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As global trade dynamics continue to evolve, supply chain decision makers must stay ahead of policy shifts that could influence operational strategies. One such development is the upcoming implementation of Section 301 maritime fines, effective October 14, targeting Chinese-built container ships calling on U.S. ports.
The COVID-19 pandemic exposed a critical vulnerability in the restaurant industry: a lack of visibility and control over supply chains. As freight costs surged and product availability became unpredictable, many of the large chains realized they were overpaying for transportation, under-informed about inventory, and unprepared for volatility.
Revamp brings even more critical logistics data and expert advice on what’s new, what’s next and what to do about it
8월 7, 2025As 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 The old playbook isn't just outdated.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.
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Forbes’ 2025 ranking of America’s Best Employers by State is based on surveys of 169,000+ employees at companies with at least 500 U.S. workers. Respondents rated their employers on a 0–10 scale and evaluated factors like pay, equity, culture, career growth, and responsiveness to serious issues. C.H. Robinson ranked 10th among the best companies to work for in Minnesota.
“We’ve seen customers that are having to bring that inventory into their own distribution centers, and they’re having to have to carry that cost,” said Mike Short, president of Global Forwarding at C.H. Robinson. “But whether that (warehouse costs) gets passed on to the end consumer or not, is really spread across the board, and that also goes with tariffs.”
Executives credited artificial intelligence in part for market share gains. “The faster speed provided by our AI has enabled us to respond to more quotes and win more business, thereby augmenting our market share growth,” Chief Strategy and Innovation Officer Arun Rajan told investors on a July 30 earnings call. C.H. Robinson’s proprietary AI is powering its pricing and costing operations.
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