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Supply chains are often treated as downstream functions—reacting to decisions made elsewhere. But in today’s environment, freight markets, trade policy, and sourcing shifts are among the earliest indicators of broader economic change. Nowhere is that clearer than automotive: a just-in-time, high-value, cross-border network with near-zero tolerance for disruption. When stress shows up here, it’s rarely isolated—and increasingly, the same forces are shaping supply chains across industries.
Following recent 3PL and 4PL placements, the company marks its 15th consecutive inclusion in the 2026 Gartner® Magic Quadrant™ for Transportation Management Systems evaluation
March 30, 2026
Food and beverage supply chains are entering a uniquely complex inflection point. Consumer expectations continue to rise, regulatory scrutiny is tightening, global trade routes remain volatile, and margin pressure shows little sign of easing. While disruption is nothing new for this industry, what sets this moment apart is the compounding nature of today’s pressures, driving innovation in how shippers maintain service levels and improve operational efficiency amid ongoing uncertainty.
Emerging from the constant flux in trade policy and unexpected cost pressures that marked 2025, retailers are spending more to carry less inventory in 2026.
In the global cold chain, failures rarely announce themselves loudly. They show up quietly through shortened shelf life, inconsistent quality at the store, missed promotional windows, or products that fail to meet consumer expectations. For retailers and exporters managing temperature‑sensitive supply chains, these signals are often mistaken for isolated incidents rather than system‑level risk. During peak-driven seasons like florals, when volumes surge and margins for error narrow, even small breakdowns are no longer acceptable.
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“I’ve practiced lean for over three decades, and what makes our AI journey unique is combining lean with AI. We’re not chasing technology for technology’s sake. Every initiative starts with a real customer or employee pain point,” said Dave Bozeman, President and CEO at C.H. Robinson.
“With the Supreme Court not addressing refunds in its decision and sending the case to a lower court without instructions, no one should make any assumptions,” said Ben Bidwell, senior director for customs at C.H. Robinson. “This is the first time a tariff has been declared unconstitutional with this amount of money at stake.”
“Aircraft have been flying longer hours, and carriers have maintained high utilisation even during peak maintenance cycles. This has helped bridge any gaps in capacity and has limited the impact on rates, despite challenges in production and supply chains for new aircraft,” said Matthew Castle, Vice President of Forwarding Products & Services at C.H. Robinson.
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