The year 2017 is looking very good for retailers. As the end of the year approaches, consumer spending continues to be supported by elevated levels of confidence and solid gains in employment, real disposable income, and household net worth. Strong gains in the equity markets are also helping to boost discretionary spending this holiday season.
While the outlook is positive for retailers in general, one channel—online sales—is consistently outperforming its counterpart, the brick-and-mortar stores. Online holiday retail sales growth this year is likely to outpace last year's growth, roaring ahead at a 13.0 percent year-on-year rate, according to the IHS Markit forecast. (See Figure 1.) As a share of holiday spending, online retail sales reach new highs every year, and this year will be no exception: in 2016, online sales represented 16.8 percent of holiday retail sales, while this year that share is likely to be 18.2 percent.
[Figure 2] Core goods prices decline while services prices riseEnlarge this image
Online retail sales follow a cyclical pattern and typically are particularly robust during the holiday shopping season. During the past five years, electronic shopping and mail-order sales (not seasonally adjusted) were an average of 30.1 percent higher in December than in the prior month of November. But there is also a structural change happening: online stores are tremendously outpacing brick-and-mortar retailers across the board, not just during the holidays. As a share of total retail trade, e-commerce increases every year, and its pace is quickening; in the third quarter of 2017, the online portion of retail trade was 16.4 percent, compared with 14.8 percent a mere one year earlier.
Several factors are responsible for this shift. Convenience cannot be denied, and as online shopping gains share, shipping and delivery times by online retailers and parcel delivery services have dropped. But the biggest factor is prices. The absence of a sales tax for many online retailers without a physical presence in a given state gives these retailers a built-in price advantage. The cost of holding inventory is also lower for online retailers, which can store vast quantities in centralized warehouses until they are needed. From the consumer's perspective, the online nature of cyber-stores makes comparison shopping possible across virtually the entire world. And new smartphone-based "shopping apps" that can send live updates on bargains and promotions, as well as scour the Internet for deals, have allowed some shoppers to find the lowest prices in real time.
Consumer goods prices slide downward
The supremacy of e-commerce is pushing down prices at brick-and-mortar stores, which are increasingly fighting for market share, and so are offering amped-up price promotions. But online sales are not the only reason consumers are finding that their dollars go farther than usual. Prices for goods across the U.S.—and to some extent, across the globe—are growing slowly or even declining. On a quarterly year-over-year basis, consumer prices for commodities other than food and energy have been in negative territory since the first half of 2013. There are several factors at play:
The stronger dollar over the past couple of years has helped to lower the cost of imported consumer goods. Moreover, the strong dollar has reduced the competitiveness of U.S. exports in international markets, resulting in a larger supply surplus at home.
Many multinational corporations are shifting production or sourcing away from the eastern provinces of China, where labor costs have been rising, to lower-cost areas such as Vietnam or China's interior and western provinces.
Lower energy prices imply lower transportation costs for U.S. importers. In addition, domestically sourced goods and materials have become less expensive to transport.
The cost of many consumer goods that are especially popular during the holidays, such as televisions and electronics, continues to decline as their production becomes more efficient. Indeed, television and computer prices have fallen by more than 10 percent a year over most of the last decade.
The U.S. economic recovery is currently over eight years old—a relatively mature age for expansions. Often, inflationary pressure begins to build up during the latter stages of an expansion. This time, however, price and wage inflation have remained subdued. (See Figure 2.) In the third quarter of 2017, the Federal Reserve's favorite measure of core inflation, the core personal consumption expenditures (PCE) deflator excluding food and energy, was the slowest since 2015. There are many plausible explanations for this persistently low inflation, but little consensus as to the root causes. Some possible reasons include:
Lackluster growth and, for some countries, large output gaps. Sometimes referred to as "secular stagnation," the languid recovery from the 2008-09 recession has had a restraining effect on the buildup of inflationary pressures.
Excess industrial capacity. Global goods prices have also been pushed down by substantial amounts of excess capacity (much of it in China) in industries such as steel, iron ore, chemicals, and automotive.
Technology. Product and process innovations are cutting production costs and are being passed on to consumers as lower prices (or at least smaller price increases).
International commodity prices have gained some traction in the latter half of 2017, which may complicate this picture. As measured by the IHS Markit Materials Price Index (MPI), they rose at the end of 2016, suffered a correction between February and June, and started rising strongly again in the third quarter. Reasons for the third-quarter rebound include favorable data from China and Europe, the U.S. dollar depreciation, higher oil prices, and investor buying.
China is the biggest factor for the buoyant mood in markets. Growth has proven to be remarkably stable in 2017, with industrial activity actually accelerating into the second quarter before easing in July. The performance of the eurozone economy has also proved to be a pleasant surprise. At the same time, increased instability in the U.S. has been weighing on the dollar since the start of the year. Our research shows that for certain exchange-traded commodities, as much as half of the movement in the U.S. dollar is translated into an opposite move in prices. Higher oil prices, another feature of the current rally, act in a number of ways to influence the broader commodity complex, and investors have also added some momentum. Investors moved to the sidelines in commodity markets between 2013 and 2015 as prices first peaked and then began their long fall in the summer of 2014, but this began to reverse in 2016.
Looking forward, we do not expect commodities to come to the rescue for goods prices. Fundamentals do not point to a prolonged rally. For example, we expect to see a slowdown in real gross domestic product (GDP) growth in China and financial markets to tighten. Interest rates are moving higher, and the U.S. dollar is expected to begin depreciating in the second half of 2018. This should place some upward pressure on price inflation for imported consumer goods. Until then, though, look for lower consumer good prices to continue—a positive development for the American consumer this holiday season. Happy shopping!
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.”