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U.S. Supply Chains Grapple Cost Pressures and Uncertainty

Heading into the second half of 2026 shippers face, a politically charged USMCA review, an early tightening on the trans‑Pacific, and war‑driven fuel costs pushing up inland transport prices across North America. 

Together, they are rewriting the assumptions many companies use for peak‑season planning, pricing and inland network design.

USMCA stability at stake for North American production

The United States–Mexico–Canada Agreement (USMCA) reaches its first scheduled “joint review” on 1 July 2026, six years after it took effect. The three governments must decide whether to confirm the deal through 2042, seek adjustments, or signal opposition that could trigger renegotiation and, in the worst case, open the door to an eventual sunset in 2036 if no resolution is found.

Manufacturing across North America, and especially in the automotive sector, has a lot riding on the outcome. Automotive trade accounts for roughly 20–25% of total USMCA trade flows, making it the single largest sectorial user of the agreement. Since 2020, higher regional content requirements and labour‑value rules have already reshaped sourcing patterns for OEMs and tier suppliers, driving more production and component sourcing into Mexico, the U.S. and Canada.

Industry groups on all sides of the border are pushing for a stable, growth‑oriented review that preserves tariff‑free access and gives long‑term visibility to investors. At the same time, policymakers are signalling that the review will not be a formality. Areas likely to come under scrutiny include automotive rules of origin and tracing, enforcement of labour and environmental commitments, energy and state‑owned enterprise disputes, digital trade and data rules, and the role of Chinese investment and components in North American supply chains.

For U.S. manufacturers and importers, this means the next 12–18 months are a critical window to:

  • Verify that products truly qualify under current USMCA rules and identify any borderline cases.
  • Model how tighter regional content or new tracing requirements could change compliance status and cost.
  • Stress‑test footprint and sourcing decisions, particularly where there is high China content flowing via Mexico or Canada into the U.S.

Trans‑Pacific signs of an early peak

Eastbound trans‑Pacific trades are already showing signs of an early peak‑season, with container spot rates from Asia to the U.S. west and east coasts climbing sharply on the back of May general rate increases, as carriers tighten capacity and push through surcharges.

Recent data shows:

  • Spot rates from major South China ports to the U.S. west coast rising almost 100% on levels from only weeks earlier.
  • Asia–U.S. east coast spot rates climbing by 50–60% over a similar period, with some indices even higher.
  • Carriers rolling out peak season surcharges and emergency fuel surcharges ahead of the usual schedule, with higher amounts signalled for late June and 1 July.

Several dynamics are driving this early tightening:

  • Importers are front‑loading orders to get ahead of further cost increases later in the year, including potential tariff changes and bunker‑linked adjustments.
  • Vessel diversions around southern Africa to avoid Red Sea and Gulf of Aden risks, coupled with congestion at some Asian load ports, are absorbing capacity and disrupting schedules.
  • Capacity additions have lagged demand on key lanes, and carriers are using blank sailings and service adjustments to keep utilisation high.

We expect some rate relief later in the summer if additional capacity returns and front‑loaded volumes drop off, but the near‑term picture is one of elevated spot rates and tight space as peak‑season volumes converge with constrained supply.

Trucking and inland costs rise on fuel‑driven inflation

War‑driven fuel prices are pushing trucking and intermodal costs sharply higher, even before demand has fully recovered.

Since the escalation of conflict involving Iran, U.S. retail diesel prices have moved from just under USD 4 per gallon to around USD 5.60 per gallon on average, with some regions significantly higher. This jump has fed directly into trucking Producer Price Index (PPI) measures:

  • Truckload and LTL PPIs have risen markedly in recent months, reversing a multi‑year period of freight deflation;
  • Spot truckload rates on long‑haul lanes have climbed to their highest levels since 2022, with average per‑mile prices up more than 25% year‑on‑year in some benchmarks;
  • Higher fuel and capacity discipline are also starting to pull contract rates up, with increases spreading from truckload into LTL and intermodal.

It is worth noting that these increases are being driven largely by supply‑side constraints, reduced capacity, higher fuel costs and more disciplined carrier pricing, rather than by booming freight demand. For shippers, that means transport inflation can persist even if volumes remain only modestly above 2025 levels.

Metro’s CEO Grant Liddell and Managing Director Andrew Smith will be visiting U.S. offices and customers next week, to review operations and discuss these challenges on the ground, to help shape next‑step plans.

If you’d like to sense‑check your outlook for the second half of 2026 – from USMCA exposure and sourcing footprints to peak‑season capacity and inland cost pressures you can EMAIL Andrew directly or connect with the Metro Global USA team.

rail freight

Cross-Channel rail freight set to strengthen UK–Europe intermodal links

Plans to reintroduce regular cross-Channel rail freight services are moving forward, signalling a potential shift in how goods move between the UK and mainland Europe. 

As investment in infrastructure gathers pace, rail is re-emerging as a viable complement to established road and sea routes.

A government-backed agreement to redevelop the Barking Eurohub in east London is expected to play a central role in restoring regular rail freight services through the Channel Tunnel.

The site is being positioned as an international logistics hub, supporting intermodal trains that can move containers seamlessly between rail, road and sea. This would enable more direct connections between the UK and key European markets including France, Germany, Italy and Spain.

Currently, only a limited volume of rail freight passes through the Channel Tunnel, with most UK–EU cargo continuing to rely on short sea crossings and onward road transport. 

The planned expansion of intermodal rail services is intended to rebalance that model and provide greater flexibility for cross-border supply chains.

Rail offers an alternative to congested road and port networks

The renewed focus on rail comes at a time when road and port infrastructure across the UK and Europe is under increasing pressure.

Shifting a greater share of freight onto rail has the potential to reduce congestion on key corridors in the south-east of England, while also improving transit predictability for certain flows. For shippers, this introduces an additional routing option that sits between road and sea in terms of both speed and cost.

Rail freight volumes have already been growing steadily, with increases of around 5% year on year and further gains in intermodal traffic. Forecasts suggest continued growth over the coming decade, supported by both infrastructure investment and policy commitments to expand rail’s role in the supply chain.

Unlocking new options for UK–Europe trade

The return of regular cross-Channel rail services could create new opportunities for both imports and exports.

For UK businesses, this includes more direct access to European markets for a wide range of goods, as well as improved inbound flows of time-sensitive products such as food and consumer goods. Intermodal rail also offers a more structured and predictable alternative for moving containerised cargo across borders.

However, realising this potential will depend on how effectively rail services are integrated into wider logistics networks. Efficient onward connections, competitive pricing and reliable scheduling will all be critical to making rail a commercially viable option at scale.

Rail is unlikely to replace road or sea, but it can play a valuable role as part of a broader intermodal strategy, particularly for flows that benefit from a balance of speed, cost and sustainability.

This is where coordination becomes critical. Moving containers efficiently between ports, rail terminals and final delivery points requires a joined-up approach across multiple modes and geographies.

Metro has extensive experience in pan-European intermodal transport, combining road, sea and rail solutions, alongside regular UK rail services connecting primary ports with inland destinations.

If you are looking to explore how cross-Channel rail could support your European flows, or how to integrate rail into your wider transport strategy, EMAIL Andrew Smith, Managing Director at Metro, for a practical discussion tailored to your network.

US winter storm

US winter disruption ripples through truck, rail and intermodal networks

Severe winter weather across the United States has triggered the sharpest short-term trucking spot rate spike in more than three years, with disruption now filtering upstream into inland rail and intermodal hubs.

Snow and ice blanketing large parts of the eastern US drove a 40% week-on-week increase in spot market load posts. Dry-van spot rates climbed 11 cents in seven days, the steepest weekly rise since early 2021, while temperature-controlled (reefer) capacity jumped 15 cents week over week as shippers scrambled for freeze protection.

Unlike previous disruption events, the system now has less “buffer” capacity. Market reaction to the latest storm has been more severe than that seen after Hurricane Helene in September 2024, when spot loads rose 17% and rates increased just 4 cents week over week.

With tighter latent capacity, even short-lived weather events are producing outsized pricing swings.

Structural factors could extend pressure

January manufacturing data from the Institute for Supply Management moved back above the 50 baseline into expansion territory for the first time in more than a year, fuelling speculation that the freight recession may be bottoming out.

At the same time, federal enforcement activity around non-domiciled commercial driver’s licences (CDLs) and English-language proficiency requirements is reportedly pushing shippers towards asset-based carriers with company drivers. That shift could reduce available independent capacity, adding structural support to contract and spot rate increases, particularly as the spring produce season approaches.

If reefer markets tighten sharply during produce season, rate pressure is likely to cascade into dry-van networks, making elevated pricing more durable through 2026.

Rail and intermodal congestion follows the storm

While Class I rail line-haul performance has largely normalised, disruption has migrated inland. Rail terminals including Memphis, Chicago and Cincinnati are now experiencing post-storm congestion.

At key inland hubs, container availability times have doubled from around one day to two days. Data from technology provider E-Dray shows that average availability at Union Pacific’s Memphis terminal rose from 0.7 days pre-storm to 2.9 days after the event.

Transit times between Kansas and Illinois spiked to nearly 80 hours before easing to around 35 hours. Mississippi–Illinois transits briefly doubled to 19 hours before settling closer to 10 hours.

Drivers report waiting up to five hours inside terminals, missing delivery windows and triggering demurrage exposure. The issue is not chassis shortages but crane and yard capacity constraints in freezing conditions.

Union Pacific’s decision to levy “flip fees” for lifting containers from stacks, a charge not typically applied by other North American Class I railroads or major US ports, has added further cost pressure for drayage providers, costs that are not being absorbed by cargo owners.

What this means for importers and exporters

For international shippers moving freight into and out of the US, the key risk lies in the inland leg:

  • Higher US trucking spot rates can quickly erode landed-cost assumptions.
  • Intermodal congestion extends container dwell time and increases demurrage and detention exposure.
  • Reefer market tightening during produce season could distort both temperature-controlled and dry-van pricing.
  • Inland rail volatility can delay export positioning, affecting vessel cut-offs and schedule integrity.

Weather-related disruption may ease, but reduced capacity buffers mean price and service volatility can persist longer than the storm itself.

How Metro supports shippers through US inland volatility

Metro works with importing and exporting customers to reduce exposure to short-term inland shocks through:

  • Pre-planned multimodal routing strategies
  • Secured trucking and intermodal capacity with vetted asset-based partners
  • Active dwell-time and demurrage monitoring
  • Early visibility of rail terminal congestion
  • Contingency planning ahead of seasonal inflection points such as produce season

In volatile inland markets, control and foresight matter as much as headline freight rates.

If your US supply chain is exposed to trucking or intermodal risk, EMAIL our managing director, Andrew Smith, to learn about building resilience into your routing strategy, before the next disruption hits.

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Smart 2026 supply chains are being engineered for pressure

Supply chains are no longer judged on efficiency alone, in 2026 they will be expected to anticipate disruption and adapt at speed to actively support growth. The experience of the past year confirmed that stability is no longer a realistic planning assumption, but performance under pressure is.

Rather than a single crisis, 2025 delivered constant friction. Congestion resurfaced across ports and inland networks, capacity existed but was selectively deployed, and geopolitical and regulatory shifts altered trade flows long before any formal policy changes took effect. 

The result was a decisive shift in mindset: supply chains must be designed to operate in volatility, not merely recover from it.

That shift accelerates in 2026, as technology, resilience and sustainability converge to redefine how supply chains are planned, financed and executed.

Resilience becomes a competitive advantage

If 2025 proved anything, it was that capacity on paper does not guarantee performance in practice. Across ocean, air and road freight, service reliability was dictated by execution: blank sailings, schedule volatility and inland bottlenecks determined what actually moved.

In response, supply chain design is moving beyond simple continuity planning toward resilience, where networks are designed to adapt and improve under stress.

Common characteristics include:

  • Multi-route and multimodal playbooks rather than single-lane optimisation
  • Near-shoring and regionalisation to shorten lead times and reduce exposure
  • Centralised planning paired with regional execution for faster response

These approaches reflect a broader shift away from cost-minimisation toward risk-adjusted performance.

Warehousing becomes a strategic control point

Warehousing emerged as one of the most critical differentiators in 2025 — a trend that intensifies in 2026. With transit times less predictable and congestion harder to avoid, inventory positioning and fulfilment speed have become central to supply-chain resilience.

High-performing shippers increasingly treat warehousing as an active control layer, not passive storage. Key developments include:

  • Greater use of strategically located facilities to buffer disruption
  • Tighter integration between warehousing, transport and customs planning
  • Investment in automation and robotics that flex with demand and seasonality

This is particularly important as omnichannel and e-commerce pressures continue to grow, demanding seamless support for direct-to-consumer, BOPIS and rapid fulfilment models alongside traditional B2B flows.

From reactive networks to intelligent systems

One of the most significant changes heading into 2026 is the role of technology within supply chains. What began as analytical support is now moving into operational control.

AI-enabled tools are increasingly embedded across planning, procurement, inventory management and risk assessment, enabling supply chains to:

  • Anticipate disruption through predictive insights
  • Optimise routing, inventory and capacity decisions in near real time
  • Coordinate responses across multiple functions and geographies

As these systems become more connected, cybersecurity and data governance also rise sharply in importance. Protecting sensitive operational, commercial and customs data is now a core supply-chain requirement, not an IT afterthought.

Data quality, skills and execution define winners

Technology alone is not enough. The past year also highlighted a widening gap between organisations that could convert insight into action and those constrained by fragmented systems and poor data quality.

In 2026, competitive advantage depends on:

  • Clean, trusted and consistent data across logistics, customs and finance
  • Integrated platforms rather than disconnected tools
  • Teams with the skills to manage AI-driven, data-rich operations

Workforce transformation is therefore as important as digital investment. Roles are evolving toward data analytics, systems oversight and exception management, requiring targeted up-skilling to unlock value from new technologies.

Sustainability and compliance move into the operating core

Environmental and regulatory pressures are no longer peripheral considerations. Carbon pricing, emissions transparency, stricter customs enforcement and evolving trade rules are now shaping routing, mode selection and inventory strategy.

For most shippers, progress in 2026 will come less from premium “green” options and more from practical levers:

  • Smarter planning and consolidation
  • Modal optimisation and regionalisation
  • Stronger traceability and data governance

Sustainability and compliance have become operational constraints — inseparable from cost, resilience and service performance.

Designing supply chains that perform under pressure

Taken together, the direction of travel for 2026 is clear. Supply chains are being rebuilt as intelligent, integrated systems — shifting from reactive cost centres to strategic growth engines.

The most resilient networks are those that:

  • Integrate finance, procurement, logistics and technology decisions
  • Combine centralised control with regional agility
  • Invest equally in data, platforms, people and process

The objective is not to eliminate disruption, but to design networks that continue to perform when conditions are uncertain.

At Metro, this same mindset underpins how supply chains are assessed and supported. Stress-testing assumptions, strengthening visibility and applying execution-focused logistics, warehousing and transport strategies. In 2026, the differentiator will not be avoiding disruption, but owning a supply chain designed to operate through it.