A $750 computer part recently cost one U.S. retailer $1,400 in unexpected tariff charges from UPS, plus an additional $50 return shipping fee – a small but telling example of the growing operational volatility now defining cross-border commerce in 2026.
Cross-border rules continue to shift, often with little warning, while customer expectations around the delivery experience keep rising. Across the board, customers want more: more control, more transparency, and more convenience. It’s reshaping everything from the services brands offer to how they approach technology and the use of artificial intelligence.
Regulatory change was one of the defining challenges of 2025, and it has also fundamentally reshaped how countries approach cross-border commerce. Governments are revisiting long-standing trade structures, leading many to reassess the underlying rules and requirements for parcels entering their country. For example, Mexico has introduced stricter documentation and digital compliance for imports, including enhanced digital records and more data sharing. The accuracy of the information on imports is also scrutinized at a higher level.
Cross-border commerce in 2026 rewards clarity: retailers that operationalize compliance, communicate delivery realities, and partner for constant rule changes will protect margins and customer loyalty.
Similar reassessments are underway across other regions, and will continue throughout 2026 as governments refine their approaches. This makes education one of the top requirements for the year. Retailers will need to stay current on rule changes between countries and translate them into clear shipping policies and checkout flows. Having strong shipping partners who can stay on top of the shifting rules and help interpret changes will be key to staying ahead.
Another factor already reshaping operations is changing customer expectations around the delivery experience, specifically returns. Today’s customers expect to be able to return almost any product, even for international orders. When that option is not clearly provided, many customers are getting creative and will still send a parcel back on their own by locating an address on the package or a retailer’s website.
That behavior can quickly become expensive. Say a customer returns a product from a Canadian brand to its U.S. warehouse. Because the shipment is not part of the retailer’s return program or account, there are no negotiated rates and no control over how duties and taxes are handled. When the parcel arrives, the retailer is still billed for those charges, sometimes amounting to hundreds of dollars for a single return.
This is why more brands have already begun moving towards more structured return solutions, a shift expected to accelerate in 2026. It cuts down on surprise charges and gives brands more control over a process they’re already absorbing the cost of.
Changing customer expectations will also influence how brands incorporate technology and AI this year. These tools will remain central to improving efficiency and decision-making, but consumers’ feelings are becoming more nuanced. Shoppers are using AI to make decisions, yet many are less willing to rely on an automated service when something goes wrong. The expectation is shifting toward support that feels personal. As a result, retailers are investing in technology behind the scenes, such as improved tracking of parcels, while prioritizing human connection in customer-facing interactions.
This shift is especially visible in categories such as beauty and wellness, where experience and trust influence loyalty. Brands are using technology to better understand individual preferences and tailor product recommendations, while maintaining service models that feel personal and responsive. In 2026, the value of AI will be measured less by how visible it is to the customer and more by how effectively it supports a more individualized experience.
The reality for retailers in 2026 is that stability isn’t yet on the horizon. Success won’t come from predicting every change, but from building operations flexible enough to absorb them as they happen. That means staying educated on regulatory shifts, implementing structured processes, and using technology in ways that support rather than distance customer relationships. When everything does stabilize, the retailers at the top will have learned to move with change rather than against it. Start by auditing your international return policies and having a conversation with your shipping partner about what regulatory changes are coming in your key markets.
