulfillment speed, implementation cost and the ability to maintain performance during demand peaks. That distinction should matter to technology buyers. A compelling demonstration can show what automation can do. A network-scale deployment begins to show whether the technology can generate similar value repeatedly under different facility and operating conditions. For Walmart, that makes the 25 distribution centers as important as the $6 billion headline.

Takeaway

The next chapter of warehouse automation will not be defined simply by more robots. It will be defined by whether operators can turn automation into a repeatable, measurable and scalable operating capability.

Walmart’s expanded relationship with Symbotic provides an unusually large test of that idea. The announced objectives are ambitious: more capacity, faster product movement, better replenishment, broader assortment, simpler work and lower costs. Now comes the more important part: measuring what changes when those systems are operating across the network. For other warehouse operators considering automation, that may ultimately be the most useful lesson from Walmart. Do not evaluate the robot alone. Evaluate what the automation changes in the economics and performance of the supply chain around it.

The post Walmart and Symbotic: When Warehouse Automation Becomes a Network Strategy appeared first on Logistics Viewpoints.

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Walmart and Symbotic: When Warehouse Automation Becomes a Network Strategy

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Walmart And Symbotic: When Warehouse Automation Becomes A Network Strategy

Warehouse automation has traditionally been discussed one facility at a time. A retailer installs an automated storage system, deploys mobile robots, adds robotic picking, or upgrades sortation. The business case is then measured against improvements within that particular building. Walmart and Symbotic are beginning to challenge that way of thinking.

On October 29, Walmart and Symbotic announced an expanded commercial agreement that will bring additional automation capabilities to 25 U.S. regional distribution centers. The agreement includes an initial commitment of approximately $6 billion, covering work over several years and multiple locations. Walmart says the initiative is intended to support upstream e-commerce inventory management, increase storage capacity, and improve the movement of products through its supply chain. Those numbers make the announcement noteworthy. But the more interesting story is what the scale of the commitment says about the next phase of warehouse automation.

From an Automation Project to an Operating Model

For years, warehouse automation investments were frequently justified around specific bottlenecks: reduced picker travel, increase storage density, improve sortation throughput, or offset labor requirements. Those are still important objectives. But Walmart is evaluating automation against something larger: the performance of an interconnected distribution network supporting stores, pickup and home delivery.

Rob Montgomery, executive vice president for Walmart U.S. Supply Chain Operations, tied the expanded agreement to improving service, growing capacity, simplifying work for associates and lowering costs. The company also expects the expansion to support broader assortment, greater speed and more reliable replenishment. That distinction matters.

Warehouse automation increasingly needs to be evaluated not simply by asking, “How much faster can this facility pick?” but by asking, “What does this investment change across the supply chain?” Does additional storage capacity improve inventory positioning? Does automation enable later ordering cutoffs? Can replenishment become more predictable? Can the same technology architecture be repeated across multiple facilities without redesigning the operation every time? Those questions take warehouse automation discussions much closer to business strategy.

Scale Is Becoming Part of the Business Case

The Walmart-Symbotic relationship is particularly interesting because this is not a new pilot. Reuters reported that Symbotic has been helping automate Walmart’s supply chain since 2017, while the latest agreement extends automation to another 25 regional distribution centers. There is another layer to the expansion as well. Supply Chain Dive reported that Walmart committed an additional $125 million toward research and development of racking technology and related picking, process-flow and inventory-management capabilities. That is important because it suggests the competitive discussion is moving beyond individual pieces of robotic hardware. Warehouse automation is increasingly about how storage, picking, inventory, material movement and software operate together.

Symbotic’s current portfolio illustrates that evolution. The company says its integrated offering includes BreakPack for each-picking and SymMicro for e-commerce micro-fulfillment, supported by proprietary software that uses AI to orchestrate product movement. The question for warehouse operators, therefore, becomes less about which robot performs an individual task and more about how multiple automation layers combine into a repeatable operating system.

Walmart Is Not the Only Signal

Developments elsewhere reinforce the same trend. Amazon reported in 2026 that it has deployed more than one million robots across its operations network. Its systems now span inventory handling, mobile robotics, robotic arms and packaging automation. The company also says its Sequoia system can identify and store inventory up to 75 percent faster at fulfillment centers.

Meanwhile, DHL Supply Chain and Locus Robotics reached another useful measure of scale in 2026: one billion warehouse picks using Locus AMRs. Locus says thousands of its robots now operate across more than 40 DHL-managed sites worldwide. These examples are different applications with different economics. That is precisely the point. The warehouse automation market is moving beyond the question of whether robotics can work. Leading operators are increasingly confronting the harder questions of where automation should be deployed, how quickly it can scale, how well it integrates with existing operations, and whether benefits survive replication across a network.

The Metrics That Matter After Go-Live

The risk in covering a $6 billion automation agreement is treating announced spending as though it were demonstrated return. It is not. The more valuable story will develop as the systems go live. The measures worth watching include throughput, storage utilization, replenishment performance, labor productivity, system availability, fulfillment speed, implementation cost and the ability to maintain performance during demand peaks. That distinction should matter to technology buyers. A compelling demonstration can show what automation can do. A network-scale deployment begins to show whether the technology can generate similar value repeatedly under different facility and operating conditions. For Walmart, that makes the 25 distribution centers as important as the $6 billion headline.

Takeaway

The next chapter of warehouse automation will not be defined simply by more robots. It will be defined by whether operators can turn automation into a repeatable, measurable and scalable operating capability.

Walmart’s expanded relationship with Symbotic provides an unusually large test of that idea. The announced objectives are ambitious: more capacity, faster product movement, better replenishment, broader assortment, simpler work and lower costs. Now comes the more important part: measuring what changes when those systems are operating across the network. For other warehouse operators considering automation, that may ultimately be the most useful lesson from Walmart. Do not evaluate the robot alone. Evaluate what the automation changes in the economics and performance of the supply chain around it.

The post Walmart and Symbotic: When Warehouse Automation Becomes a Network Strategy appeared first on Logistics Viewpoints.

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