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Asia – Europe rates staying elevated on some early pre-LNY start – December 12, 2025 Update

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Asia – Europe rates staying elevated on some early pre-LNY start – December 12, 2025 Update

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Published: December 16, 2025

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Weekly highlights

Ocean rates – Freightos Baltic Index

Asia-US West Coast prices (FBX01 Weekly) decreased 6% to $1,964/FEU.

Asia-US East Coast prices (FBX03 Weekly) increased 8% to $3,150/FEU.

Asia-N. Europe prices (FBX11 Weekly) decreased 1% to $2,449/FEU.

Asia-Mediterranean prices (FBX13 Weekly) decreased 1% to $3,342/FEU.

Air rates – Freightos Air Index

China – N. America weekly prices increased 5% to $8.01/kg.

China – N. Europe weekly prices decreased 4% to $3.50/kg.

N. Europe – N. America weekly prices increased 2% to $2.53/kg.

Analysis

Despite growing signs of ocean freight overcapacity, container rates on Asia – Europe lanes have maintained their increases from recent GRIs.

Asia – Mediterranean rates were level last week at $3,342/FEU after climbing 15% to start the month for its fourth consecutive successful GRI since mid-October, before which prices dipped to a year low of about $2,000/FEU.

Asia – N. Europe prices were stable last week at $2,449/FEU, and level with rates set in early November, but still well above its mid-October nadir of $1,700/FEU. For most of the last two months rates on these lanes have climbed bi-monthly via capacity reductions as demand eased. But carriers and forwarders are now reporting an uptick in demand as some shippers are getting an early start to pre-Lunar New Year ordering – a trend also seen in Asia – Europe rate behavior in 2023 and 2024 when December prices climbed sharply, possibly in response to Red Sea-driven longer lead times.

Carriers are now increasing capacity to meet demand, with some planning mid-month Asia – Europe and Mediterranean GRIs to the $4,200/FEU and $4,750/FEU levels respectively. Through October, year to date Asia – Europe volumes were up 8.6% according to CTS. December demand is likely stronger than last year as well, with some speculating that some shippers are expecting a return to the Red Sea soon and are therefore building inventory buffers now in expectation of disruptions. But even with both Red Sea diversions still in place and volume growth, spot rates have consistently been lower than last year. Current Asia – N. Europe rates are down 54% compared to last December, pointing to capacity growth as an important factor to current price levels.

On the transpacific meanwhile, even with capacity reductions – and additional blanked sailings announced for the coming weeks – carriers are having difficulty getting the series of recent GRIs to stick. Last week West Coast rates retreated 6% from a start of the month GRI bump, to $1,963/FEU. Prices to the East Coast increased 8% to $3,150/FEU this week, but are down 15% from a month ago. Even with these ups and downs, though, carriers have succeeded in keeping rates above October lows of $1,400/FEU and $3,000/FEU respectively, likely with benefits of higher rates for short periods in between the dips.

Slumping Q4 demand, in addition to growing fleets, is an important factor to rate levels, making planned mid-month GRIs unlikely to hold, and a more sustained rate rebound more likely only as we get closer to LNY. There are some indications that part of current demand levels is due to some US manufacturers pausing imports in the hopes that a Supreme Court decision invalidating IEEPA tariffs will come soon and result in lowered duties. Though the White House maintains that if IEEPA is struck down, it is ready to quickly restore tariffs by other means, some speculate that the administration – under growing pressure from cost of living concerns – could use a court decision against them as a tariff off-ramp.

Watch our recent 2025 Freight Year in Review and 2026 Lookahead webinar here.

But even with seasonal increases in demand in 2026 – and following an estimated 1.4% decline for 2025 year total US ocean imports – S&P projects year totals in 2026 will fall 2% before a 6% rebound in 2027.

And slumping demand next year will coincide with capacity that will continue to grow. Though most of the new vessels are large and used on the main east-west trades, these new deliveries are also having knock-on effects on secondary lanes, like regional and feeder markets. As these new large vessels are introduced, older large vessels are being shifted to secondary lanes increasing capacity on these lanes, but also leading to an aging smaller-vessel fleet, which could set up a shortage of right-sized ships for these lanes even as total capacity grows.

Capacity levels will be even higher once Red Sea diversions end. But regardless of when carriers feel ready to resume traffic through the Suez, vessels won’t be able to return until vessel and cargo insurers also agree that the risk of attack has dropped sufficiently. Some experts suggest insurers will need at least another 60-90 days of quiet before considering a Red Sea return.

In other geopolitical developments, Mexico announced significant upcoming tariffs on many goods from countries with which they do not have trade agreements, including China. This step would be a blow to China, as Chinese exports to and investment in Mexico have grown sharply over the last few years. But despite this year’s trade war, China has shown export growth driven by diversification of trade partners.

In air cargo too, global volumes have grown from trade diversification even as changes to de minimis rules in N. America – including Mexico – have meant fewer e-commerce volumes entering those markets by air.

But even on the transpacific, air demand has rebounded, if not fully recovered from the de minimis cancellations, both from some e-commerce recovery but also from significant general cargo growth from Vietnam as well as from China. IATA estimates that – after sharp e-commerce-driven 11% growth in 2024 – 2025 global air volumes will be 3.1% stronger than last year and that in 2026 demand will grow by 2.6%.

As air peak season enters its final week Freightos Air Index China-US rates climbed to a year high of more than $8.00/kg, stretching past last year’s $7.30/kg peak, with South East Asia – US prices up to $5.50/kg from $5.00/kg in October. China – Europe rates dipped to $3.50/kg last week as capacity, following the fast growth in volumes, has shifted to this lane.

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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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