Four years after the official end of the Great Recession in June 2009, U.S. companies are still proceeding with caution when it comes to inventory accumulation. Although domestic retail sales, especially for automobiles, are looking comparatively better than exports, American businesses remain hesitant to stockpile goods and materials.
Many manufacturers were caught off guard by the recent slowdown in the emerging markets. Brazil's 2012 real gross domestic product (GDP) growth rate, for example, was just 1.0 percent. The slower growth in those markets meant weaker U.S. exports beginning in the latter half of 2012 and continuing to the present. This dampened demand is expected to continue, and IHS Global Insight has revised downward most real GDP growth forecasts for emerging markets for both the near term and the long term. That said, GDP growth in emerging markets still far outpaces growth in the advanced economies.
Article Figures
[Figure 1] Manufacturing and trade (inventory/sales ratio)Enlarge this image
[Figure ] Real stock of inventories (billions of chained US dollars, end of period)Enlarge this image
With eurozone economies digging deeper into recession territory, U.S. manufacturers face weaker demand for exports into that region as well. The European debt crisis took a new turn earlier this year, with the Cyprus banking crisis reminding many that even though certain risk has dissipated somewhat, Europe still has significant problems that will not be solved in the near term. In fact, the so-called PIGS countries (Portugal, Italy, Greece, and Spain) are facing tremendous difficulty in gaining economic traction, creating a downside risk for U.S. exports.
U.S. consumers to the rescue
The recent momentum of U.S. auto sales plus the apparent uptick in housing starts and prices point to a release of pent-up demand that is supported by relatively modest inflation, payroll gains, and surging consumer confidence. Most interestingly, wage gains have recently started to outpace price increases, not because wage gains are strong—in fact they are anemic—but because price increases have been very modest.
IHS Global Insight forecasts indicate that real consumer spending will increase 1.9 percent in 2013, and then will increase 2.4 percent in 2014 as the impact of the U.S. federal budget sequester dissipates. Consumers may be spending at an average pace, but they are feeling considerably better and spending at record levels on autos. The June 2013 reading of the Conference Board's Consumer Confidence Index stood at the highest level since January 2008. Also in June, U.S. auto (light vehicle) sales reached 15.9 million units (seasonally adjusted annualized rate); that's the highest level since November 2007. Sustained auto inventory, greater credit availability, a large number of aging vehicles that need to be replaced, and the introduction of high-quality new products by automakers have created a very favorable environment for purchasing new vehicles. IHS Global Insight expects U.S. light-vehicle sales to end up at around 15.4 million units for 2013, and then to jump to 15.8 million units for 2014.
Inventory outlook
Since the Great Recession (December 2007-June 2009), the U.S. manufacturing and trade (wholesalers and retailers) inventory-to-sales ratio has been hovering in the 1.25 to 1.30 range. (See Figure 1.) The uptick in that ratio in the latter half of 2012 was due to aircraft orders, which have a long production cycle and thus boost work-in-progress inventory. Of course, the recent weakness in manufacturing is being offset by the relative strength of domestic demand.
For their part, retailers have been very cautious when it comes to inventory building because of tight margins and sluggish demand. In addition, technological advancements in supply chain management and the expanding role of e-commerce are making excessive inventory holdings a thing of the past. Currently, U.S. e-commerce retail sales stand at 5.5 percent of all retail trade; IHS Global Insight expects that market share to grow to over 7.4 percent by the fourth quarter of 2017. The rise in online sales places considerable downward pressure on retail inventories. Nevertheless, retail inventories overall are expected to continue to trend upward. We expect retail inventories to surpass their pre-recession peak before 2015.
As manufacturing recovered in 2012, manufacturing and wholesale inventory levels bounced back. (See Figure 2.) In particular, wholesale inventories, which benefit from manufacturing and retail inventories, surpassed their pre-recession peak in mid-2012. The forecast for manufacturing inventory growth is expected to be slightly weaker than that for wholesale inventory growth. In addition, retail inventory growth is likely to outpace that for wholesale.
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.”