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Trump Tariffs: The Importer Perspective Halfway Through the 90-Day Trade Pause

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Trump Tariffs: The Importer Perspective Halfway Through the 90-Day Trade Pause

A May Freightos survey of small and midsize US importers explores the impact of the tariffs on business sentiment, Memorial Day sales, and more.

May 22, 2025

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The much-needed 90-day general tariff reprieve that President Trump announced on April 9th is already half spent, while the 90-day China reprieve, announced on May 12, still has until early August.

The paused on the China tariffs reduced duties from 145% to a still-high 30% on most products, leaving importers until August 14 in what has now become a normal state of wariness and confusion.

So yes, a breather, but one inhaled at sprint pace.

Small-business sentiment

In mid-May, Freightos surveyed more than a hundred small and midsize U.S. importers to gauge how they’re coping with the Trump tariffs impact. The results paint a picture of businesses stretched to the end:

80% feel as worried or more worried than in April, even with the 90-day China-US pause.

42% report a “perfect” 10/10 on a scale of how disruptive the tariffs have been, with an average rating of 7.5/10.

Nearly a third are actively considering U.S. sourcing (but for now, it’s only a consideration, with only 6% having shifted production)

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Of course, for many, even the 90 day delay isn’t much of a reprieve:

As Judah Levine, head of research at Freightos, shared in a recent webinar:

“Thirty-percent U.S. tariffs on Chinese goods are still higher than anything we saw in the first Trump term—and they now cover 100% of exports.”

Responding to the survey, one small business owner called the duties “an existential threat,” while another admitted being just “upside-down on a few deals.”

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Anxiety isn’t easing; it’s calcifying.

Bullwhip in real time

Even a dream resolution for many of these importers, in which all the tariffs simply disappear, would still mean rough months ahead.

April’s pause in China bookings starved sailing schedules, with carriers cutting one in every five sailings. The May rebound is now forcing those same lines to chase equipment and reopen services, a classic bullwhip that threatens summer congestion.

As many businesses experienced during COVID, bullwhip effects basically mean that supply chain shocks don’t just resolve, instead frequently leading to reverberating echos of progressively smaller supply and demand imbalances.

Main-street coping with Trump Tariffs

Businesses have not been complacent.

Fifteen percent have switched suppliers and some 30% are contemplating reshoring to the US. In reality, however, only a handful of companies have shifted production back to the US (7%). This may be the uncertainty of what the tariff policy will be or how long it will last, making businesses hesitant to invest in big strategic changes.

In the meantime, contending with the shipments that were delayed prior to the tariff delay is top of mind.

About half of these businesses (47%) froze their imports during the tariffs, resulting in many now fast-tracking holiday orders that may face higher tariffs in mid-August. This could bolster freight rates.

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Many importers are now reviewing their import duty calculations to understand the full impact of both current and potential future rates. At the same time, a quarter of SMB importers (26%) front-loaded shipments (ie accelerated shipments to ensure they reached the US prior to the the tariff roll out), creating enough of a buffer that they don’t need to ship goods as urgently.

Muted Memorial Day Tariff Impact

One positive take is that it appears, for now, that the businesses do not believe the tariff impacts have trickled down to consumer spending. Businesses believed that Memorial Day sales would remain mostly intact – the average impact score was 4.3/10 with about one-third describing the tariffs are potentially being highly disruptive to holiday sales.

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The Bottom Line of the Tariff Freeze

The pause buys time, not clarity. Without a stable playbook, SMB importers will keep pivoting—each pivot sending fresh ripples through an already-stressed supply chain. For companies that rely on shipping from China to the USA, this uncertainty makes planning exceptionally difficult. As one importer put it:

“[There is] no way to plan ahead. With daily changes and confusion—we couldn’t know what would happen next and what we should do about pricing.”

Small Business responding to May survey

FAQ: Quick Answers About the Trump Tariffs Pause

Q: What happens after the 90-day tariff pause expires?
A: After August 14, tariffs on Chinese goods are scheduled to return to 145% from the current 30% rate, unless further policy changes are announced.

Q: How are small businesses adapting to the current tariff situation?
A: According to the recent Freightos survey of 109 small business importers, 15% have switched suppliers, 30% are considering reshoring to the US, though only 7% have actually shifted production domestically, and some 48% are accelerating shipments as a result of the temporary reprieve.

Q: Are the current tariffs affecting consumer prices?
A: While businesses report significant disruption (7.5/10 average impact rating), most don’t anticipate major effects on consumer Memorial Day spending.

Eytan Buchman

CMO, Freightos Group

Eytan Buchman loves freight so much he shouts out container sizes while he walks around. He’s obsessed with marketing, data storytelling (it’s a thing!) and bakes really good cookies. He’s the Chief Marketing Officer at the Freightos Group, which runs Freightos, the world’s leading online freight marketplace, and WebCargo, the digital network connecting logistics providers with airlines and ocean liners. When he’s not thinking about pallets, he hosts the Marketers in Capes podcast, and consults to a number of startups and nonprofits. He still likes Minidisc players and has never skied. Ever.

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The Freight Forwarder Moat Is Getting Shallower

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The Freight Forwarder Moat Is Getting Shallower

Ocean freight forwarding is an $80+ billion market bogged down by the manual processes related to booking management, documentation services, and the coordination labor that holds it all together.

When working with a freight forwarder, you’re buying three things bundled together:

Carrier relationships — access to capacity, negotiated rates, allocation commitments.
Operational data — knowing which carrier fits a given lane, what documents a particular trade corridor requires, how to handle an exception when a booking gets rejected.
Coordination labor — the booking itself, the documents per container (industry estimates range from 9 to 18 depending on the corridor), the re-keying of data across disconnected systems, the email chains chasing confirmations and clearances.

Shippers have always paid for the bundle because you couldn’t get one piece without the others, but that’s changing.

Where the bundle comes apart

Travel agents used to bundle airline relationships, destination expertise, and the labor of putting trips together into a single fee. Aggregator platforms unbundled the pieces, and the booking layer went first because that’s where the volume was. Ocean freight forwarding is in the same position. More than digitizing booking, though, AI is automating it.

The bulk of the volume and labor cost for freight forwarders is tied up in rate comparisons across dozens of carriers, document preparation and routing by trade lane and commodity classification, booking execution against pre-negotiated contracts, and exception triage on rejected bookings.

But this is all high-volume, rule-governed, multi-system coordination where speed and consistency matter more than creativity. Exactly the type of work that AI agents are well-equipped to handle.

Platforms can now ingest a rate agreement, parse surcharges and FAK provisions into a digital rate profile, compare carriers on cost, transit time, and schedule reliability, and execute a booking based on pre-defined parameters, without a human in the loop.

Automating the entire order lifecycle

Every dollar of margin exposure in ocean freight traces back to a decision made without complete information. That means that every action must be rooted in live network data across shipment flows, carrier performance, and insight from inventory and order systems. A platform with that intelligence can automate and accelerate the full workflow from detecting a supply shortfall, selecting a carrier, booking the container, managing the documents, tracking the shipment, and handling exceptions.

A shipper stitching together a rate tool from one vendor, a booking portal from another, a document system from a third, and a visibility feed from a fourth gets digitization. They get a slightly faster version of the same manual process. The full picture still lives in a person’s head, and the handoffs between systems still require human coordination.

While freight forwarders and other intermediaries are also investing in AI, they’re primarily automating their own coordination labor before someone else absorbs it. But they can’t replicate the data advantage of a platform that sits across the entire supply chain.

A forwarder automating its booking desk draws on its own transaction history. A point solution built specifically for ocean booking draws on booking data. A platform processing millions of supply chain events daily across orders, inventory, carrier performance, and live shipment status, has a different signal base entirely. Carrier selection informed by real-time schedule reliability, live network disruption, and your actual inventory positions is structurally more accurate than carrier selection informed by historical rate tables.

The shrinking intermediary layer

The moats around freight forwarders’ profit margins are eroding, and the lines between legacy endpoint solutions are blurring. High-complexity corridors and specialized commodities still need human expertise, but the bread-and-butter containerized freight that makes up the bulk of forwarder revenue is the volume where automated workflows shine.

Meanwhile, software providers will have a hard time selling dashboards and chatbots to specific teams compared to AI-native platforms offering a single operating system across all supply chain operations, and serving downstream stakeholders.

The question for forwarders is how long they can keep patching automation onto a fragmented architecture with a booking tool here, a document system there, people bridging the handoffs in between. And how much revenue sits in structured, repeatable work that a connected platform absorbs?

For shippers, the choice is whether to invest in a platform that automates the order-to-delivery and exception lifecycle, or keep paying others to hold the pieces together. The second option is a decision to fund the intermediary layer sitting between them and their own data.

The post The Freight Forwarder Moat Is Getting Shallower appeared first on Logistics Viewpoints.

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Supply Chain and Logistics News Week of May 7th 2026

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Supply Chain And Logistics News Week Of May 7th 2026

The logistics and supply chain landscape is undergoing a fundamental transformation as industries move from rigid, low-cost models toward strategies defined by agility and resilience. This week’s roundup explores how major players are navigating this shift, from Amazon’s bold move to offer its massive infrastructure as a standalone service to Ford’s strategic manufacturing reset in the EV sector. We also dive into the critical human element in modern cost engineering, the logistical reimagining of energy corridors due to geopolitical risks, and the new AI-driven tools closing the gap between inventory detection and real-time execution. Together, these developments highlight a common theme: the pursuit of flexibility and data-driven intelligence in an increasingly unpredictable global market.

Top Supply Chain Stories from this Week:

Modern Cost Engineering Evolution: Rewiring the Human Element for Supply Chain Resilience

In the latest shift for cost engineering, the focus is moving beyond purely digital tools to address the critical human element required for true supply chain resilience. As industrial organizations transition from traditional backward-looking estimates to modern “should-cost” methods powered by AI and digital twins, the real challenge lies in workforce transformation. Success in this new landscape requires a significant cultural shift, moving away from isolated departmental silos toward cross-functional collaboration. By reskilling traditional estimators to act as strategic consultants—capable of interpreting material science and operational constraints—companies can evolve from simple price negotiation to collaborative manufacturing improvements that ensure mutual profitability and long-term stability.

Hormuz Risk Is Redrawing the Supply Chain Geography of Energy

Geopolitical instability in the Strait of Hormuz is forcing a fundamental shift in energy logistics, moving the industry away from lowest-cost network design toward a risk-adjusted model. With the waterway handling roughly 20% of the world’s oil and liquefied natural gas, repeated disruptions have transformed infrastructure like pipelines, storage terminals, and deep-water ports outside the Persian Gulf into high-value strategic assets. Nations and corporations are no longer viewing these as simple logistics nodes, but as essential escape routes that provide the optionality and recovery time needed to withstand chokepoint failures. This selective redesign of the global energy map signals a new era where geography and physical redundancy are the primary drivers of supply chain resilience.

Ford’s Manufacturing Reset Shows How Automakers Are Rebuilding the EV Supply Chain

Ford’s manufacturing pivot represents a fundamental shift from aggressive electric vehicle expansion toward capital discipline and supply chain flexibility. By taking a $19.5 billion write-down and restructuring battery joint ventures, the company is moving away from rigid, single-purpose production lines in favor of multi-energy platforms that can adapt to fluctuating demand for hybrids and EVs. A key component of this reset is the repurposing of battery manufacturing assets in Kentucky and Michigan for stationary energy storage and data center support. This strategy transforms these facilities into flexible energy infrastructure rather than just automotive supply nodes. Ultimately, Ford is signaling that the next phase of the market will be defined by the ability to manage uncertainty through cross-functional asset utilization and a focus on manufacturing-driven affordability.

How FourKites Connects Stockout Detection to Freight Execution in Minutes

FourKites has launched a unified solution that bridges the gap between stockout detection and freight execution, reducing resolution time from hours to less than five minutes. By integrating its Inventory Twin and Booking Connect AI, the platform eliminates the traditional “manual scavenger hunt” where planners had to jump between ERPs and carrier portals to resolve inventory gaps. The system uses decision intelligence to identify stockout risks up to six weeks in advance and provides ranked recommendations for corrective transfers based on cost, speed, and carrier performance. This closed-loop workflow allows planners to execute optimized shipping options with a single click, addressing the massive financial impact of inventory distortion and reducing the need for expensive, unplanned expedited shipping.

Amazon Launches “Supply Chain Services” Leveraging its Global Logistics Network

Amazon has officially launched Amazon Supply Chain Services (ASCS), a move that decouples its massive logistics infrastructure from its retail marketplace to serve as a standalone utility for all businesses. Similar to the trajectory of Amazon Web Services (AWS), the platform opens up Amazon’s multimodal freight, automated warehousing, and last-mile parcel delivery networks to companies regardless of whether they sell on Amazon. Major early adopters like Procter & Gamble, 3M, and Lands’ End are already leveraging the service to move everything from raw materials to finished products. By consolidating fragmented logistics contracts into a single automated interface, Amazon aims to use its scale—currently moving 13 billion items annually—to provide businesses with end-to-end visibility and 96.4% on-time delivery rates, signaling a significant new challenge to traditional 3PLs and carriers like FedEx and UPS.

Song of the week:

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How FourKites Connects Stockout Detection to Freight Execution in Minutes

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How Fourkites Connects Stockout Detection To Freight Execution In Minutes

FourKites is bridging the gap between identifying a problem and solving it. With the integration of Inventory Twin and Booking Connect AI. Traditionally, supply chain planners have been stuck in a manual scavenger hunt whenever a stockout alert surfaced, jumping between ERPs to find surplus stock and carrier portals to secure freight. This fragmented process typically took hours, often forcing companies to rely on expensive, last-minute expedited shipping or facing steep On-Time In-Full (OTIF) penalties to avoid customer dissatisfaction. By unifying these disparate data streams, the new solution allows teams to detect risks two to six weeks in advance and execute corrective transfers from a single, seamless workflow.

The impact on operational efficiency is significant, reducing the resolution time from detection to execution from several hours to less than five minutes. Instead of just receiving a warning, planners are presented with recommendations powered by Decision Intelligence that include the fastest, cheapest, and most optimal shipping options based on real-time carrier performance data. This closed-loop system directly addresses the 1.73 trillion dollar global issue of inventory distortion and aims to eliminate the 15-25 hours planners previously spent on manual coordination.

By keeping a human in the loop to select the best recommendation with a single click, FourKites ensures that exceptions are resolved without ever leaving the platform. This integration helps protect freight budgets, where unplanned expedited shipping often consumes up to 48% of total spend. This launch represents a shift from reactive firefighting to proactive execution, allowing teams to move away from costly safety stock and focus on high-value responsibilities. Supply chain planner responsibilities are changing with the continued developments of AI and the de-siloing of disparate systems.

FourKites is a supply chain technology provider that operates a global real-time visibility network tracking over 3.2 million shipments daily across 200 countries and territories. By integrating data from 1.1 million carriers across all modes (road, rail, ocean, and air), the platform uses AI-powered “digital workers” to automate exception resolution and provide predictive insights. More than 1,600 global brands, including leaders in the CPG and Food & Beverage sectors, trust FourKites to transform their logistics from reactive tracking into proactive, intelligent orchestration.

Read the full ARC brief breaking down the new FourKites solution here: https://www.fourkites.com/research/arc-advisory-stockout-detection-freight-execution/

The post How FourKites Connects Stockout Detection to Freight Execution in Minutes appeared first on Logistics Viewpoints.

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