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China-US deescalation may spur early peak season – May 13, 2025 Update

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China-US deescalation may spur early peak season – May 13, 2025 Update

The Freightos Weekly Update keeps you informed on international freight with key economic data, demand trends, and rate insights.

May 13, 2025

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) increased 3% to $2,395/FEU.

Asia-US East Coast prices (FBX03 Weekly) increased 1% to $3,406/FEU.

Asia-N. Europe prices (FBX11 Weekly) increased 6% to $2,398/FEU.

Asia-Mediterranean prices (FBX13 Weekly) fell 3% to $2,939/FEU.

Air rates – Freightos Air index

China – N. America weekly prices stayed level at $5.28/kg.

China – N. Europe weekly prices increased 1% to $3.51/kg.

N. Europe – N. America weekly prices fell 1% to $1.89/kg.

Analysis

The US and Chinese governments have announced a 90-day deescalation of the tariffs introduced by both sides in April.

Starting May 14th, the US will reduce its reciprocal tariffs on China from 125% to 10%, which – together with the 10% tariff increases introduced in February and again in March targeting fentanyl flows from China – bring the new baseline to a 30% minimum tariff on all Chinese exports to the US. Goods that were subject to tariffs already in place before President Trump took office this year are still face those additional duties as well.

China will reduce its April retaliatory tariffs on US exports from 125% to 10% as the parties commit to continued discussions and negotiations toward a new agreement during the three month pause.

Ocean Freight

This resulting 30% minimum tariff on all Chinese goods is higher than the highest tariffs applied to a more limited list of goods during the first Trump administration. But National Retail Federation US ocean import data show that even when facing a minimum 20% tariff on all Chinese goods in March, US importers continued to frontload inventory ahead of the prospect of even higher tariffs. Volumes in March and April were 11% higher than in 2024 and featured one of the strongest Aprils on record, though some of that growth was from countries other than China, like Vietnam and Thailand.

The 145% tariffs drove a drop of 35% or more in China-US ocean volumes since early April, so we’re likely to see a significant demand rebound in the near term as shippers replenish inventories that may have started to run down in the past month and as many Chinese manufacturers have high levels of finished goods already ready to ship.

With an August deadline for the possible return of higher tariff levels, it is also likely that the near-term ocean demand rebound will mark the start of more frontloading. If so, it would also mark the early start of this year’s peak season, which could end earlier than usual as well for the same reasons.

Even with this deescalation with China though, the expected strength of this year’s transpacific ocean peak season is still a matter of debate. Some experts are of the opinion that even though transpacific demand was strong under 20% tariffs on Chinese goods, 30% levels may deter some shippers. And, with all the frontloading shippers have already done, some peak season demand may already have been moved, which would also mean more subdued peak season volumes compared to last year.

In terms of container rates, despite the sharp drop in China-US volumes since April, transpacific container rates have remained level at about $2,300/FEU to the West Coast and $3,400/FEU to the East Coast, as carriers reduced capacity by an estimated 22% through blank sailings and service suspensions, and by employing smaller vessels on this lane.

Carriers shifted some of that excess transpacific capacity and equipment to other lanes during the April-May pause, and the reduction in sailings over the last few weeks also means fewer empty containers than usual will be making their way back from the US to China in the near term.

So if demand does pick up sharply, shippers may face a period of tight capacity and equipment shortages as volumes rebound and vessels and containers are still being moved back into place. The quick restart could also mean a big bump in the number of vessels and container volumes arriving at US ports in a few weeks. Taken together, shippers could face difficulty securing space and some congestion and delays in the next few weeks at both origins and US destinations. Even if this is the start of peak season though, it’s likely that this congestion will subside after the initial backlog and imbalances are cleared.

This seasonal demand coming early and these possible near-term capacity restraints should drive spot rates up soon. But even with Red Sea diversions still in place, rates are already more than 30% lower than a year ago due to fleet growth and increased competition between the new carrier alliances. Taken together with the possibility that the coming months will see demand rebound but not surge for the reasons noted above, peak season rates may not climb as high as last year’s peaks when rates reached $8,000/FEU to the West Coast and more than $9,800/FEU to the East Coast.

Air Cargo

As part of this interim US-China agreement, the US also adjusted its customs rules for low value goods from China that up until May 2nd had been entering under the de minimis exemption.

Customs fees for low value imports arriving by postal service will be reduced from 120% to 54% on May 14th. The alternative of a $100 flat fee per low-value postal shipment remains unchanged but will not increase to $200 in June as previously specified. Low value goods not arriving by postal service will still be ineligible for the de minimis exemption and will be subject to formal entry and full duties – though this tariff level has now dropped from 145% to 30%.

The de minimis pause since May 2nd was already leading to reports of sharp drops in China-US e-commerce volumes. But as the vast majority of B2C e-commerce goods from China were moving via freighters often chartered directly by platforms like Temu and Shein, this demand drop is so far reflected mostly in canceled charter flights and not in changes to the spot market.

Freightos Air Index China – US air cargo spot rates were level last week at $5.28/kg, down from about $5.50/kg in April, but are still well above typical non-peak levels. Even though e-commerce goods have gone mostly by charters, the e-commerce drain on freighter capacity is attributed with keeping transpacific spot rates elevated at around their current level since mid-2023. So – though it seems not to have happened just yet – when freed up freighter capacity re-enters the spot market we’re likely to see downward pressure on spot rates too.

The US tariff drop to 30% may entice some e-commerce volumes back to air cargo as it reduces the duty burden on low-value goods. But with the interim agreement keeping de minimis eligibility suspended for Chinese goods, and with formal entry filing costs often exceeding the value of many e-commerce shipments, it seems unlikely that this 90-day pause will have as strong an effect on air cargo as it may on ocean freight.

Judah Levine

Head of Research, Freightos Group

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

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

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Walmart Ai Pricing Patents Signal Shift Toward Real Time Retail Execution

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

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

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

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

Walmart now has three capabilities aligned:

Demand forecasting tied to predictive models

Price recommendation based on that demand

Store-level infrastructure capable of rapid execution

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

Pricing Moves Closer to Execution

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

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

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

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

Implications for Supply Chain Operations

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

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

Three implications are clear:

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

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

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

Centralization and Control

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

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

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

A Broader Technology Pattern

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

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

In this case, that connection spans:

Demand sensing

Price recommendation

Store-level execution

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

What This Signals

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

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

For supply chain leaders, that represents a clear direction:

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

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

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

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

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Supply Chain And Logistics News March 16th 19th 2026

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

Your Biggest Stories in Supply Chain and Logistics here:

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

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

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

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

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

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

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

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

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

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

Song of the Week:

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How to Capitalize Quickly to Address Hyperconnected Industrial Demand

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How To Capitalize Quickly To Address Hyperconnected Industrial Demand

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

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

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

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

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

Why Legacy Workflow Will Actually Get Modernized

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

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

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

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

Pillars of the New Fabric of Demand

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

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

Building the Modern Industrial Enterprise

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

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

The New Fabric of Demand Blog Series

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

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

By Mike Guilfoyle, Vice President.

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

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

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