Victoria Kickham, an editor at large for Supply Chain Quarterly, started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for Supply Chain Quarterly's sister publication, DC Velocity.
Business leaders are looking at all aspects of their operations to find ways to become more environmentally friendly these days, from energy and water usage in their facilities, to fuel consumption in their transportation networks, to the types of paper and packaging they consume across their operations. Experts say packaging is an especially hot topic, and they point to the growing ranks of businesses seeking sustainable solutions for product transport—the boxes, trays, pallets, and containers used to move products through their supply chains.
Demand for reusable transport packaging (RTP), as it’s known, increased 66% in 2020 and was expected to rise 88% in 2021 on its way to even higher levels this year, according to the Reusable Packaging Association (RPA), which published its first annual “State of the Industry” report on RTP in late 2020 and plans to release new data later this year. Consumers’ concern for the environment and the growing use of automated equipment throughout the supply chain were driving forces cited at the time, and they continue to be key motivators, according to Norm Kukuk, president of reusable packaging manufacturer Orbis and a member of RPA, which represents both suppliers and users of reusable packaging.
“We are seeing more interest, absolutely,” says Kukuk, emphasizing the increased demand for reusables in the food, medical, and pharmaceutical industries, which have also been major adopters of automated material handling equipment. “Our plastic packaging is high tolerance [so it can be used more easily] on conveyors and in automation. Because of that, [plastic] pallets and handheld totes are seeing more demand.”
But plastic isn’t the only reusable getting attention. Metal and wood factor into it as well, according to RPA, which defines reusable transport packaging solutions as those made from durable materials designed for multiple uses in rigorous operations and logistics systems. They stand in contrast to “one-way” packaging solutions, such as corrugated boxes and containers, which are designed for a single use before being recycled or tossed in a landfill. Reusable transport packaging represented a little more than 20% of the total global packaging market in 2020, also according to RPA, a figure that is rising as business customers and consumers alike seek to become part of the circular economy.
“These packaging products are designed for lasting use in a system that ensures their effective recovery and return for continuous purpose,” according to RPA. “Reusable transport packaging products are largely designed for business-to-business applications, although the growth of e-commerce and home delivery applications is opening opportunities for the effective use of reusable packaging for transporting merchandise to households” as well.
MAKING A ROUND TRIP
The goal of reusable transport packaging is to replace one-way solutions with those that can be used multiple times. Pallets are a case in point. Both wood and plastic pallets can be reused, and increasingly, the plastic variety are being used over and over again in food and beverage operations, often because they are easy to clean and are less prone to contamination, according to Kukuk. Third-party logistics service providers (3PLs) are investing more in this type of reusable packaging as well, he says.
“Our goal is to replace limited-use with high-volume-reuse packaging,” says Kukuk, adding that Orbis’ plastic pallets, in particular, are designed for the circular economy—where they’re used as many times as possible. It’s all part of a broader effort to develop a “circular supply chain,” in which the reusables are returned to the point of origin to be refilled and sent out again. In other models, reusables are managed by a third party that pools pallets, containers, and other reusables and then readies them for reuse by other partners in the pooling system.
The frequency of reuse varies. Pallet lifespan, for instance, largely depends on how the unit is used, and manufacturers of both the plastic and wood varieties tout the virtues of whichever type they make. Kukuk says one of Orbis’ plastic pallets recently underwent testing at the Virginia Tech Center for Packaging and Unit Load Design and was found to have a lifespan of more than 400 cycles, for instance. Meanwhile, experts at the National Wooden Pallet & Container Association note that wood is the only 100% renewable and recyclable reusable product available, and that wooden pallets still dominate the market. But no matter where a company stands on the issue, both products fit the bill as reusable transport packaging and can become part of a company’s environmental sustainability story—especially as environmental, social, and governance (ESG) initiatives gain prominence in supply chains.
“Our customers have ESG [objectives] that they are committed to, [and] we are helping them understand how reusable packaging can help them meet those goals,” Kukuk explains, noting that Orbis recently hired a sustainability director to advance those efforts.
A separate industry study on the demand for returnable transport packaging underscores those sentiments. A March 2023 report from the market research firm Future Market Insights estimated that the returnable transport packaging market would hit nearly $28 billion this year and rise to nearly $46 billion over the next 10 years, primarily due to an increased focus on reuse and recycling worldwide, ongoing demands to reduce waste, and a push to reduce the utilization of single-use packages in favor of the round-trip variety. The report cites the retail, food and beverage, logistics, chemicals, and building and construction sectors as key market drivers.
A CASE IN POINT
A recent sustainable packaging project by the materials science company W.L. Gore & Associates illustrates the ways in which companies are trying to reduce their environmental impact by rethinking the way they transport goods. Gore—which is best known for its waterproof, breathable Gore-Tex fabrics—switched from using single-use cardboard containers to transport large, bulky rolls of one of its products to using reusable metal racks. Ken Staz, the company’s U.S. regional logistics operations leader, presented details of the project at the recent annual meeting of the Warehousing Education and Research Council (WERC), a warehouse industry trade group.
Staz explained that the previous shipping method required customers to either discard or recycle the cardboard boxes once the product was received—taking the disposal decision out of Gore’s hands. To gain more control over the process, Gore built a prototype of a reusable metal shipping rack that could accommodate the 240-pound rolls of product. Once the product has been removed, the racks can be broken down at the customer location and shipped back for re-use. Today, Gore is using the racks for international shipments, which are handled by the company’s third-party logistics service provider. The 3PL manages the labeling and tracking of the racks for shipping as well as sorting, inspecting, and restocking the racks at Gore’s facilities after they’ve been returned.
Staz told attendees the project will achieve a return on investment (ROI) in just over three years and has yielded annual cost savings as well.
Above all, he says, it reinforces the company’s desire to be kinder to the environment and demonstrates its willingness to take on projects aimed at meeting that goal.
“Today, sustainability is more front of mind than it has been historically,” he told attendees.
Editor’s note: This article originally appeared in the July 2023 issue of DC Velocity.
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
That clash has come as retailers have been hustling to adjust to pandemic swings like a renewed focus on e-commerce, then swiftly reimagining store experiences as foot traffic returned. But even as the dust settles from those changes, retailers are now facing renewed questions about how best to define their omnichannel strategy in a world where customers have increasing power and information.
The answer may come from a five-part strategy using integrated components to fortify omnichannel retail, EY said. The approach can unlock value and customer trust through great experiences, but only when implemented cohesively, not individually, EY warns.
The steps include:
1. Functional integration: Is your operating model and data infrastructure siloed between e-commerce and physical stores, or have you developed a cohesive unit centered around delivering seamless customer experience?
2. Customer insights: With consumer centricity at the heart of operations, are you analyzing all touch points to build a holistic view of preferences, behaviors, and buying patterns?
3. Next-generation inventory: Given the right customer insights, how are you utilizing advanced analytics to ensure inventory is optimized to meet demand precisely where and when it’s needed?
4. Distribution partnerships: Having ensured your customers find what they want where they want it, how are your distribution strategies adapting to deliver these choices to them swiftly and efficiently?
5. Real estate strategy: How is your real estate strategy interconnected with insights, inventory and distribution to enhance experience and maximize your footprint?
When approached cohesively, these efforts all build toward one overarching differentiator for retailers: a better customer experience that reaches from brand engagement and order placement through delivery and return, the EY study said. Amid continued volatility and an economy driven by complex customer demands, the retailers best set up to win are those that are striving to gain real-time visibility into stock levels, offer flexible fulfillment options and modernize merchandising through personalized and dynamic customer experiences.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.