The global supply chain has never been under more pressure than it is today. From shifting consumer expectations and tariff disputes to the rise of AI, companies are navigating a landscape that is increasingly complex and unpredictable. Few leaders understand this transformation better than Kimberly Reuter, widely recognized as a pioneer and architect of Amazon’s global e-commerce expansion.
In this conversation, Reuter reflects on her career journey, from her early beginnings in supply chain to building Amazon’s international operations from the ground up, and shares candid insights on today’s biggest challenges. She offers perspective on the future of logistics, the pitfalls companies should avoid, and the strategies that can help leaders build resilience and maintain customer trust in times of disruption.
You’ve been described as a pioneer and an architect of Amazon’s global e-commerce, which helped propel the company to scale worldwide. Can you tell us more about how you started in supply chain management and went on to be a driving player behind Amazon’s expansion?
After I graduated from Marshall University, I was eager to get my foot in the door somewhere. I began my career in supply chain as a telex operator at T. Parker Host in Norfolk, Virginia. In that position, I was responsible for transmitting communications to shipping vessels and handling internal mail distribution. That role marked the beginning of my journey in the industry.
From there, I transitioned into import operations and, by the age of 28, I was managing my first brokerage operation in Baltimore, Maryland. Over the next several years, I gained experience across brokerage and freight forwarding, which eventually led me to work with Vastera, an import/export technology startup in Reston, Virginia. The experience I gained working with Vastera served as my entry point into the intersection of supply chain and technology, which was the foundation for my work at Amazon.
In 2005, I was recruited by Amazon for a greenfield project, which was a pivotal opportunity. They were seeking someone with expertise in international air and ocean logistics, import and export compliance, and who could design technology solutions and operate at scale. At the time, there were very few people with that unique combination of skills, and even today, it is rare to find an individual with that specific skill combination.
My objective was clear: Amazon wanted me to enable global shipping for all products. They provided me with an engineer and a desk and gave me one year to meet the goal. It was daunting, but I believed it could be done and worked with multiple teams to meet the goal. By the end of that first year, we had successfully launched international operations from the ground up, generating $50 million in shipments across four countries. Not only was this a significant marker in my career, but it was also a key achievement for ecommerce and shipping.
How have consumer expectations changed in recent years? What impact has that had on supply chain management?
The most significant shift has been what I call the ‘Prime Effect.’ It wasn’t too long ago that 7–10 day shipping was standard. Today, consumers expect delivery in two days or less. This transformation has reshaped the entire supply chain, including last-mile carriers, warehouse locations, and how companies manage inventory. It’s the most dramatic change in consumer expectations we’ve ever seen.
What are some of the biggest obstacles in supply chain management today?
Currently, tariff wars are wreaking havoc on importers. While I believe these disruptions are temporary, a more pressing issue lies with ocean freight costs. Since the pandemic, ocean freight and air carriers have increasingly managed shipping capacity to maintain pricing control. When paired with wild swings in tariff strategies, this has led to rapid fluctuations in shipping costs, in addition to increases in duty. In some cases, the impact of an increase in shipping costs outweighs the increased duty.
What advice do you have for companies that may face supply chain disruptions?
Remain calm and avoid reacting to media headlines. Instead, stay nimble, maintain open communication with your vendors, and prioritize flexibility. Most importantly, focus on managing your total landed costs, including pricing, freight, and other variables. There are strategic ways to control and optimize these expenses.
What are the common mistakes companies make when a distribution occurs?
The biggest mistake is panic. Poorly managed supply chains can unravel and get messy quickly, often in a matter of days. In many cases, large-scale disruptions are the result of weak planning or inexperienced leadership. When panic sets in, it only intensifies the problem. Leaders who stay focused and strategic under pressure are the ones who minimize impact and maintain momentum during a disruption.
How can businesses maintain customer loyalty during a disruption?
Transparency & honesty! Customers can handle bad news, and they are forgiving, but they will not tolerate being misled. If you can give them a heads-up before an issue hits, it’s even better. Loyalty isn’t won with gift cards and refunds; it is earned with trust and honest communication.
What tips do you have for business leaders to build a high-performing supply chain team?
Don’t be afraid of setting a goal of 100% accuracy and 100% on-time deliveries. While many supply chain leaders hesitate to commit to 100% goals, often citing factors like weather or industry disruptions, excellence is only possible if you’re willing to aim for it. You won’t know what’s achievable until you try.
What shifts have you seen in operations since the pandemic and recent global events, including the new tariffs imposed by the U.S.?
Outside of the current tariff situation, the most significant shift has been in ocean freight carrier strategies. Prior to the pandemic, ocean freight rates were relatively stable, with only minor fluctuations typically tied to fuel costs. Post-pandemic, that rate stability has vanished, and costs can now double, triple, or even quadruple within a single week.
How do you see AI and other technologies being used in supply chain management? What should companies be doing now to prepare for changes?
AI in supply chain is a hot topic, with many companies rushing to sell AI-driven solutions. The reality is that most supply chain variables and solutions are already well known. We have enough data to manage most scenarios in the supply chain that could cause disruptions. The real challenge often comes from unpredictable factors like human behavior and natural events, which fall outside AI’s strengths.
Tell us about your thoughts on supplier diversification.
Supplier diversification is always ideal, but it is more challenging than it might seem. Managing manufacturing end-to-end is rare outside of luxury goods. Importers and buyers often rush into diversification strategies, especially in today’s climate. However, without a carefully crafted plan, which can take years to implement, the results may fall short of expectations. It’s important not to underestimate the value of skilled labor in driving success.
With so much focus on bringing manufacturing back to the U.S., should emerging companies focus on onshoring vs. offshoring? What are the benefits and disadvantages of each?
I would love to see as much manducating as possible move back to the U.S. However, the shortage of skilled labor and insufficient infrastructure present significant challenges. While I’m fully on board with this goal, it will likely take a decade for the U.S. to be at the capacity needed to compete effectively on a global scale.
What other trends in supply chain do you think companies should consider implementing in the next six months?
If you haven’t already, now is the time to take control of your demand forecasting and inventory levels. Just-in-time inventory management is more important than ever. Many companies are reacting to media cycles by panic buying and without a clear strategy. This is resulting in excessive stockpiles of inventory. As we saw in the post-pandemic period, this approach often backfires when consumer demand eases and inventory doesn’t move.
