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As global trade policy continues to evolve, companies are paying closer attention than ever—and for good reason. Trade policy directly impacts supply chains, influencing both short- and long-term strategies for companies. Keep in mind, while U.S. administrations may differ in how they use and implement trade policy, the overarching goals have remained consistent: to win the economic and military competition with China and to bring strategic manufacturing back to the United States.
The only constant in supply chains today? Change - and it's coming faster than ever. For leaders in the retail and food and beverage industries, that means navigating a high-stakes mix of evolving consumer habits, global uncertainty, and nonstop advances in technology. The old playbook isn't just outdated. It's obsolete.
The better the plan, the shorter the recovery
Shippers’ perspective on air freight is shifting. Traditionally seen as an expensive mode to combat unforeseen delays, more and more shippers are making air freight a part of their planned shipments. According to IATA, demand grew 11% year-over-year in December, marking 14 consecutive months of double-digit increases. By March 2025, capacity had grown by 4.3%, with over half of global air cargo now moving in belly-hold space.
Inside C.H. Robinson Strategy to Lead with Scale, Innovation, and Operational Discipline
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C.H. Robinson was recognized for its fleet of over 30 generative AI agents that automate shipping tasks like quoting, order processing, and appointment scheduling across truckload and LTL freight.
According to Mike Short, President of Global Forwarding at C.H. Robinson, the timing could not be more appropriate: “We launched ACE Import Intelligence because we saw a growing need for visibility across broker networks, better compliance oversight and smarter use of customs data, and the current market environment has only accelerated that.
“Although we’re approaching traditional retail peak season for ocean, it’s not likely the industry will see traditional peak volumes, as many of our 7,500 retail customers are working through inventories and being highly selective and strategic, bringing in only the essential products they must import,” said Mike Short, president of global freight forwarding for C.H. Robinson.
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