Contactless shopping, free returns, and a smooth delivery process rule the day this holiday season | 2020-10-20 | DC Velocity | The Supply Chain Xchange
This holiday season will test retail supply chains as consumers “reimagine” their celebrations and intensify pandemic-driven changes in the way they shop, according to a holiday retail survey from Deloitte, released this week.
The consulting firm published its 2020 Deloitte Holiday Retail Survey: Reimagining Traditions report Tuesday, offering insights into how Covid-19 is affecting the 2020 holiday season. The firm surveyed more than 4,000 consumers nationwide in early September and found that online shopping growth will intensify through the end of the year, as will related demands for a “contactless” experience and free shipping and returns. Supply chains that can capitalize on those trends will be best positioned for this year’s uncharacteristic holiday shopping season, the researchers said.
“The key for retailers is to stay flexible and offer options that appeal to consumers’ changing behaviors and address their evolving needs,” Rod Sides, vice chairman, Deloitte LLP, and U.S. retail, wholesale, and distribution leader, said in a statement announcing the survey findings. “Those that do will likely be better positioned for a bright holiday season.”
Among the key findings, “home” will take on new meaning for shoppers this season, as consumers cut back on travel and other holiday experiences and instead focus their spending on non-gift items such as home, holiday furnishings, and non-gift apparel. Consumers are expected to spend 34% less on socializing away from home this season and 12% more on non-gift purchases, for example. Spending on gifts and gift cards is expected to fall 5% compared to last year.
How consumers shop will also change. Continuing a pandemic-driven trend, more than half of those surveyed said they remain anxious about in-store shopping due to Covid-19 and 49% said they won’t return to pre-Covid shopping behavior until a vaccine is developed. Key survey statistics include:
Among those who plan to shop predominantly online, nearly two-thirds of consumers will do so to avoid crowds (65%), because they prefer the convenience of shopping at home (64%), and they want to take advantage of free shipping or delivery options (60%).
More than two-thirds (69%) of consumers said they prefer shopping at a store closer to their home, and that 64% of their shopping budget will be spent online during the holidays.
As consumers seek out safe and convenient options, 35% of shoppers indicated a preference for buy online and pick-up in store (BOPIS), and the use of curbside pick-up (27%), which is expected to more than double from last year.
Free return shipping is expected to be in high demand, as 70% of consumers said they prefer a retailer that offers this option to make product returns most convenient.
While safety and convenience are important, a “great deal” continues to win the day, with 61% of consumers noting its relevance in selecting a retailer.
Retailers with strong omnichannel and last-mile delivery strategies will be in the best position to deliver on those requests, the survey also found.
“More than ever, shoppers are looking for safe and convenient ways to keep the season fun and festive. As a result, more shoppers are turning to contactless shopping options like home delivery and curbside pickup for safety and convenience,” said Stephen Rogers, executive director, Deloitte Insights Consumer Industry Center. “This holiday season is going to test even the best supply chains and logistics.”
A study from Austin, Texas-based e-commerce shipping solutions provider ShipStation, echoes some of those findings, especially when it comes to last-mile delivery. The firm's mid-October report Last Touch, Lasting Impact: The 2020-2021 Edition shows that pandemic-driven increases in online shopping have made the delivery experience more influential than ever, with 84% of shoppers saying it stands out most in the e-commerce customer experience, up from 80% in 2019, according to the research.
“As the pandemic forced nearly every industry to shift to digital operations, the retail industry saw a massive surge in e-commerce purchases followed by major strain on the supply chain,” Cindy Schulz, general manager at ShipStation, said in a statement announcing the survey results. “Our data shows that while consumers have become a bit more patient as a result, shipping still plays a critical role in converting and retaining customers. In fact, 92% agree that knowing their order will arrive when expected is a key factor in their online purchase decisions.”
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.
Shippers are actively preparing for changes in tariffs and trade policy through steps like analyzing their existing customs data, identifying alternative suppliers, and re-evaluating their cross-border strategies, according to research from logistics provider C.H. Robinson.
They are acting now because survey results show that shippers say the top risk to their supply chains in 2025 is changes in tariffs and trade policy. And nearly 50% say the uncertainty around tariffs and trade policy is already a pain point for them today, the Eden Prairie, Minnesota-based company said.
In a move to answer those concerns, C.H. Robinson says it has been working with its clients by running risk scenarios, building and implementing contingency plans, engineering and executing tariff solutions, and increasing supply chain diversification and agility.
“Having visibility into your full supply chain is no longer a nice-to-have. In 2025, visibility is a competitive differentiator and shippers without the technology and expertise to support real-time data and insights, contingency planning, and quick action will face increased supply chain risks,” Jordan Kass, President of C.H. Robinson Managed Solutions, said in a release.
The company’s survey showed that shippers say the top five ways they are planning for those risks: identifying where they can switch sourcing to save money, analyzing customs data, evaluating cross-border strategies, running risk scenarios, and lowering their dependence on Chinese imports.
President of C.H. Robinson Global Forwarding, Mike Short, said: “In today’s uncertain shipping environment, shippers are looking for ways to reduce their susceptibility to events that impact logistics but are out of their control. By diversifying their supply chains, getting access to the latest information and having a global supply chain partner able to flex with their needs at a moment’s notice, shippers can gain something they don’t always have when disruptions and policy changes occur - options.”
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.”