There is a need for more efficient supply chain logistics, technologies, and systems to help alleviate the economic and social ills associated with rising and volatile food prices in emerging markets and less-developed countries.
Over the last three decades U.S. and world food prices have trended upward while becoming increasingly volatile (see Figure 1). This trend highlights the need for more efficient supply chain logistics, technologies, and systems to help alleviate the economic and social ills associated with rising and volatile food prices in emerging markets and less-developed countries.
Why food prices are rising
Several key factors have been behind the rise in average global food prices since 2004. These include misguided macroeconomic, monetary, and other government policies. For example, policies that promote the use of biofuels (such as ethanol, which typically is made from corn) have created new links between food and energy supply.
It is generally believed when world oil prices reach the US $70 to $80 per-barrel range, biofuels production becomes more competitive and several types of grains are diverted to the production of biofuels. According to the U.S. Energy Information Agency and the U.S. Department of Agriculture, in 2011 the United States produced nearly 14 billion gallons of fuel ethanol from approximately 5 billion bushels of corn, or approximately 39 percent of national production. Similarly, in 2011 Brazil produced about 6.5 billion gallons of ethanol from approximately 325 million metric tons of sugar cane, or 50 percent of national production, according to IHS Agricultural Services estimates.
There is a downside to that shift: the diversion of a substantial amount of corn production toward fuel has led to shortfalls in the production of corn-based food staples. Moreover, because grain's byproducts are major ingredients of livestock feed and such food necessities as bread and flour, the large-scale use of grain for biofuels has contributed to malnutrition in some less-developed nations. On the upside, second-generation fuel sources like ethanol have made modest progress in contributing to global fuel supplies. But they have yet to become a significant factor, as evidenced by the fact that Brazilian and U.S. fuel ethanol production combined accounted for approximately 90 percent of global ethanol production in 2011.
In addition to government policies, other important elements contributing to rising food prices include a growing middle class in emerging markets, rising world urbanization rates, sensitivity to bad harvests and supply chain disruptions in agricultural markets, and higher costs for fuel and fertilizer.
Improved living standards in many parts of the world, including Brazil, Russia, India, and China (BRIC), are raising the demand for fuels and food (see Figure 2). Moreover, as people become wealthier, they consume more meat. Increased demand for meat, in turn, affects overall food costs.
For one thing, it boosts demand for livestock feed, which is mostly grain. According to some estimates, it takes approximately 10 calories of grain to produce one calorie of meat. For another, more deliveries of meat to consumer markets means greater demand for expensive fuel. Adding to the upward pressure on food prices is the combination of 1) rising food transportation costs due to higher petroleum and other energy prices, and 2) rising fertilizer prices caused by increasing demand for products that enable the higher grain yields required to meet the ever-increasing demand for meat.
The German statistician Ernst Engel (1821-1896) discovered that as income increases, the percentage of household income spent on food declines, even though the total amount spent on food actually rises. Thus, as countries transition to more-developed economies, households tend to dedicate a smaller share of their budgets to food and other necessities—even though the absolute level of food consumption increases.
Over the last decade, American consumers spent a smaller percentage of their household incomes on food than consumers in any other country. And although the North American and Western European middle classes are struggling with declining median household income (adjusted for inflation), their counterparts in many emerging markets have made consistent income gains over the last decade. India in particular has made tremendous strides on this front. In 2000, the average Indian family spent 41.7 percent of its outlays on food; 10 years later, this share had decreased to 27.7 percent. During the same period, Chinese consumers' spending on food as a percentage of total outlays dropped less dramatically, from 29.2 percent in 2000 to 22.3 percent in 2010. As predicted by Ernst Engel, the total dollar amount of food spending per capita has increased while the percentage of household outlays devoted to food has decreased.
Parallel with the growth of the middle class in many large countries, the global urbanization rate for the first time in history surpassed the 50-percent mark sometime between 2001 and 2004. As urbanization rates increase, the pressure on farm productivity and supply chain efficiency increases as well.
The food supply chain: A call to action
Global and domestic food supply chains are complex and heterogeneous within or among countries. In general, agriculture, fisheries, and aquaculture are the furthest upstream; manufacturing and packaging of processed food occupy an intermediate space, with trade (wholesalers and retailers) and services (such as restaurants) further downstream. There have been considerable gains in recent years in emerging countries related to their food-supply networks. Recent advances in Internet and mobile communications have greatly enabled market mechanisms to improve food supply chain dynamics and assist in the monitoring and mitigation of food-price volatility.
There are several areas that can help many emerging countries improve the delivery of food to end users, either domestically or globally, thus reducing food-price volatility while simultaneously increasing supply:
Supply chain expertise, such as efficient consumer response (ECR), that assists the entire food supply chain in monitoring consumers closely while providing food at a lower price;
Implementation of food safety, hygiene, and quality standards;
Government infrastructure projects that promote efficiencies in delivering food to domestic or global end markets;
"Cold" logistical and supply chain systems to improve the quality of perishables during transportation; and
Opening up domestic markets to Western products and multibrand retailers.
Accelerating global economic integration over the last 30 years continues to elevate per-capita incomes in the developing world. Consistent with economic theory, as incomes rise the share of expenditures dedicated to necessary goods, such as food, follows a path of continuous decline while the absolute levels of consumption continue to rise. In turn, increases in food consumption, in conjunction with global financial and macroeconomic policies, have been putting increasing pressure on the price of food staples, inputs to meat production, biofuels, and other energy components. Consequently, the importance of efficient supply chain mechanisms for delivering food within and across borders has become more important than ever. To ensure efficient distribution of food supplies, supply chain managers worldwide will be faced with unique challenges and opportunities to ensure that consumers receive an adequate supply of food to meet their needs, thus helping to sustain, nourish, and further grow the global economy.
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.
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.
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.”