Until recently, the recovery from the global financial crisis of 2008-09 was one of the most disappointing seen in the postwar period. Even as late as last year, many economists were convinced that the world had entered "secular stagnation"—a permanent downshift in economic growth. The anemic global recovery was powered primarily by moderate growth in only a few economies, including the United States, the United Kingdom, and Germany.
For its part, economic growth in the United States continues to strengthen. U.S. gross domestic product (GDP) grew at a 2.6 percent annualized rate during the fourth quarter of 2017, and the pace of inventory building was well below the sustainable level, which means that inventory investment will likely boost growth in the near term. In addition, employment markets are strong: job growth remains brisk, and average hourly earnings have accelerated, which bodes well for domestic consumer demand. Finally, the trade value of the U.S. dollar dropped at the beginning of the year, improving the outlook for U.S. exporters.
[Figure 2] IHS Markit materials price index ends a long rallyEnlarge this image
The near-term U.S. outlook has also strengthened thanks to the Tax Cuts and Jobs Act (TCJA), which, among other things, cuts personal taxes through 2025, allows full expensing of equipment through 2022 and partial expensing through 2026, and permanently reduces the corporate tax rate from 35 to 21 percent. Although there will likely be some payback when these provisions expire and the government faces a tighter fiscal situation, over the next couple of years, at least, the TCJA should result in increased personal income, which will further spur domestic consumer demand. Taken together, these improved conditions have caused IHS Markit to raise our forecast for U.S. growth in 2018 to 2.9 percent, which would beat each of the two previous years.
While the previous stages of the recovery were largely based on growth in a small number of countries, worldwide economic growth in the past year—the biggest improvement since 2011—was built on broader foundations. In particular, the economic prospects of the eurozone and Japan (shown in Figure 1), and some large emerging markets, such as Russia and Brazil, have turned around.
We estimate that the eurozone economy expanded 2.5 percent in 2017 to achieve its best year of growth since 2007. Labor markets in Europe continue to improve; with inflation falling back in recent months, the weak wage growth that has been seen in some countries will take less of a toll on real household incomes. The European business climate is likely to remain favorable, and a still-competitive euro should help exports, although political uncertainty related to Italy's elections, the possibility of Catalonian independence, and ongoing Brexit negotiations remains high.
As of the third quarter of 2017, Japan had experienced its longest stretch of economic growth since 2001. As a consequence, Japan's unemployment rate fell to a 24-year low of 2.7 percent in November. And despite major structural challenges that are likely to drag down growth in the medium run, the Chinese economy is still showing resilience, with retail sales, exports, and housing starts all making strong showings at the end of 2017.
As the United States' outlook has improved, that of its northern neighbor has, too. The Canadian economy likely roared ahead in 2017 at a 3 percent rate, and given advances in the labor market and a resilient housing sector, domestic demand looks likely to maintain much of its momentum. Output continues to trend upward, consumer sentiment is climbing, and Canada's consumers do not seem bothered by existing debt burdens.
The outlook for emerging markets continues to improve as well. Commodity prices are still rising strongly, which has stabilized the economies of commodity exporters, and the fall of the U.S. dollar is removing a major source of downward pressure on the currencies of developing economies.
Whereas much of the global economic recovery had been characterized by strength in a few key countries, global growth is now becoming more harmonized. Consequently, world growth is likely to remain robust for at least most of the coming year and probably through 2019. Interrupting this global expansion would require a large shock. Recently, U.S. and international equities markets have been hit with a wave of selloffs and volatility, but market declines of 10-20 percent are not unusual; historically, they occur every two or three years. On their own, these declines should not be enough to trigger contraction in the broader economy.
Emerging price pressures on supply chains?
For years, the slowness of the economic expansion kept inflationary pressures at bay. But now that prices have gained traction, inflation anxiety is on the rise. The 10-year break-even point—a measure of inflation expectations based on the U.S. bond market—rose 2.0 percent for the first time since last March. These inflation expectations fell to around 1.7 percent last summer but rebounded sharply in January of this year. With U.S. growth strengthening and the unemployment rate expected to approach 3.5 percent in the next couple of years—well below most estimates of "full employment"—inflationary risks are overwhelmingly on the upside. Japan, Brazil, and India are seeing a quickening of inflation as well. The major exception is the eurozone, where the indolence of prices can be attributed to a strengthening euro and still-significant slack in the labor market. Commodity prices, as measured by the IHS Markit Materials Price Index, have risen steadily since early November 2017 and, although they have begun to slip a bit, still stand at close to their highest level since November 2014. (See Figure 2.)
What does this mean for inflation? Despite the rally in commodity markets at the end of last year, IHS Markit expects commodity prices to remain within a moderate range. Recent price increases in many sectors are the result of attempts to control supply or of special factors that have disrupted supply chains, such as China's effort to improve air quality and limit waste-material imports. Additionally, in the last week of January commodity markets saw their first decline in 12 weeks.
Still, a sharper-than-expected hike in inflation rates could interrupt the trajectory of economic growth and disrupt global supply chains. If central banks tighten more aggressively than financial markets expect, the damage to confidence and the expansion could be substantial.
The next year could be a turning point for many of the world's major central banks, including the European Central Bank and the Bank of Japan, which will take their feet off the accelerator and may even start to touch the brakes. After raising the federal funds rate by 25 basis points at its December 12-13, 2017, meeting (an expected move), the U.S. Federal Reserve Bank's Open Market Committee is poised to hike interest rates three times in 2018. IHS Markit believes that the Fed will raise interest rates in March. This means that short-term interest rates will be a little higher for the next couple of years, but that inflation is unlikely to spiral out of control.
At present, inflation is still modest, albeit rising, so any scenario in which central banks are forced to suddenly apply the monetary brakes seems at least a year or two away. We therefore judge it unlikely that any major central bank would raise interest rates high enough in the next year to derail the global recovery. In short, the global economy is open for business—and we should have at least a few good years ahead of us.
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.