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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.
February report examines how weather disruptions, market dynamics, and trade policy are reshaping global freight flows
Canada is actively seeking to diversify its trade relationships as global tariff volatility reshapes long-standing trade patterns. Recent trade deals between the European Union (EU) and India and the United States and India, as well as ongoing negotiations between Canada and India, reflect India’s expanding role in global trade and the growing focus on diversification and mutually beneficial growth.
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“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.
“Retailers are learning that carrying less inventory doesn’t mean slower service—when sourcing, transportation, agentic supply chains, and logistics intelligence work together, efficiency becomes a competitive advantage in 2026,” says Noah Hoffman, Vice President for Retail Logistics at C.H. Robinson.
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