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Trump’s tariffs have reportedly caused an up to 50% plummet in exports at some ports, and goods expected to arrive in the next month ‘simply won’t’

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  • Tariffs have led to a drop in U.S. exports across the world. Products that were once bound for ports across the world now remain in the U.S. At the Port of Portland, exports fell 50%. 

As President Donald Trump’s trade war continues to roll on, U.S. products that would have once been sold across the world remained trapped in the country. 

When the U.S. placed tariffs on dozens of countries, some retaliated, hampering the U.S.’s ability to trade with the rest of the world. One of the first effects of the tariffs was a reduction in imports to the U.S., which had suddenly placed exorbitant levies on products. But now several weeks after the tariffs were announced in early April, a new effect of the tariffs has emerged: Products from the U.S. are struggling to get shipped abroad to prospective customers overseas. 

“One person’s exports is another person’s imports,” said Peter Swartz, chief science officer at supply-chain management startup Altana. “If there’s a trade war going on, then both sides are going to see both their imports and their exports impacted.”

Among the hardest hit were exports to China, which was specifically targeted by the Trump administration with its own set of 145% tariffs. China then retaliated with its own 125% tariffs on U.S. goods. U.S. exports to China in April and May declined 40% year-over-year, according to data provided by Altana. 

“The world is fragmenting into blocks as globalization unwinds—we see a rearrangement of global supply chains both for the US and in general, across the multiple tiers of the supply chain,” Swartz said. “The most obvious are the rearrangement of exports away from the highly tariffed U.S. China trade lane.”

However, U.S. exports to some countries rose over the same April and May time frame. For example, exports to India were up 5%, according to Altana’s data.  

The tariffs—and in particular, those implemented in China—have the potential to rewire global trade routes, according to Swartz. He explained that as China and the U.S. limit their trade, global goods will get rerouted elsewhere. There is also the fact that as U.S. companies move their production facilities outside of China, global shipping routes will adjust to travel between places like India that could see a rise in manufacturing. 

“What that’ll look like then is a rearrangement of the supply chains to match,” Swartz said. “So you might see more flow out of India.”

Data from U.S. ports also shows a decline in exports across the board, not just to China. The trend started in January and has hit most U.S. ports, according to data from container-tracking software company, Vizion, first reported by CNBC. The data, which measured the number of container bookings for the five weeks before Trump’s tariffs were announced and the five weeks after they were implemented, found declines at practically all major U.S. ports. 

The port with the steepest decline between these five-week periods was the Port of Portland, which had a 50% drop in exports. However, that port has a small number of shipping containers compared to other U.S. ports. 

Some of the country’s larger ports also saw sharp declines in the volume of shipping exports. The Port of Savannah saw exports fall 13%, according to Vizion’s data. On the West Coast, the Port of Los Angeles, which was one of the first to sound the alarm, had 17% lower exports. In Norfolk, Virginia, exports dropped 12%.   

“We haven’t seen anything like this since the disruptions of summer 2020,” Vizion CEO Kyle Henderson told CNBC. “That means goods expected to arrive in the next six to eight weeks simply won’t. With tariffs driving costs higher, small businesses are pausing orders. Products that once moved reliably are now twice as expensive, forcing importers into tough decisions.” 

Shipping executives highlighted the slowdown during earnings season. Martin Fruergaard, the CEO of Hong Kong-based Pacific Basin Shipping, told investors tariffs and “other protectionism measures” could “suppress trade volumes.” Meanwhile, Matthew Cox, CEO of U.S. shipping giant Matson, foresaw the possibility of further developments. 

“We believe we’re in the early innings of U.S.-China trade negotiations, and expect disruptive conditions in the Transpacific,” Cox said during an earnings call last month. 

Trump administration officials are in negotiations over trade with multiple countries in an effort to reach agreements that could lower the tariffs, and as a result, the costs that are set to rise for companies across the world. The latest count, according to Treasury Secretary Scott Bessent, is that the U.S. is in simultaneous talks with 17 countries, and that a deal with India appears closest to the finish line. Many businesses are waiting on those deals to close before making any other moves, which also slows down global shipping. 

“General global economic uncertainty percolates through the supply chain even along trade links that are not specifically tariffed,” Swartz said.

This story was originally featured on Fortune.com



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Ulta Beauty secured Beyoncé’s haircare line. Now it’s getting in on ‘Cowboy Carter’ summer

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Good morning! Two female CEOs negotiate a major merger, the Diddy trial continues, and Ulta gets in on Cowboy Carter.

– Most wanted. If you attend a stop of Beyoncé’s Cowboy Carter tour over the next several weeks, you’ll see salon-inspired setups promoting the superstar’s new-ish haircare brand Cécred. Beyoncé’s tour has harnessed the power of the stadium to promote everything from her brand to her mother Tina Knowles’ recent memoir.

If you walk into an Ulta Beauty store that same weekend, you may see some similar activations. The beauty giant and Sephora competitor in April signed an exclusive deal to stock Cécred in 1,400 stores. As part of the Cowboy Carter tour, Ulta is hosting in-store events—and helping customers shop Beyoncé-inspired beauty looks.

Ulta’s CFO Paula Oyibo dives into the partnership in a new Fortune interview with my colleague Sheryl Estrada. The relationship demonstrates “how cultural relevance and financial impact can go hand in hand,” Oyibo says.

That’s not surprising to hear when the partner in question is Beyoncé. Her Renaissance world tour grossed $579 million. Cowboy Carter takes Beyoncé to new artistic territory, with its country music and America-themed visuals. It also provides new opportunities for brand integrations; Levi Strauss, already part of the Western-inspired fashion trend, has enjoyed being name-checked in Beyoncé’s song “Levii’s Jeans.” The brand just released a t-shirt with that cheeky misspelling.

Cécred was Ulta’s largest haircare launch ever—and Cowboy Carter is set to be the tour of the summer. In a competitive prestige beauty retail market, it’s smart for the $11 billion retailer to remind consumers that it’s part of that.

Read Sheryl’s full story here.

Emma Hinchliffe
emma.hinchliffe@fortune.com

The Most Powerful Women Daily newsletter is Fortune’s daily briefing for and about the women leading the business world. Today’s edition was curated by Nina Ajemian. Subscribe here.

This story was originally featured on Fortune.com



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The AI training gap: Business leaders expect their employees to use AI at work but they aren’t providing them with any guidance

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Good morning! 

It seems as if every business leader in the world is trying to figure out how to embrace AI to stay competitive in a rapidly-changing tech landscape. But when it comes to effectively incorporating the technology, their workforce expectations are not quite lining up with reality. 

Only 10% of C-suite leaders say that their companies are future-ready, according to new data from The Adecco Group, which surveyed 2,000 people, in a report shared exclusively with Fortune. That lack of readiness is likely the result of shoddy workforce training. While almost two-thirds of leaders expect employees to update their skills for AI, only one-third of companies are providing a clear policy on how employees should be using the technology. 

Caroline Basyn, chief digital and IT officer at The Adecco Group, thinks that the training gap can be partially attributed to “ignorance” on the part of executives. “Leaders need to grasp and understand that AI is going to transform the way we work,” she tells Fortune. “There are some industries that have understood it. There are some industries that have not yet understood the relationship between leveraging AI and the results they will achieve, both in terms of revenue and in terms of productivity.” 

She adds that simply using AI isn’t enough—businesses have to completely rethink their organization and workflow to best harness the power of the technology. “Investing in AI products is potentially only half the battle,” she says. “The whole leadership team, the culture and the learning structure, is as important as developing the product in [and of] itself.” 

The report recommends that leaders act to “create, share, and adhere to a responsible AI framework as a matter of urgency” and ensure that employees are well-versed in the policy specifics. Leaders should also consider “an AI ethics committee, company-wide training, and forum for workers to voice concerns.” 

Basyn says there’s no one-size-fits-all model when it comes to training workers how to use AI, and emphasizes that the training program used yesterday may not work tomorrow. But she says that the more personalized AI workforce training is, the better. 

“We need to make career mobility a reality. We need to make sure that we’re planning for the disruption, and empower the employees to build new skills,” she says. 

Sara Braun
Sara.Braun@fortune.com

This story was originally featured on Fortune.com



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A serial entrepreneur, a musician, and Walmart’s CEO walk into an AI factory…

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