Respondents to DC Velocity 's 2011 Outlook Survey are cautiously optimistic about the economy. But they're not ready to throttle down their cost-cutting efforts just yet.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
What's on tap for 2011? The leading professional association for business forecasters—The National Association for Business Economics—expects moderate growth for the year overall, with gross domestic product inching up 2.6 percent. Most DC Velocity readers apparently see things much the same way, expressing guarded optimism about the year ahead.
Our annual Outlook survey of readers found that 52 percent were optimistic that economic conditions will improve. Just 22 percent said they remained pessimistic about the nation's economic future, while 26 percent said they were unsure what 2011 would hold.
The online poll was conducted in early November just after the mid-term elections. A total of 193 readers took part in the survey. The majority of the respondents said they worked for manufacturers (33 percent) or distributors (27 percent). The remainder worked for logistics service providers (20 percent), retailers (11 percent), or other types of businesses (9 percent).
Although survey respondents were generally hopeful about the future, only a handful expect the economy to come roaring back. Just 15 percent said they thought the U.S. economy would see strong growth in 2011. Another 48 percent predicted weak growth, and 34 percent said business would be flat. Three percent declined to speculate.
When it came to their own company's revenue prospects for 2011, respondents were more bullish than they were about the overall economy. Thirty-seven percent foresaw strong sales growth for their companies, and 22 percent said they expected at least weak growth. Another 35 percent predicted sales would be flat, while 6 percent said they were unsure how their companies would fare in the coming year.
Bracing for higher fuel costs
Despite their optimism, the survey respondents clearly plan to hold the line on spending in 2011. When asked about their 2011 spending plans for logistics and related products and services, 48 percent of respondents said they expected their expenditures to remain at 2010 levels. Only 36 percent said they thought their companies would boost their spending. Another 8 percent expect a drop in company spending, while the same percentage said they were unsure about their organizations' spending plans.
Among those respondents who expect to boost their spending, the biggest share—45 percent—estimated their expenditures would increase by 3 to 5 percent. About 28 percent projected an increase of 5 to 9 percent, while 10 percent put the increase at just 1 to 2 percent. Only 17 percent said their logistics spending would jump by 10 percent or more in 2011.
When asked specifically about their plans for buying transportation services, 45 percent of the respondents said they expected their expenditures to increase. Another 40 percent said their spending would remain the same, 6 percent predicted a decrease, and 9 percent said they weren't sure. It's worth noting that regardless of their spending plans, survey respondents largely agreed on where energy costs were headed. Eighty-four percent said they believed fuel prices would rise in 2011.
As for what kinds of transportation services respondents plan to buy in 2011, less-than-truckload (LTL) topped the list. Sixty-six percent of survey takers said they would be contracting for LTL service. That was followed by truckload service (61 percent) and small-package service (55 percent). (See Exhibit 1.)
Survey respondents were also asked about their plans for outsourcing logistics services in the coming year. Of the 35 percent of respondents who currently use third-party logistics service providers (3PLs), 53 percent said they expected their use of third-party services to remain unchanged from 2010 levels. Thirty-five percent said they expected to increase their use of contract logistics services, while 12 percent said they planned to cut back on outsourcing.
When asked what type of material handling equipment they planned to buy during 2011, 43 percent mentioned racks and shelving. Next on the list were batteries and battery handling equipment (39 percent) and safety products (34 percent).
As for planned software purchases, it appears that readers are sticking with the tried and true. Twenty-eight percent of survey respondents said they intended to buy a warehouse management system (WMS), while 27 percent have set their sights on a new transportation management system (TMS). Also on the list were inventory planning software (21 percent) and supply chain optimization applications (20 percent).
Putting the brakes on spending
Although the survey respondents remain guardedly optimistic about the future, it appears they aren't ready to throttle down their cost control efforts just yet. The majority of survey takers indicated they would continue to seek ways to trim distribution expenses in 2011.
As for how they plan to go about it, the largest share of respondents said they would look to re-engineer their trucking spend. Forty-one percent said they planned to consolidate more shipments into full truckloads. The same percentage of respondents said they would seek to renegotiate rates with their carriers. (See Exhibit 2.)
The survey also showed that respondents will be adding some new weapons to their cost-cutting arsenal in 2011. While many will continue to pursue traditional approaches like load consolidation, it appears some have decided the time has come to deploy computer power and intelligence in their battle to contain distribution costs. Nearly one-third of respondents (31 percent) plan to invest in software to analyze their operations for additional savings opportunities.
As holiday shoppers blitz through the final weeks of the winter peak shopping season, a survey from the postal and shipping solutions provider Stamps.com shows that 40% of U.S. consumers are unaware of holiday shipping deadlines, leaving them at risk of running into last-minute scrambles, higher shipping costs, and packages arriving late.
The survey also found a generational difference in holiday shipping deadline awareness, with 53% of Baby Boomers unaware of these cut-off dates, compared to just 32% of Millennials. Millennials are also more likely to prioritize guaranteed delivery, with 68% citing it as a key factor when choosing a shipping option this holiday season.
Of those surveyed, 66% have experienced holiday shipping delays, with Gen Z reporting the highest rate of delays at 73%, compared to 49% of Baby Boomers. That statistical spread highlights a conclusion that younger generations are less tolerant of delays and prioritize fast and efficient shipping, researchers said. The data came from a study of 1,000 U.S. consumers conducted in October 2024 to understand their shopping habits and preferences.
As they cope with that tight shipping window, a huge 83% of surveyed consumers are willing to pay extra for faster shipping to avoid the prospect of a late-arriving gift. This trend is especially strong among Gen Z, with 56% willing to pay up, compared to just 27% of Baby Boomers.
“As the holiday season approaches, it’s crucial for consumers to be prepared and aware of shipping deadlines to ensure their gifts arrive on time,” Nick Spitzman, General Manager of Stamps.com, said in a release. ”Our survey highlights the significant portion of consumers who are unaware of these deadlines, particularly older generations. It’s essential for retailers and shipping carriers to provide clear and timely information about shipping deadlines to help consumers avoid last-minute stress and disappointment.”
For best results, Stamps.com advises consumers to begin holiday shopping early and familiarize themselves with shipping deadlines across carriers. That is especially true with Thanksgiving falling later this year, meaning the holiday season is shorter and planning ahead is even more essential.
According to Stamps.com, key shipping deadlines include:
December 13, 2024: Last day for FedEx Ground Economy
December 18, 2024: Last day for USPS Ground Advantage and First-Class Mail
December 19, 2024: Last day for UPS 3 Day Select and USPS Priority Mail
December 20, 2024: Last day for UPS 2nd Day Air
December 21, 2024: Last day for USPS Priority Mail Express
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.
The “series A” round was led by Andreessen Horowitz (a16z), with participation from Y Combinator and strategic industry investors, including RyderVentures. It follows an earlier, previously undisclosed, pre-seed round raised 1.5 years ago, that was backed by Array Ventures and other angel investors.
“Our mission is to redefine the economics of the freight industry by harnessing the power of agentic AI,ˮ Pablo Palafox, HappyRobotʼs co-founder and CEO, said in a release. “This funding will enable us to accelerate product development, expand and support our customer base, and ultimately transform how logistics businesses operate.ˮ
According to the firm, its conversational AI platform uses agentic AI—a term for systems that can autonomously make decisions and take actions to achieve specific goals—to simplify logistics operations. HappyRobot says its tech can automate tasks like inbound and outbound calls, carrier negotiations, and data capture, thus enabling brokers to enhance efficiency and capacity, improve margins, and free up human agents to focus on higher-value activities.
“Today, the logistics industry underpinning our global economy is stretched,” Anish Acharya, general partner at a16z, said. “As a key part of the ecosystem, even small to midsize freight brokers can make and receive hundreds, if not thousands, of calls per day – and hiring for this job is increasingly difficult. By providing customers with autonomous decision making, HappyRobotʼs agentic AI platform helps these brokers operate more reliably and efficiently.ˮ
RJW Logistics Group, a logistics solutions provider (LSP) for consumer packaged goods (CPG) brands, has received a “strategic investment” from Boston-based private equity firm Berkshire partners, and now plans to drive future innovations and expand its geographic reach, the Woodridge, Illinois-based company said Tuesday.
Terms of the deal were not disclosed, but the company said that CEO Kevin Williamson and other members of RJW management will continue to be “significant investors” in the company, while private equity firm Mason Wells, which invested in RJW in 2019, will maintain a minority investment position.
RJW is an asset-based transportation, logistics, and warehousing provider, operating more than 7.3 million square feet of consolidation warehouse space in the transportation hubs of Chicago and Dallas and employing 1,900 people. RJW says it partners with over 850 CPG brands and delivers to more than 180 retailers nationwide. According to the company, its retail logistics solutions save cost, improve visibility, and achieve industry-leading On-Time, In-Full (OTIF) performance. Those improvements drive increased in-stock rates and sales, benefiting both CPG brands and their retailer partners, the firm says.
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.