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Digital Product Passports: A Game Changer for Traceability

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Digital Product Passports: A Game Changer For Traceability

Infor’s NexTrace Digital Product Passport

As businesses face emerging regulations on product safety, sustainability, and ethical sourcing, Digital product passports will become crucial for navigating these challenges. DPPs provide a streamlined, digital way to document a product’s entire lifecycle, making it easier to ensure compliance and improve transparency. For companies operating globally, quick access to accurate product information can help avoid penalties and maintain trust.

The Compliance Landscape Surrounding Traceability

Various regulations demand the use of digital product passports. In other cases, DPPs are a better solution to existing compliance requirements.

The Uygher Forced Labor Protection Act prohibits the importation of goods made wholly or in part with forced labor into the United States across a company’s multi-tier value chain. Enforcement of the Uygher Forced Labor Protection Act began in 2022 and is already being strenuously enforced. Since enforcement began, over 12,600 shipments have been detained. These shipments were valued at $3.7 billion. 5,400 of those shipments were denied entry into the US. While different types of solutions are being employed to comply with UFLPA, these solutions do not always prevent cargo detention. This is a very difficult regulation to comply with! A digital passport enables much more vigorous compliance.

Starting in 2027, the European Union will implement a new regulation requiring nearly all products sold in the EU to feature a digital product passport. EU Digital Product Passport aims to enhance transparency across product value chains by providing comprehensive information about each product’s origin, materials, environmental impact, and disposal recommendations. The DPP is designed to close the gap between consumer demands for transparency and the current lack of reliable product data.

A DPP can also help customers get a head start in meeting regulatory requirements like the Corporate Sustainability Due Diligence Directive, which is also currently targeted to go into effect in 2027. This directive aims to ensure that large companies contribute to the green transition towards a climate-neutral Europe and actively identify and address human rights concerns within their operations and across their global value chains.

There is no guarantee that the EU’s regulations will go into effect in 2027. These kinds of regulations tend to face legal challenges and other forms of pushback. There is also speculation in the trade compliance community that the Trump administration may not enforce the UFLPA as strenuously as it has been enforced up until now.

But Brian Carelli, vice president of sustainability and partnerships at Infor, has a different perspective. The European regulations will happen eventually. Further, some consumers want this information, and some of the most prominent retailers are interested in brand protection. Mr. Carelli said, “they don’t want to wake up one morning and see a Wall Street Journal article that says they have forced labor in their supply chain.”

Last June, Infor launched Map and Trace. That solution empowers their customers to map their supply chains and collect documentation from multiple supplier tiers. Map and Trace provides evidence of chain of custody compliance with regulations such as the UFLPA. This is often done after a shipment has been held up at a port, and the importer of record needs to prove that no prohibited entity is in their extended supply chain.

But a shipper may have a shipment detained, go through the work of documenting the end-to-end value chain, and get the cargo released. Then, another detention can happen again a few months later. Supply chains change. Suppliers get swapped out. From the Customs and Border Patrol’s perspective, just because a shipper previously proved there are no bad actors in their supply chain, that does not mean that is still true.

Mr. Carelli said, “We are starting to see an inflection point from ad hoc tracing, on an as-needed basis or for a small percentage of imported goods, to tracing at scale.”

Infor’s New Digital Product Passport Solution

Providing authorities with comprehensive information about each product’s origin, materials, and environmental impact is meaningless if you can’t prove who is in the extended supply chain! That means proof needs to be offered for every shipment.

Infor released NexTrace, a digital product passport solution, earlier this year. The DPP solution takes its capabilities to the next level by proactively gathering full-scale item-level traceability from each tier of the supply chain. This will require collecting massive amounts of data!

Bills of lading will need to be collected at each tier of the supply chain. Bills of lading prove what was sold between two parties at the lot, batch, or item level. A Tier 4 company that makes yarn needs a BOL from a Tier 5 cotton manufacturer, a Tier 3 fabric mill needs the BOL from Tier 4, a Tier 2 apparel manufacturer needs the Tier 3 BOL, and so forth.

But BOLs are just the beginning of what is required. They establish what was sold in bulk but not how distinct products were produced. BOL data may need to be combined with data from an ERP (the bill of material or BOM), a warehouse management system (what was scanned into a factory warehouse), a manufacturing execution system (a record of how goods were manufactured), and other systems as well. And this needs to be done at all nodes in the supply chain.

Adding to the complexity, the nomenclature used by suppliers and buyers is different. So, the system needs to be able to document the flows using a standard taxonomy. Historically, participants across the supply chain would have been asked to use EDI or a portal to get the data into standard fields. That could never work; it would be like herding cats. Compliance would be negligible. Fortunately, generative AI has come of age and large language models can be trained to do these transformations in a way that requires minimal human participation.

Then, this traceability information must be made usable by the CPB and other compliance authorities. The authorities want to see a chain of custody diagrams that explains the end-to-end flow. Finally, all this information must be collected in a platform and made accessible when and where needed.

All of this is what Infor Nexus is doing with their NexTrace solution. This really is impressive.

Final Thoughts

There will be a lot of suppliers claiming to offer digital product passports. ESG solution suppliers, consumer tag makers, and other point solutions will all be needed to provide a total solution. However, a solution like NexTrace solves the most complex problem by proving the provenance of every actor in the end-to-end supply chain for each product produced.

Blockchain providers claim that they offer solutions for this. Blockchain, which is computationally intensive, can’t scale to handle the kind of massive data flows a holistic DPP solution will encompass.

A collaborative multi-enterprise supply chain network is the right platform for this. NexTrace runs on the Infor Nexus MESCN platform.

Infor will have future competitors. However, the only serious competitors will be from other suppliers of MESCN.

The post Digital Product Passports: A Game Changer for Traceability appeared first on Logistics Viewpoints.

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India–U.S. Trade Announcement Creates Strategic Options, Not Executable Change

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India–u.s. Trade Announcement Creates Strategic Options, Not Executable Change

The announcement by Donald Trump and Narendra Modi of an India–U.S. “trade deal” has drawn immediate attention from global markets. From a supply chain and logistics perspective, however, the more important observation is not the scale of the claims, but the lack of formal detail required for execution.

At this stage, what exists is a political statement rather than a completed trade agreement. For companies managing sourcing, manufacturing, transportation, and compliance across India–U.S. trade lanes, uncertainty remains the defining condition.

What Has Been Announced So Far

Based on public statements from the U.S. administration and reporting by CNBC and Al Jazeera, several points have been asserted:

U.S. tariffs on Indian goods would be reduced from an effective 50 percent to 18 percent

India would reduce tariffs and non tariff barriers on U.S. goods, potentially to zero

India would stop purchasing Russian oil and increase energy purchases from the United States

India would significantly increase purchases of U.S. goods across energy, agriculture, technology, and industrial sectors

Statements from the Indian government have been more limited. New Delhi confirmed that U.S. tariffs on Indian exports would be reduced to 18 percent, but it did not publicly confirm commitments related to Russian oil, agricultural market access, or large scale procurement from U.S. suppliers.

This divergence matters. In supply chain planning, commitments only become relevant when they are documented, scoped, and enforceable.

Why This Is Not Yet a Trade Agreement

From an operational standpoint, the announcement lacks several elements required to support planning and execution:

No published tariff schedules by HS code

No clarification on rules of origin

No definition of non tariff barrier reductions

No implementation timelines

No enforcement or dispute resolution mechanisms

Without these components, companies cannot reliably model landed cost, supplier risk, or network design changes.

By comparison, India’s recently announced trade agreement with the European Union includes detailed provisions covering market access, regulatory alignment, and investment protections. Those provisions are what allow supply chain leaders to translate trade policy into operational decisions. The U.S. announcement does not yet meet that threshold.

Implications for Supply Chains

Tariff Reduction Could Be Material if Formalized

An 18 percent tariff rate would improve India’s competitive position relative to regional peers such as Vietnam, Bangladesh, and Pakistan. If implemented and sustained, this could support incremental sourcing from India in sectors such as textiles, pharmaceuticals, and light manufacturing.

For now, however, this remains a scenario rather than a planning assumption.

Energy Commitments Are the Largest Unknown

The claim that India would halt purchases of Russian oil has significant implications across energy, chemical, and manufacturing supply chains. Russian crude has been a key input for Indian refineries and downstream industrial production.

A shift away from that supply would affect energy input costs, tanker routing, port utilization, and U.S.–India crude and LNG trade volumes. None of these impacts can be assessed with confidence without confirmation from Indian regulators and implementing agencies.

Agriculture Remains Politically and Operationally Sensitive

U.S. officials have suggested expanded access for American agricultural exports. Historically, agriculture has been one of the most protected and politically sensitive sectors in India.

Any meaningful liberalization would raise questions around cold chain capacity, port infrastructure, domestic political resistance, and regulatory compliance. These factors introduce execution risk that supply chain leaders should consider carefully.

Compliance and Digital Trade Issues Are Unresolved

Several areas remain undefined:

Whether India will adjust pharmaceutical patent protections

Whether U.S. technology firms will receive exemptions from digital services taxes

Whether labor and environmental standards will be linked to market access

Each of these issues influences sourcing strategies, contract terms, and long term cost structures.

Practical Guidance for Supply Chain Leaders

Until formal documentation is released, a measured approach is warranted:

Avoid making structural network changes based on political announcements

Model tariff exposure using multiple scenarios rather than a single assumed outcome

Monitor customs and regulatory guidance rather than headline statements

Assess exposure to potential energy cost changes in Indian operations

Track implementation of the India–EU agreement as a near term reference point

Bottom Line

This announcement suggests a potential shift in the direction of India–U.S. trade relations, but it does not yet provide the clarity required for operational decision making.

For now, it creates strategic optionality rather than executable change.

Until tariff schedules, regulatory commitments, and enforcement mechanisms are formally published, supply chain and logistics leaders should treat this development as informational rather than actionable. In trade, execution begins only when the documentation exists.

The post India–U.S. Trade Announcement Creates Strategic Options, Not Executable Change appeared first on Logistics Viewpoints.

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Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update

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Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update

Discover Freightos Enterprise

Published: February 3, 2026

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) decreased 10% to $2,418/FEU.

Asia-US East Coast prices (FBX03 Weekly) decreased 2% to $3,859/FEU.

Asia-N. Europe prices (FBX11 Weekly) decreased 5% to $2,779/FEU.

Asia-Mediterranean prices(FBX13 Weekly) decreased 5% to $4,179/FEU.

Air rates – Freightos Air Index

China – N. America weekly prices increased 8% to $6.74/kg.

China – N. Europe weekly prices decreased 4% to $3.44/kg.

N. Europe – N. America weekly prices increased 10% to $2.53/kg.

Analysis

Winter weather is complicating logistics on both sides of the Atlantic. Affected areas in the US, especially the southeast and southern midwest are still recovering from last week’s major storm and cold.

Storms in the North Atlantic slowed vessel traffic and disrupted or shutdown operations at several container ports across Western Europe and into the Mediterranean late last week. Transits resumed and West Med ports restarted operations earlier this week, but the disruptions have already caused significant delays, and weather is expected to worsen again mid-week.

The resulting delays and disruptions could increase congestion levels at N. Europe ports, but ocean rates from Asia to both N. Europe and the Mediterranean nonetheless dipped 5% last week as the pre-Lunar New Year rush comes to an end. Daily rates this week are sliding further with prices to N. Europe now down to about $2,600/FEU and $3,800/FEU to the Mediterranean – from respective highs of $3,000/FEU and $4,900/FEU in January.

Transpacific rates likewise slipped last week as LNY nears, with West Coast prices easing 10% to about $2,400/FEU and East Coast rates down 5% to $3,850/FEU. West Coast daily prices have continued to slide so far this week, with rates dropping to almost $1,900/FEU as of Monday, a level last seen in mid-December.

Prices across these lanes are significantly lower than this time last year due partly to fleet growth. ONE identified overcapacity as one driver of Q3 losses last year, with lower volumes due to trade war frontloading the other culprit.

And trade war uncertainty has persisted into 2026.

India – US container volumes have slumped since August when the US introduced 50% tariffs on many Indian exports. Just this week though, the US and India announced a breakthrough in negotiations that will lower tariffs to 18% in exchange for a reduction in India’s Russian oil purchases among other commitments. President Trump has yet to sign an executive order lowering tariffs, and the sides have not released details of the agreement, but once implemented, container demand is expected to rebound on this lane.

Recent steps in the other direction include Trump issuing an executive order that enables the US to impose tariffs on countries that sell oil to Cuba, and threatening tariffs and other punitive steps targeting Canada’s aviation manufacturing.

The recent volatility of and increasing barriers to trade with the US since Trump took office last year are major drivers of the warmer relations and increased and diversified trade developing between other major economies. The EU signed a major free trade agreement with India last week just after finalizing a deal with a group of South American countries, and other countries like the UK are exploring improved ties with China as well.

In a final recent geopolitical development, Panama’s Supreme Court nullified Hutchinson Port rights to operate its terminals at either end of the Panama Canal. The Hong Kong company was in stalled negotiations to sell those ports following Trump’s objection to a China-related presence in the canal. Maersk’s APMTP was appointed to take over operations in the interim.

In air cargo, pre-LNY demand may be one factor in China-US rates continuing to rebound to $6.74/kg last week from about $5.50/kg in early January. Post the new year slump, South East Asia – US prices are climbing as well, up to almost $5.00/kg last week from $4.00/kg just a few weeks ago.

China – Europe rates dipped 4% to $3.44/kg last week, with SEA – Europe prices up 7% to more than $3.20/kg, and transatlantic rates up 10% to more than $2.50/kg, a level 25% higher than early this year.

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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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The post Winter weather challenges, trade deals and more tariff threats – February 3, 2026 Update appeared first on Freightos.

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Microsoft and the Operationalization of AI: Why Platform Strategy Is Colliding with Execution Reality

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Microsoft And The Operationalization Of Ai: Why Platform Strategy Is Colliding With Execution Reality

Microsoft has positioned itself as one of the central platforms for enterprise AI. Through Azure, Copilot, Fabric, and a rapidly expanding ecosystem of AI services, the company is not merely offering tools, it is proposing an operating model for how intelligence should be embedded across enterprise workflows.

For supply chain and logistics leaders, the significance of Microsoft’s strategy is less about individual features and more about how platform decisions increasingly shape where AI lives, how it is governed, and which decisions it ultimately influences.

From Cloud Infrastructure to Operating Layer

Historically, Microsoft’s role in supply chain technology centered on infrastructure and productivity software. Azure provided scalable compute and storage, while Office and collaboration tools supported planning and coordination. That boundary has shifted.

Microsoft is now positioning AI as a horizontal operating layer that spans data management, analytics, decision support, and execution. Azure AI services, Microsoft Fabric, and Copilot are designed to work together, reducing friction between data ingestion, model development, and business consumption.

The implication for operations leaders is subtle but important: AI is no longer something added to systems; it is increasingly embedded into the platforms those systems rely on.

Copilot and the Question of Decision Proximity

Copilot has become a focal point of Microsoft’s AI narrative. Positioned as an assistive layer across applications, Copilot aims to surface insights, generate recommendations, and automate routine tasks.

For supply chain use cases, the key question is not whether Copilot can generate answers, but where those answers appear in the decision chain. Insights delivered inside productivity tools can improve awareness and coordination, but operational value depends on whether recommendations are connected to execution systems.

This highlights a broader pattern: AI that remains advisory improves efficiency; AI that is embedded into workflows influences outcomes. Microsoft’s challenge is bridging that gap consistently across heterogeneous enterprise environments.

Microsoft Fabric and the Data Foundation Problem

Microsoft Fabric represents an attempt to simplify and unify the enterprise data landscape. By combining data engineering, analytics, and governance into a single platform, Microsoft is addressing one of the most persistent barriers to AI adoption: fragmented and inconsistent data.

For supply chain organizations, Fabric’s value lies in its potential to standardize event data across planning, execution, and visibility systems. However, unification does not eliminate the need for data discipline. Event quality, latency, and ownership remain operational issues, not platform features.

Fabric reduces friction, but it does not resolve governance by itself.

Integration with Existing Enterprise Systems

Microsoft’s AI strategy assumes coexistence with existing ERP, WMS, TMS, and planning platforms. Integration, rather than replacement, is the dominant pattern.

This creates both opportunity and risk. On one hand, Microsoft can act as a connective tissue across systems that were never designed to work together. On the other, loosely coupled integration increases dependence on interface stability and data consistency.

In execution-heavy environments, even small integration failures can cascade quickly. As AI becomes more embedded, integration reliability becomes a strategic concern.

Where AI Is Delivering Value, and Where It Isn’t

AI deployments tend to deliver value fastest in areas such as demand sensing, scenario analysis, reporting automation, and exception identification. These use cases align well with Microsoft’s strengths in analytics, collaboration, and scalable infrastructure.

Where value is harder to realize is in autonomous execution. Closed-loop decision-making that directly triggers operational action requires tighter coupling with execution systems and clearer decision ownership.

This reinforces a recurring theme: platform AI accelerates insight, but execution still depends on operating model design.

Constraints That Still Apply

Despite the breadth of Microsoft’s AI portfolio, familiar constraints remain. Data quality, security, compliance, and organizational readiness continue to limit outcomes. AI platforms do not eliminate the need for process clarity or decision accountability.

In some cases, the ease of deploying AI services can outpace an organization’s ability to absorb them operationally. This creates a risk of insight saturation without action.

Why Microsoft Matters to Supply Chain Leaders

Microsoft’s relevance lies in its ability to shape the default environment in which enterprise AI operates. Platform decisions made today influence data architectures, governance models, and user expectations for years.

For supply chain leaders, the key takeaway is not to adopt Microsoft’s AI stack wholesale, but to understand how platform-level AI affects where intelligence sits, how it flows, and who ultimately acts on it.

The next phase of AI adoption will not be defined solely by model performance. It will be defined by how effectively platforms like Microsoft’s translate intelligence into operational decisions under real-world constraints.

The post Microsoft and the Operationalization of AI: Why Platform Strategy Is Colliding with Execution Reality appeared first on Logistics Viewpoints.

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