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.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
Census data showed that overall retail sales in October were up 0.4% seasonally adjusted month over month and up 2.8% unadjusted year over year. That compared with increases of 0.8% month over month and 2% year over year in September.
October’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were unchanged seasonally adjusted month over month but up 5.4% unadjusted year over year.
Core sales were up 3.5% year over year for the first 10 months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023. NRF is forecasting that 2024 holiday sales during November and December will also increase between 2.5% and 3.5% over the same time last year.
“October’s pickup in retail sales shows a healthy pace of spending as many consumers got an early start on holiday shopping,” NRF Chief Economist Jack Kleinhenz said in a release. “October sales were a good early step forward into the holiday shopping season, which is now fully underway. Falling energy prices have likely provided extra dollars for household spending on retail merchandise.”
Despite that positive trend, market watchers cautioned that retailers still need to offer competitive value propositions and customer experience in order to succeed in the holiday season. “The American consumer has been more resilient than anyone could have expected. But that isn’t a free pass for retailers to under invest in their stores,” Nikki Baird, VP of strategy & product at Aptos, a solutions provider of unified retail technology based out of Alpharetta, Georgia, said in a statement. “They need to make investments in labor, customer experience tech, and digital transformation. It has been too easy to kick the can down the road until you suddenly realize there’s no road left.”
A similar message came from Chip West, a retail and consumer behavior expert at the marketing, packaging, print and supply chain solutions provider RRD. “October’s increase proved to be slightly better than projections and was likely boosted by lower fuel prices. As inflation slowed for a number of months, prices in several categories have stabilized, with some even showing declines, offering further relief to consumers,” West said. “The data also looks to be a positive sign as we kick off the holiday shopping season. Promotions and discounts will play a prominent role in holiday shopping behavior as they are key influencers in consumer’s purchasing decisions.”
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Even as the e-commerce sector overall continues expanding toward a forecasted 41% of all retail sales by 2027, many small to medium e-commerce companies are struggling to find the investment funding they need to increase sales, according to a sector survey from online capital platform Stenn.
Global geopolitical instability and increasing inflation are causing e-commerce firms to face a liquidity crisis, which means companies may not be able to access the funds they need to grow, Stenn’s survey of 500 senior e-commerce leaders found. The research was conducted by Opinion Matters between August 29 and September 5.
Survey findings include:
61.8% of leaders who sought growth capital did so to invest in advanced technologies, such as AI and machine learning, to improve their businesses.
When asked which resources they wished they had more access to, 63.8% of respondents pointed to growth capital.
Women indicated a stronger need for business operations training (51.2%) and financial planning resources (48.8%) compared to men (30.8% and 15.4%).
40% of business owners are seeking external financial advice and mentorship at least once a week to help with business decisions.
Almost half (49.6%) of respondents are proactively forecasting their business activity 6-18 months ahead.
“As e-commerce continues to grow rapidly, driven by increasing online consumer demand and technological innovation, it’s important to remember that capital constraints and access to growth financing remain persistent hurdles for many e-commerce business leaders especially at small and medium-sized businesses,” Noel Hillman, Chief Commercial Officer at Stenn, said in a release. “In this competitive landscape, ensuring liquidity and optimizing supply chain processes are critical to sustaining growth and scaling operations.”
With six keynote and more than 100 educational sessions, CSCMP EDGE 2024 offered a wealth of content. Here are highlights from just some of the presentations.
A great American story
Author and entrepreneur Fawn Weaver closed out the first day of the conference by telling the little-known story of Nathan “Nearest” Green, who was born into slavery, freed after the Civil War, and went on to become the first master distiller for the Jack Daniel’s Whiskey brand. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
She told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest. That story also inspired her to create Uncle Nearest Premium Whiskey.
Weaver discussed the barriers she encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, pointing to a recent project in which the company was able to fast-track a new Uncle Nearest product thanks to close collaboration with its supply chain partners.
A two-pronged business transformation
We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.
Isaias emphasized the point during his keynote on day two of EDGE 2024. He described how Mattel transformed itself amid surging demand for Barbie-branded items following the success of the Barbie movie.
That transformation, according to Isaias, came on two fronts: commercially and logistically. Today, Mattel is steadily moving beyond the toy aisle with two films and 13 TV series in production as well as 14 films and 35 shows in development. And as for those supply chain gains? The company has saved millions, increased productivity, and improved profit margins—even amid cost increases and inflation.
A framework for chasing excellence
Most of the time when CEOs present at an industry conference, they like to talk about their companies’ success stories. Not J.B. Hunt’s Shelley Simpson. Speaking at EDGE, the trucking company’s president and CEO led with a story about a time that the company lost a major customer.
According to Simpson, the company had a customer of their dedicated contract business in 2001 that was consistently making late shipments with no lead time. “We were working like crazy to try to satisfy them, and lost their business,” Simpson said.
When the team at J.B. Hunt later met with the customer’s chief supply chain officer and related all they had been doing, the customer responded, “You never shared everything you were doing for us.”
Out of that experience, came J.B. Hunt’s Customer Value Delivery framework. The framework consists of five steps: 1) understand customer needs, 2) deliver expectations, 3) measure results, 4) communicate performance, and 5) anticipate new value.
Next year’s CSCMP EDGE conference on October 5–8 in National Harbor, Md., promises to have a similarly deep lineup of keynote presentations. Register early at www.cscmpedge.org.