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2025 Update: Amazon’s Supply Chain Keeps Rewriting the Playbook

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2025 Update: Amazon’s Supply Chain Keeps Rewriting The Playbook

Seven years ago, we published a widely read piece on Amazon’s supply chain. At the time, the story was about bold bets on fulfillment centers, early robotics, and a push toward speed that most competitors couldn’t match. That article struck a nerve because it captured a turning point in logistics. Today, it deserves a fresh look—because Amazon hasn’t stood still.

Here’s the state of play:

From national to regional. Amazon has re-architected its U.S. network into regional clusters. This shift cut miles, cut air, and allowed seven billion packages to move same- or next-day in 2023. The kicker: it lowered cost-to-serve by nearly fifty cents per unit, proving that speed and efficiency can scale together.

Robotics at scale. The old Kiva bots were the spark. Today, Amazon runs more than a million robots, with systems like Sequoia that cut order processing time by a quarter and put inventory away faster than any human team ever could. Robotics are no longer pilots—they are the backbone.

Logistics-as-a-service. With Supply Chain by Amazon, the company now sells end-to-end logistics—factory to front door—to brands of every size. Combined with Multi-Channel Fulfillment and Buy with Prime, Amazon has quietly become a competitor to the 3PLs and integrators that once fed off its volume.

Last mile, diversified. Over 3,500 Delivery Service Partners now employ 275,000 people. More than 25,000 Rivian electric vans are on the road in the U.S., and drones are moving from pilots to practical service in a handful of markets. The last mile is now an ecosystem—densely packed, electrified, and increasingly difficult for rivals to replicate.

Hard lessons and pivots. Not every bet has stuck. The “Just Walk Out” cashierless experiment is being pulled from most Fresh stores. Dash Carts and simpler in-aisle tools are proving more practical. Amazon innovates aggressively, but it also cuts its losses fast when the math doesn’t work.

Sustainability. Amazon matched 100% of its electricity use with renewable energy in 2023. But the heavier lift lies in logistics: reducing packaging, decarbonizing fleets, and nudging sellers toward greener inbound flows through fees and credits.

Seven years on, the takeaway hasn’t changed—it’s only become sharper. Amazon keeps rewriting the playbook, from how goods are stored and moved to how logistics itself is sold. For the rest of the industry, that means the bar is always rising.

And our perspective in 2018:

Amazon’s CEO Jeff BezosThe Amazon Supply Chain: The Most Innovative in the World?

Is the Amazon supply chain the most innovative in the world? A very strong argument can be made that they are despite some announcements that were pie in the sky – like the patent they won in January for floating warehouses that use drones for deliveries and replenishment. Or for that matter, Jeff Bezos’ drone prediction made five years ago on 60 Minutes. Drones for home delivery are still too dangerous, as opposed to using drones for inventory management.

But other events are both innovative and meaningful. Let’s just review some of their activities over just the past year.

Relay

Relay, quietly released in October, is Amazon’s first trucking app, and is designed to make trips to Amazon warehouses faster and more efficient. Drivers can enter cargo information into the app before they arrive. Once they have entered the information, they are given a QR code which they will use at the security gate. The idea is that by pre-checking in, they use the QR code to pass through security instead of the manual process of showing and scanning a badge at the gate. With the pre-check in process, it gives Amazon better visibility into the current location of its deliveries, and can better prepare for arrivals. Some of Amazon’s warehouses and fulfillment centers have built lanes that are dedicated solely for Relay users. Relay aims to speed up the process of making deliveries to warehouses. Additionally, it can help to reduce manual processes.

The actual application of Relay is narrow, as it is only used for deliveries to Amazon facilities. However, the vision may be bigger. It may be a way for Amazon to make inroads for a much larger future Uber-type freight matching service.

Whole Foods and Dash

Amazon’s acquired Whole Foods in June for $13.7 billion in cash. The move finally puts Amazon in the position that it has been working towards for years in the grocery space. Grocery has been one area that Amazon has not been able to crack, even with the launch of Amazon Fresh. By bringing the Whole Foods brand into the Amazon family, the company immediately gets a boost for its grocery business.

Of course, Walmart is the goliath in this space. But Amazon seeks to use convenient deliveries and technology to begin to make up the difference. Amazon’s Dash buttons, introduced before the acquisition, are a great complement to the acquisition. The Dash Button is a small wireless device about the size of a pack of gum. When a customer presses the button, the device uses Wi-Fi to order items the customer has pre-selected from Amazon. Amazon’s vision is that people will mount their buttons in their kitchen, pantry, laundry room, and bathroom using the attached adhesive strip on the back of the device. Then, for example, when they run out of Tide laundry detergent, the consumer pushes the button and Tide is automatically ordered. A consumer would purchase a Dash Button for $4.99 on Amazon.com for each of their favorite brands. With each purchase comes a $4.99 instant credit after the first purchase.

Amazon brought its supply chain expertise as well. Whole Foods was notorious for holding too much inventory at their stores. When a client asked for something, a helpful associate would go to the backroom and search for it, and perhaps in ten minutes would return with the item, or perhaps not. Now they have gone to a lean, JIT grocery supply chain with virtually no inventory in the back. But the store shelves are as full, or fuller, than they were previously.

But much work remains to be done to build out a profitable home delivery network. In theory, the Whole Food stores could be used as forward warehouses, in addition or instead of being stores. But even after decluttering the back rooms, most of the Whole Foods locations do not offer the right layout to switch over to a delivery warehouse, as they do not have the required docks or quite enough back room space.

Amazon, the Carrier

In February, Amazon announced plans to build its first air cargo hub at Cincinnati/Northern Kentucky Airport. This is based on sound economics. When the 2-million-square-foot facility opens, it will reduce the company’s dependence on UPS and FedEx. But Amazon was already moving away from reliance on the parcel giants by giving an increasing share of its parcel business to lower cost regional providers. And many e-commerce shoppers have seen their orders delivered by the company’s fleet of private trucks.

Amazon had already moved into the ocean freight business for similar reasons. But this year, Amazon began taking greater control over shipments from China. Specifically, Amazon has started handling the shipment of goods from Chinese retailers that sell on its platform. For this line of business Amazon is acting as its own freight forwarder by reserving space on ships and clearing customs itself. This also reduced the fees it pays to outside logistics providers.

The company plans to use this new air hub to house its current and future fleet of planes. It’s expected to cost Amazon over $1.5 billion which means this will be a highly automated facility, just as UPS’s and FedEx’s are. It is reported the company will initially employ 2,000 people, which means this hub will work at scale.

It is speculated that Amazon’s end goal is to deliver packages for itself and other retailers. Large retailer competitors are very unlikely to ever use Amazon in this way; those companies see Amazon as their toughest competitor and will do nothing to help them achieve additional logistics scale. But small retailers could find this an interesting service. Many smaller retailers already sell through the Amazon marketplace. There could be bundled deal for marketing and logistics.

Amazon, the Warehousing Giant

In January it was reported that Amazon had 45,000 robots across 20 distribution centers. Today, they have roughly 100,000 robots in use across the world. Amazon has made huge investments in automation. The company spent $775 million to acquire Kiva Robots in 2012, now called Amazon Robotics. According to one report, worldwide Amazon has 493 warehouses covering about 180 square million feet. Their investment in autonomous mobile robots has certainly paid for itself in increased productivity with many more warehouses still ripe for the deployment of autonomous mobile robots.

But it looks smart for a second reason, warehouse workers are getting increasingly hard to find. We (ARC Advisory Group) had the CEO of a large North American logistics service provider in to visit us recently. He told us that a few years ago they had ten applicants for every open warehouse job they had; today it is just one. “If an ex-con with a burglary record shows up, we say ‘We know you will steal from us, but we can really use the help. You’re hired!’”

There is a greater need for warehouse workers because of ecommerce. Historically, consumers went to stores and picked their goods off the shelves. Now warehouse workers are increasingly doing the labor consumers use to do for themselves. Not surprisingly, this CEO also believes warehouse wages are poised to rise significantly.

In conclusion, while Amazon runs the most innovative supply chain, that doesn’t mean it is the best. Amazon is a much smaller and less profitable company than Walmart. Last mile deliveries are expensive, which kills profits. Amazon remains lucky that Wall Street values high growth so much more than profitability.

The post 2025 Update: Amazon’s Supply Chain Keeps Rewriting the Playbook appeared first on Logistics Viewpoints.

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What a Return to the Red Sea Could Mean for the Container Market

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What a Return to the Red Sea Could Mean for the Container Market

November 26, 2025

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As the fragile but still-in-place Israel-Hamas ceasefire nears the two-month mark, and with the Houthis declaring an end to attacks on passing vessels, there is more and more anticipation that the long-awaited return of container traffic to the Red Sea may be coming soon.

Though Maersk maintains it has not set a date, the Suez Canal Authority stated that Maersk will resume transits in early December. ZIM’s CEO recently stated that a return in the near future is increasingly likely, and CMA CGM is reportedly preparing for a full return in December.

Operational Impact

The shift of most of the 30% of global container volumes that normally transit the Suez Canal away from the Red Sea and around the Cape of Good Hope almost exactly two years ago added seven to ten days and thousands of nautical miles to Asia – Europe journeys and to some Asia – N. America sailings as well.

The return of container traffic to the shorter Suez route will result in the sudden early arrival of these ships, which will mean significant vessel bunching and congestion at already persistently congested European hubs. This congestion will cause delays and absorb capacity which could push container rates up on the affected lanes, and possibly beyond.

The shift back through the Suez Canal may initially keep some of the typically lower volume ports in Europe that have become transhipment centers during the Red Sea crisis, like Barcelona, busy while carriers may omit port calls at some of the congested major hubs. But after the unwind, these ports, as well as African ports that have been used as refuelling stops during the last two years, will see port calls decline.

Carriers have plans for a gradual phase in of the transition back to the Red Sea, with smaller vessels starting to transit first. This approach would still cause vessel bunching, but would be aimed at minimizing the impact of the reset as much as possible.

But some carriers are skeptical that an orderly phase-in will happen, as they expect pressure from customers who will want a return to the shorter route as quickly as possible. Analysis from Sea Intelligence suggests that the more gradual the transition, the less disruptive it will be, while the faster the return the more disruptive it will be during the up to two months it will take for schedules to return to normal.

Ocean expert Lars Jensen also notes that a return during the lead up to Lunar New Year would coincide with an increase in demand, and would put more pressure on ports and rates than if the transition takes place post-LNY when demand is typically weak. With carriers signalling the shift will begin in December and pre-LNY demand probably picking up in mid-January next year, it seems likely the two will coincide.

Implications for Capacity – and Rates

Red Sea diversions were estimated to have absorbed about 9% of global container capacity by keeping ships at sea for longer and – with longer journeys meaning vessels would arrive back at origins days behind schedule – via carriers adding extra vessels to services in order to maintain planned weekly departures.

This drain on capacity caused Asia – Europe rates to more than triple and transpacific rates to more than double in the two months from the time the diversions began to just before Lunar New Year of 2024. And though rates moved up and down along with seasonal changes in demand, the capacity drain pushed East-West rates up to 2024 highs of $8,000 – $10,000/FEU and set a highly elevated floor of $3,000 – $5,000/FEU during low demand periods that year.

But even with Red Sea diversions continuing to absorb capacity in 2025, continued fleet growth through newly built vessels entering the market has meant that the container trade has already become significantly oversupplied.

As such, rates on these lanes – even before the capacity absorbed by diversions has re-entered the market – have consistently been significantly lower than in 2024 even during months when volumes have been stronger, with prices on some lanes reaching 2023 levels for a span in early October. Recent carrier struggles maintaining transpacific GRIs point to this challenge already.

Even with Red Sea diversions continuing and even during months in 2025 with stronger year on year volumes, capacity growth has meant rates in 2025 have been lower than in 2024.

Yes, the initial congestion and delays caused by the transition back to the Suez Canal will at first put upward pressure on rates for Asia-Europe containers and probably to a lesser degree on the transatlantic lanes as well. If the congestion ties up enough capacity or impacts operations at Far East origins, the rate impact could spread to the transpacific as well. As noted above, if the return coincides with the lead-up to LNY, it will have a stronger impact on rates as there will be pressure from the demand side as well.

But once the congestion unwinds and container flows and schedules stabilize the shift will ultimately release more than two million TEU of container capacity back into the market. This surge will put even more downward pressure on rates and increase the challenge of effectively managing capacity for carriers seeking to keep vessels full and rates profitable in 2026.

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.

Put the Data in Data-Backed Decision Making

Freightos Terminal helps tens of thousands of freight pros stay informed across all their ports and lanes

The post What a Return to the Red Sea Could Mean for the Container Market appeared first on Freightos.

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Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update

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Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update

Discover Freightos Enterprise

November 25, 2025

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) decreased 32% to $1,903/FEU.

Asia-US East Coast prices (FBX03 Weekly) decreased 8% to $3,443/FEU.

Asia-N. Europe prices (FBX11 Weekly) decreased 1% to $2,457/FEU.

Asia-Mediterranean prices (FBX13 Weekly) increased 6% to $2,998/FEU.

Air rates – Freightos Air index

China – N. America weekly prices decreased 2% to $6.50/kg.

China – N. Europe weekly prices decreased 1% to $3.97/kg.

N. Europe – N. America weekly prices increased 1% to $2.33/kg.

Analysis

Despite higher tariffs since early this year, US retail sales have proved resilient and are expected to grow through the holiday season. The solidifying tariff landscape is nonetheless facing destabilizing forces like recent China-Japan tensions, and the US Supreme Court’s pending decision on the legality of Trump’s IEEPA-based tariffs.

But the White House is signalling it is already taking steps to ensure that a SCOTUS loss will not open a low tariff window. So, if consumer spending remains strong, and the status quo of the trade war holds up, the US could enter a restocking cycle in 2026 as frontloaded inventories wind down. This restocking could mean stronger freight demand than some have anticipated for next year.

On the freight supply side though, there is more and more discussion of container traffic’s coming return to the Red Sea as the fragile Israel-Hamas ceasefire remains in effect. And while most carriers are not offering a timeline, ZIM’s CEO recently stated that a return in the near future is increasingly likely.

The shift of most of the 30% of global container volumes that normally transit the Suez Canal away from the Red Sea and around the Cape of Good Hope almost exactly two years ago added seven to ten days and thousands of miles to Asia – Europe journeys and to some Asia – N. America sailings as well.

The return of container traffic to the shorter Suez route will result in the sudden early arrival of these ships, which will mean significant vessel bunching and congestion at already persistently congested European hubs. This congestion will cause delays and absorb capacity which could push container rates up on the affected lanes, and possibly beyond.

Carriers have plans for a gradual phase in of the transition back to the Red Sea, with smaller vessels starting to transit first. This approach would still cause vessel bunching, but would be aimed at minimizing the impact of the reset as much as possible.

But some carriers are skeptical that an orderly phase-in will happen, as they expect pressure from customers who will want a return to the shorter route as quickly as possible. Analysis from Sea Intelligence suggests that the more gradual the transition, the less disruptive it will be, while the faster it is the more disruptive it will be, and the more pressure it will put on freight rates during the up to two months it will take for schedules to return to normal.

Ocean expert Lars Jensen also notes that a return during the lead up to Lunar New Year would coincide with an increase in demand, and would put more pressure on ports and rates than if the transition takes place post-LNY when demand is typically weak.

The capacity absorbed through Red Sea diversions pushed East-West rates up to highs of $8,000 – $10,000/FEU in 2024 and set a highly elevated floor of $3,000 – $5,000/FEU during low demand periods that year. But even with Red Sea diversions still in place this year, rates on these lanes have consistently been significantly lower than last year, with prices on some lanes reaching 2023 levels for a span in early October.

The transition back to the Suez Canal – be it more or less chaotic – will ultimately release more than two million TEU of container capacity back into the market. This surge will put even more downward pressure on rates and increase the challenge of effectively managing capacity for carriers seeking to keep vessels full and rates profitable.

The current overcapacity on the East-West lanes is the main reason that carriers’ November transpacific GRIs which had pushed West Coast rates up by $1,000/FEU this month to about $3,000/FEU have now fizzled.

Asia – N. America West Coast prices fell 32% last week to $1,900/FEU with daily rates this week down another $100 so far, but prices remain above the $1,400/FEU low for the year hit in early October. Last week’s vessel fire at the Port of LA does not seem to have had an impact on prices as operations have quickly recovered. Rates to the East Coast fell 8% to $3,400/FEU last week but are at $3,000/FEU so far this week, about even with levels in early October before these set of GRI introductions.

Meanwhile, October and November’s GRIs on Asia-Europe lanes have stuck, with rates to Europe and the Mediterranean both 40% higher than in early October at $2,500/FEU and $3,000/FEU respectively. These rate gains may be surviving on aggressive blanked sailings on these lanes.

Carriers are planning additional GRIs for December aiming for the $3k-$4k/FEU level as they continue to reduce capacity – with an announced labor strike in Belgium likely to help absorb some supply – but there are signs that these increases may not take.

In air cargo, peak season demand is driving rates up and should keep doing so for the next couple weeks. Freightos Air Index data show ex-China rates remaining strong at about $6.50/kg to N. America and $4.00/kg to Europe last week. Demand out of S. East Asia has grown significantly during this year’s trade war, with rates also elevated on these lanes at $5.40/kg to the US and $3.50/kg to Europe.

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Rate, Book, & Manage: Real-time rate comparison, instant booking, and easy tracking at every shipment stage.

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.

Put the Data in Data-Backed Decision Making

Freightos Terminal helps tens of thousands of freight pros stay informed across all their ports and lanes

The post Transpac ocean rates fizzle; Red Sea return coming soon? – November 25, 2025 Update appeared first on Freightos.

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How AI Is Driving the Future of Industrial Operations and the Supply Chain

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How Ai Is Driving The Future Of Industrial Operations And The Supply Chain

ARC Industry Leadership Forum • Orlando, Florida
February 9–12, 2026 • Renaissance Orlando at SeaWorld

Artificial intelligence is reshaping how industrial organizations run their operations and supply chains. The shift is real. The early experiments are gone. Today, companies are redesigning their planning, logistics, reliability, sourcing, and production workflows around systems that can think, react, and coordinate.

At ARC Advisory Group, we’re seeing this change accelerate every quarter. AI is moving from a standalone project to the connective tissue between operational systems. It’s improving how energy is consumed, how materials flow, how assets behave, and how teams respond to uncertainty.

This February, leaders from across the world will gather in Orlando to break down where AI is creating value and what comes next.

Event Details
Renaissance Orlando at SeaWorld
6677 Sea Harbor Drive, Orlando, FL 32821
February 9–12, 2026
Event link: https://www.arcweb.com/events/arc-industry-leadership-forum-orlando

More than 200 colleagues are already registered, including Conrad Hanf and a broad mix of executives, operations leaders, and technologists.

Why AI Matters Right Now

AI gives industrial organizations three capabilities they’ve never had before.

Real-time awareness.
Factories, yards, pipelines, fleets, and distribution nodes are producing enormous amounts of data. AI helps cut through that noise. It identifies what matters, when it matters, and why. The result is faster decisions and fewer surprises.

Coordination across functions.
Production affects logistics. Maintenance affects throughput. Sourcing affects lead time. AI lets these domains share context and act together instead of waiting for a meeting or a spreadsheet adjustment. Decisions that once took a day now happen instantly.

Pattern recognition at scale.
AI sees the earliest signals of asset degradation, demand shifts, port delays, or supply risk. It doesn’t wait for a problem to become a crisis. It alerts teams early and recommends actions with enough lead time to matter.

What Leaders Are Focusing On

Across our research and briefings, the same themes keep rising to the surface.

AI-driven maintenance and reliability.
Predictive models are becoming the default. They diagnose root causes, calculate the impact of failure, and help schedule work when it makes operational sense.

Modern planning and scheduling.
Forecasts now incorporate external signals, real-time plant conditions, and multi-site interactions. Planners are starting to work with continuously updated recommendations instead of static plans.

Autonomous supply chain operations.
AI agents are beginning to negotiate with carriers, re-route shipments, rebalance inventory, and adjust sourcing strategies. This isn’t sci-fi. It’s quietly happening in live networks.

Graph intelligence.
Industrial networks are connected by thousands of relationships. Knowledge-graph models help organizations understand those connections and trace how one event cascades across an entire operation.

Data discipline.
AI’s performance depends on clean, harmonized data across ERP, MES, historians, WMS, TMS, and supplier systems. Many companies are now tackling this foundational work head-on.

Human and AI collaboration.
The most successful organizations aren’t automating people out. They’re giving operators, planners, and engineers AI tools that amplify experience and judgment.

Why Attend the ARC Industry Leadership Forum

The Forum is where these shifts come together. Attendees will see:

• Real-world case studies from global manufacturers, logistics leaders, and utilities
• Demonstrations of AI-enabled control towers and reliability platforms
• Deep-dive sessions on agent-based systems, context management, RAG assistants, and graph reasoning
• Roundtable conversations with peers facing the same operational pressures
• Practical discussions on governance, cybersecurity, workforce roles, and measurable ROI

This event is built for leaders who want clarity, validation, and a realistic roadmap for scaling AI across the industrial value chain.

A Turning Point for Industrial Operations

AI is changing the fundamentals of how materials move, how assets perform, how demand is met, and how decisions get made. The organizations that learn to use this intelligence well will operate with more resilience, more predictability, and less friction.

The ARC Industry Leadership Forum is the best place to understand what this looks like in practice and how to prepare your organization for it.

Join Us in Orlando

If your role touches operations, supply chain, engineering, logistics, maintenance, or industrial strategy, this gathering will be well worth your time.

Reserve your seat:
https://www.arcweb.com/events/arc-industry-leadership-forum-orlando

We hope to see you there.

The post How AI Is Driving the Future of Industrial Operations and the Supply Chain appeared first on Logistics Viewpoints.

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