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February 4, 2025 Update

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February 4, 2025 Update

The Freightos Weekly Update helps you stay on top of the latest developments in international freight by giving you the rundown on the latest economic data, ocean and air demand trends, rate data – and anything else impacting the market.

Judah Levine

February 4, 2025

Blog Post

Weekly highlights

Ocean rates – Freightos Baltic Index:

Asia-US West Coast prices (FBX01 Weekly) increased 3% to $5,078/FEU.

Asia-US East Coast prices (FBX03 Weekly) increased 1% to $6,718/FEU.

Asia-N. Europe prices (FBX11 Weekly) fell 11% to $3,667/FEU.

Asia-Mediterranean prices (FBX13 Weekly) stayed level at $5,069/FEU.

Air rates – Freightos Air index

China – N. America weekly prices fell 9% to $5.09/kg.

China – N. Europe weekly prices fell 1% to $3.24/kg.

N. Europe – N. America weekly prices increased 5% to $2.35/kg.

Analysis

President Trump followed through this weekend on promises to apply tariffs to the America’s North American neighbors. Becoming the first president to use the International Emergency Economic Powers Act (IEEPA) to increase tariffs, Trump pointed to the illegal flow of fentanyl and immigrants from these countries as a national emergency warranting 25% tariffs on all Canadian and Mexican imports to the US and the cancellation of the de minimis exemption for goods from these countries until the situation improved. Trump also signed a 10% tariff increase and de minimis suspension for all Chinese goods, also in response to the illegal flow of fentanyl.

On Monday though, the president determined that Canadian and Mexican government commitments to improving border controls – some of which were apparently already promised last week – were enough of an improvement to suspend the tariffs and restrictions for a month at which point the effectiveness of these steps will be assessed. The suspension also means planned Canadian and Mexican retaliatory tariffs are suspended, though the US tariffs and restrictions on China remain in place.

The sharp tariff increases on two of the US’s three largest trading partners roiled countries, markets and industries, and had many experts projecting price increases for consumers, slowed economic growth and significant disruptions to trade. So, for now, North American businesses and consumers are breathing a sigh of relief including for the fact that the U-turn may signal Trump is sometimes more interested in specific concessions than in protectionism that would keep tariff hikes in place.

But the drama also heightens the concern over how completely unpredictable and disruptive this second Trump administration may prove. And Trump’s pick for Commerce Secretary, Howard Lutnick, said this week’s tariffs were action-oriented tariffs aimed at illegal drugs and immigration and so implemented immediately via the IEEPA. “Ordinary tariffs” – presumably like the 60% proposed tariff on Chinese imports aimed at trade imbalances – will likely only come after the April US Trade Representative recommendations are finalized, as requested in Trump’s day one trade policy memo.

If that’s the case, the big potential hike to 60% could come only in May or later. In the meantime, the 10% tariff increase on Chinese goods remains in place. China announced it will retaliate with a 15% tariff on certain US goods like coal, LNG and some machinery and is also opening an anti-trust probe into Google, alongside reports it will restart negotiations with the US to try and deescalate this round of the trade war.

In terms of the impact on international freight beyond intra-N. America trade, recent events will probably heighten concern over sharp tariffs on China later this year. This development means we could expect frontloading ahead of tariffs – which has been a major factor keeping US ocean import volumes and transpacific container rates elevated since November – to intensify until the new tariffs are introduced or called off.

Given that many shippers have already been pulling forward demand for several months, the degree to which frontloading will intensify is hard to predict. At the moment, as we’re still in the Lunar New Year holiday slowdown period, ocean rates have remained unchanged. But we could expect demand and rates to increase post-LNY.

With transpacific container prices, already elevated on Red Sea diversions and frontloading, at more than $5,000/FEU to the West Coast and $6,700/FEU to the East Coast, enough of an extra boost could push rates up or past last year’s peak season July high of $8,000/FEU to the West Coast, which was also a near record month for volumes.

Trump has announced intent to target the European Union as well. Some carriers have announced transatlantic peak season surcharges for March, possibly in anticipation of frontloading on this lane too. Frontloading on these lanes will likely also mean a drop in rates and volumes once tariffs are introduced or canceled.

An even bigger immediate impact from this week’s action against China could come from the suspension of de minimis eligibility for Chinese imports to the US.

The savings and speed that the de minimis exemption affords low-value imports is a key facilitator of the flood of parcels – more than a billion in 2024 through Q3 – that are entering the US via this exception, mostly from China and mostly by air cargo. E-commerce shipments are accounting for an estimated 50 -60% of China – US air cargo volumes and dozens of full freighters each day. Total capacity out of China increased 25% year on year in 2024, so closing de minimis could drive a sharp drop in volumes and a spike in available capacity which could push rates down significantly.

China – US rates were at about $3.50/kg in mid-2023 – still above the long term norm of about $2.00/kg as capacity was still recovering post-pandemic and the e-commerce surge had yet to begin. But since late 2023 rates have more or less stayed between $5.00/kg – $6.00/kg as e-commerce volumes took up capacity and pushed prices up. Current rates post the peak season bump are back down to $5.09/kg.

The latest China – US rates are unchanged since January 29th, and as we’re still in the Lunar New Year holiday period we may not see rates respond immediately. But with global capacity at an all time high, rates on non-e-commerce lanes like the transatlantic were able to return to pre-pandemic norms of $1.60/kg by mid-2024.

So if de minimis’ disappearance on the transpacific drives a significant exodus of e-commerce from air cargo on this lane we could expect rates to drop sharply, possibly below the $3.00/kg mark, especially as carriers work to shift freighters back to other lanes – which likewise could spread the rate decrease to other lanes.

Transatlantic rates climbed from $1.60/kg in September to more than $3.00/kg in December partly due to freighter capacity moving from this lane to the transpacific to serve e-commerce demand. A shift of capacity back to lanes like these would see current prices of $2.35/kg ease further.

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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 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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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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