Organizations can expect regulatory changes, food fraud, and the ongoing effects of Covid-19 to fuel supply chain risks in 2021, according to a report from London-based standards and supply chain intelligence firm BSI.
BSI’s late-April report examines trends and risks likely to impact global supply chains in the year ahead, based on analysis of the firm’s global supply chain intelligence platform. Although the Covid-19 pandemic is easing in many parts of the world, the report reveals that lingering effects from the crisis will continue to pose risks and challenges to companies everywhere.
“Covid-19 will certainly have latent effects on organizational resilience throughout 2021, directly and indirectly shifting the way organizations do business,” Jim Yarbrough, global intelligence program manager at BSI said in a statement. “However, several other challenges, including increased regulation of supply chains and forced labor, are poised to challenge organizational resilience and business continuity as the world continues to grapple with the lingering impacts of the pandemic.”
Legislative measures passed in 2020 will have among the largest effects, particularly those aimed at increasing sustainable sourcing and improving supply chain security. Companies will have to scrutinize the supply chain for susceptibility to labor violations, for example, as a number of governments made a concerted effort to address that issue last year. Sustainable sourcing, deforestation, and cargo and port security are other key issues, according to the report.
Pandemic buying and supply shortages exposed flaws in food supply chains that will continue to be exploited in 2021 as well, especially as those supply chains become more globalized.
“Given the significant level of global food shortages, BSI found that the risk of food fraud is on the rise,” the authors wrote. “Specifically, alcohol and tobacco products saw a global increase in thefts and counterfeiting, given their increasing value and related shortages, as consumption rose while people were in lockdown.”
Food safety also is a concern; the BSI report found that the pandemic affected government capacity to enforce food safety regulations in many areas, meaning that some foods may not have been checked as thoroughly as they should have been.
The report also pointed to a shift in cargo theft patterns over the past year, including more targeting of goods not commonly seen as attractive to thieves—such as personal protective equipment (PPE)—and increased vulnerability of shipments kept in facilities. This led to more thefts involving warehouses and distribution centers, especially in Europe and Africa, according to the report.
The full report is available for download at BSI’s website.
Third party logistics (3PL) provider DHL Supply Chain today said it has acquired the reverse logistics specialist Inmar Supply Chain Solutions, a division of Inmar Intelligence that provides returns solutions for the retail e-commerce industry.
The move will add 14 return centers and around 800 associates to the DHL Supply Chain business, which currently stands at over 520 warehouses supported by 52,000 associates. That combined total will make DHL Supply Chain the largest provider of reverse logistics solutions in North America, the company said.
In addition, buying Inmar Supply Chain Solutions will bring several new capabilities to DHL Supply Chain’s catalog, adding product remarketing, recall management, and supply chain performance analytics.
From Inmar Intelligence’s point of view, selling off its Supply Chain Solutions division allows it to prioritize its two core business areas of healthcare and marketing technology (martech). "This divestiture reflects our commitment to investing in areas where we can deliver the greatest value," said Spencer Baird, CEO of Inmar Intelligence. "By narrowing our focus, we’re accelerating innovation in AI-driven solutions throughout our Healthcare and Martech divisions, addressing the complex needs of our customers."
In turn, DHL said it made the deal because returns are an increasingly important touchpoint for retail customers, both in store and online, in the light of a rapidly growing e-commerce market and changing consumer behavior. Specifically, consumers increasingly expect retailers to provide a seamless returns process while retailers are faced with new challenges such as returns abuse and rising operational costs, DHL said.
“The returns market is valued at over $989 billion but retailers continue to struggle with the evolving consumer behavior towards the process,” Kraig Foreman, President eCommerce for DHL Supply Chain, North America, said in a release. “By adding Inmar’s reverse logistics expertise, dedicated team of experts, and its technology-driven suite of returns services, DHL Supply Chain will be able to provide data-backed, innovative solutions that help returns to be a positive experience for consumers and protect profitability in a competitive marketplace for the retailer.”
Artificial intelligence (AI) and data science were hot business topics in 2024 and will remain on the front burner in 2025, according to recent research published in AI in Action, a series of technology-focused columns in the MIT Sloan Management Review.
In Five Trends in AI and Data Science for 2025, researchers Tom Davenport and Randy Bean outline ways in which AI and our data-driven culture will continue to shape the business landscape in the coming year. The information comes from a range of recent AI-focused research projects, including the 2025 AI & Data Leadership Executive Benchmark Survey, an annual survey of data, analytics, and AI executives conducted by Bean’s educational firm, Data & AI Leadership Exchange.
The five trends range from the promise of agentic AI to the struggle over which C-suite role should oversee data and AI responsibilities. At a glance, they reveal that:
Leaders will grapple with both the promise and hype around agentic AI. Agentic AI—which handles tasks independently—is on the rise, in the form of generative AI bots that can perform some content-creation tasks. But the authors say it will be a while before such tools can handle major tasks—like make a travel reservation or conduct a banking transaction.
The time has come to measure results from generative AI experiments. The authors say very few companies are carefully measuring productivity gains from AI projects—particularly when it comes to figuring out what their knowledge-based workers are doing with the freed-up time those projects provide. Doing so is vital to profiting from AI investments.
The reality about data-driven culture sets in. The authors found that 92% of survey respondents feel that cultural and change management challenges are the primary barriers to becoming data- and AI-driven—indicating that the shift to AI is about much more than just the technology.
Unstructured data is important again. The ability to apply Generative AI tools to manage unstructured data—such as text, images, and video—is putting a renewed focus on getting all that data into shape, which takes a whole lot of human effort. As the authors explain “organizations need to pick the best examples of each document type, tag or graph the content, and get it loaded into the system.” And many companies simply aren’t there yet.
Who should run data and AI? Expect continued struggle. Should these roles be concentrated on the business or tech side of the organization? Opinions differ, and as the roles themselves continue to evolve, the authors say companies should expect to continue to wrestle with responsibilities and reporting structures.
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
Editor's note: This story was revised on January 9 to include additional input from the ILA, USMX, and Freightos.
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
As U.S. small and medium-sized enterprises (SMEs) face an uncertain business landscape in 2025, a substantial majority (67%) expect positive growth in the new year compared to 2024, according to a survey from DHL.
However, the survey also showed that businesses could face a rocky road to reach that goal, as they navigate a complex environment of regulatory/policy shifts and global market volatility. Both those issues were cited as top challenges by 36% of respondents, followed by staffing/talent retention (11%) and digital threats and cyber attacks (2%).
Against that backdrop, SMEs said that the biggest opportunity for growth in 2025 lies in expanding into new markets (40%), followed by economic improvements (31%) and implementing new technologies (14%).
As the U.S. prepares for a broad shift in political leadership in Washington after a contentious election, the SMEs in DHL’s survey were likely split evenly on their opinion about the impact of regulatory and policy changes. A plurality of 40% were on the fence (uncertain, still evaluating), followed by 24% who believe regulatory changes could negatively impact growth, 20% who see these changes as having a positive impact, and 16% predicting no impact on growth at all.
That uncertainty also triggered a split when respondents were asked how they planned to adjust their strategy in 2025 in response to changes in the policy or regulatory landscape. The largest portion (38%) of SMEs said they remained uncertain or still evaluating, followed by 30% who will make minor adjustments, 19% will maintain their current approach, and 13% who were willing to significantly adjust their approach.