Optimizing Cross Border Logistics: Insights from the 2025 Canadian Logistics Conference

By Jon Xiu, VP of Sales at Shipwell

Each year, the Canadian Logistics Conference provides a unique opportunity to connect with supply chain leaders, share insights, and talk about the challenges that keep us all up at night. My conversations this year all shared the common themes of disruption and adaptation, as change remains the only constant. 

The issues we face are very real—tariffs, labor shortages, cross border logistics, climate pressures, and rising customer expectations, to name a few. But what stood out to me most was the resilience and ingenuity of the people in the room. These are leaders who aren’t just reacting to change; they’re shaping the future of supply chain management.

Here are my top takeaways from the event, along with some reflections on how we can all move forward together.

1. Tariffs, Trade & Strategic Shifts

Tariffs are no longer the curveball they used to be. Organizations have moved past the shock of fluctuating trade policies and are now embedding long-term strategies into their operations. However, I couldn’t help but notice how underutilized some of the most effective tools still are—like tariff engineering, regional sourcing, and compliance planning. These cross border logistics strategies have tremendous potential, especially for small and mid-sized shippers looking to optimize costs while staying competitive.

North American trade is evolving in ways that are both exciting and challenging. While nearshoring and direct, non-traditional trade routes (think Canada-to-Mexico) are gaining traction, they also bring new complexities. Regulatory changes, customs protocols, and transboundary nuances are creating friction that demands more thoughtful compliance of cross border logistics strategies.

The bottom line: companies that proactively adapt their trade and sourcing strategies—not just react to disruptions—will find themselves better positioned to thrive.

2. Supply Chain is Now a Boardroom Topic

If there’s one thing that stood out this year, it’s that the supply chain has firmly earned its seat at the boardroom table. Once a back-office function, it’s now central to strategic discussions around product availability, customer experience, and profitability.

What separates the leaders from the rest? Their ability to close the loop between insight, decision, and action. The most agile organizations are shortening this feedback cycle, creating faster reaction times that give them a decisive edge in today’s fast-moving markets.

3. Infrastructure, Labor & Climate Pressure

The industry is still grappling with the ripple effects of labor disruptions. Even where agreements have stabilized certain parts of the network, unpredictability looms large. This has made contingency planning across all freight modes a must-have, not a nice-to-have.

Climate, too, is no longer a fringe issue: whether it’s floods, fires, or extreme weather, these events are happening more frequently and with greater costs. Designing networks and routes that account for climate risks is becoming table stakes for resilient operations.

One shift I found particularly encouraging was the growing emphasis on preventative maintenance. More companies are investing in tools that predict and prevent disruptions before they happen, marking a shift from reactive repairs to proactive readiness.

4. Optimization Requires Prioritization

In a world of competing goals—cost, speed, service levels, reliability—it’s clear that optimization starts with prioritization. One of the conference’s key messages was the importance of defining your “North Star.” What are you solving for? The best strategy isn’t universal—it’s the one that aligns with your business model and goals.

Market uncertainty has also made carriers and brokers across all freight modes cautious, with many holding back on capital investments or workforce expansions. This could lead to tighter capacity as demand rebounds, making disciplined decision-making even more critical.

To get started, break optimization into measurable, phased wins. The most successful operators are balancing short-term agility with long-term alignment, ensuring every decision drives progress toward their overarching goals.

5. Tech & Capital Strategy: Go Tactical

Technology was another prominent theme, but the emphasis wasn’t on flashy innovations—it was on practical solutions. Visibility gaps remain a challenge, even for larger players, and many companies are overdue for core IT upgrades.

AI and automation are on the rise but being deployed thoughtfully. Leaders aren’t chasing trends—they’re using AI to address specific pain points, like forecast accuracy, route optimization, and exception handling.

Importantly, implementing a modern Transportation Management System (TMS) can help with just about all of these challenges – as they orchestrate end-to-end cross border logistics, providing visibility, flexibility, and control while reducing risk and cost.

One of my biggest takeaways here was prioritization: solve real operational constraints first. Successful capital investments focus on removing bottlenecks and delivering clarity, not just chasing ROI for the sake of it.

6. Customers Expect More

Customer expectations are higher than ever. Same-day and 24-hour delivery demands are spreading across entire industries. Responsiveness and adaptability are now key drivers of loyalty.

But that 24-hour availability doesn’t have to come at the cost of your superstar employees: well-designed AI solutions can often bear the brunt of on-demand and after-hours support, tagging in a real human when absolutely critical. The companies that can align their operational focus with their strategic goals will be the ones that win in the eyes of their customers.

7. From Execution ➔ Orchestration ➔ Structured Improvisation

Disruptions from cross border logistics, labor, climate, and policy changes are too frequent to rely on rigid strategies. Instead, the winning approach is what I’d call “structured improvisation.”

It’s about building processes that allow teams to pivot quickly within defined guardrails. Real-time visibility, scenario modeling, and decision traceability are the tools enabling this new level of flexibility.

The key is striking the right balance. Structure provides alignment, but adaptability delivers results. The companies that can integrate these two elements will emerge as leaders in the next era of supply chain management.

Final Thought

This year’s Canadian Logistics Conference reinforced one overarching truth: resilience is a requirement. The winners in today’s volatile environment are those who can adapt quickly, intentionally, and effectively. Structured improvisation, powered by the right technology and data, is the new competitive advantage. It’s not just about surviving disruptions — it’s about growing in them.