Consumers can expect low fuel prices, modest gains in household income, and rising home sales. But consumers are still likely to remain somewhat cautious in their spending.
One of the bright spots of the U.S. economy has been consumer spending. That will continue to be the case, as the consumer spending outlook for the next couple of years is solid, premised on continuing strength in a number of areas: real disposable income growth, further gains in auto sales, increasing household real estate wealth, elevated levels of consumer confidence, modest consumer price inflation, and a housing market that is gaining traction. However, there are still several headwinds, such as mounting student loan debt, weak wage growth, slower population growth, and a stock market correction.
IHS forecasts real gross domestic product (GDP) growth of 2.4 percent in 2016 (the same as in 2015) and 2.8 percent in 2017. GDP growth depends to a significant extent on consumer spending, which in nominal terms determines approximately 68 percent of U.S. GDP. Real consumer spending growth is likely to increase by 2.9 percent in 2016 and 3.1 percent in 2017. This may seem disappointing after the 3.1 percent increase in 2015, but it is clearly outpacing the 2.7 percent rate seen in 2014. In fact, consumer spending is providing the largest contribution to real GDP growth since 2005.
The outlook for real disposable income growth also is positive; our forecasts currently are standing at 3.2 percent for 2016 and 3.1 percent in 2017, following a 3.5 percent rise in 2015. All of these are significantly above 2014's reading of 2.7 percent.
The decline in gasoline prices has produced a windfall for consumers. Weekly gas prices (U.S. Department of Energy all grades) fell by US $1.82 per gallon between the first week of July 2014, when gas averaged $3.75 per gallon, and February 1 of this year, when the average price was $1.93 per gallon. In 2015, Americans spent on average $750 per household less on motor fuel than in 2014, and we expect them to spend $380 per household less at the pump in 2016 than they did in 2015.
What else will the economy bring for consumers over the coming year? Here are some additional forecasts:
Consumers will remain somewhat cautious. Looking ahead, the positives clearly outweigh the negatives on the consumer front for 2016. However, while consumer spending is a relatively strong sector of the economy, consumers have not thrown all caution to the wind and will not start spending indiscriminately. Many households are using the "pump-price dividend" from lower gasoline prices to pay down debt, put a little extra money in the bank, and perhaps dine out. Indeed, the personal saving rate in the fourth quarter of 2015 was the highest since the fourth quarter of 2012, and it is projected to be even higher in the first quarter of 2016.
People will eat out more often. Increased levels of consumer confidence, higher levels of employment, lower gas prices, and wage gains surpassing consumer price increases have propelled a larger percentage of consumers' food spending into the "food away from home" category. In other words, restaurant sales are cannibalizing grocery store sales. This category represented 40 percent of total consumer spending on food in the first quarter of 2010 and reached 44.1 percent by the end of 2015. We expect that percentage to rise to around 45 percent by the end of 2016 (see Figure 1).
Auto sales growth will shift into a lower gear. Auto sales remain a bright spot but are less dependent on pent-up demand than in the early years of the recovery. Accordingly, even though the number of vehicles sold is on the rise, sales are growing at a slower pace. Light-vehicle sales will increase from 17.3 million units in 2015 to 17.8 million units in 2016, and are expected to reach a new high of 18.2 million units in 2017. Lower pump prices have helped boost new light trucks' share of total light-vehicle sales above that of new autos. New light trucks' share is likely to stabilize at around 57.5 percent of total light-vehicle sales for 2016 and 2017, up from 51 percent in the first half of 2013.
Consumer spending in other categories will rise modestly. Consumers shifted some of their spending away from autos and more toward apparel, recreational services, computers and software, food and beverages, and home furnishings in 2015. Looking ahead, this trend is likely to stabilize in 2016 and 2017 as consumers' attention cycles back toward purchasing new vehicles.
One of the most important factors influencing consumer spending is the housing market. The outlook is for housing starts to surpass a 1.3-million-unit annualized rate by the end of 2016. New home sales will follow, with new single-family home sales averaging 603,000 units in 2016, the highest level since 2007. Existing home sales are expected to improve modestly, to an average 5.3-million-unit annual rate in 2016. A housing market improvement has considerable impact on consumer spending on home furnishings and "white goods" such as dishwashers, dryers, and refrigerators.
Household income gains will broaden. In 2015, real median household income is expected to be 4.7 percent below its 2007 level. This is a considerable improvement over the readings in 2013 (8.0 percent below the 2007 level) and 2014 (6.5 percent below the 2007 level). Many middle-class families were forced into a lower standard of living during the Great Recession and the subsequent anemic recovery.
The poor performance of real median household income has caused a bifurcation in consumer spending patterns—discount stores are doing well and luxury stores are doing even better, while middle-tier retailers are having a hard time gaining traction. Because the bottom 50 percent of consumers are still struggling, "payroll-cycle economics"—the effect of consumers doing their shopping in the day or two after they are paid—has become increasingly important in this economy.
The good news on the household-income front is that income gains are starting to broaden. Most of the gains between 2008 and 2013 were among the top 5 percent of earners, but in 2014 that began to change; between 2008 and 2014, the top 20 percent saw the most significant income gains. As income gains broaden, the intensity of payroll-cycle economics lessens and consumer spending solidifies. Looking into the future, real median household income is expected to surpass its 2007 level in 2019 due to falling unemployment, modest consumer price inflation, and wage gains outpacing inflation.
Retail: Some will win, some will lose. For all of 2016, we expect retail sales growth to manage a 3.4 percent rate, up from 2.1 percent in 2015. The major gainers in 2016 are likely to be restaurants, e-commerce merchants, building material and garden supply stores, sporting goods stores, and apparel stores. In 2015, there were sizable contractions in sales at gasoline stations, department stores, and office supply, jewelry, and electronics stores. Gasoline stations are likely to see a further decline in 2016 due to falling gasoline prices. Jewelry and electronics stores are expected to reverse course in the New Year, while office supply and department stores are on a structural decline and are losing considerable share to cyber-stores.
Clicks will continue to outpace the bricks in 2016. We expect e-commerce retail sales to represent 8.0 percent of retail trade (retail sales excluding restaurants) this year (see Figure 2). This is compared with 6.4 percent for 2014 and an estimated 7.3 percent for 2015. E-commerce retail sales should continue to grow at double-digit rates from now through 2022.
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.
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.
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”