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.
Logistics and supply chain managers are getting smarter ... at least when it comes to using software intelligence to run their supply chains. Sixty-five percent of the respondents to this year's survey on supply chain software usage said they now use software for analysis.
That was one of the key findings of the annual study conducted jointly by the consulting firm Nucleus Research in Boston and DC Velocity. The findings are based on 167 responses received from readers of DC Velocity and its sister publication, CSCMP's Supply Chain Quarterly. The survey, now in its third year, provides a snapshot of how logistics and supply chain managers are using software to improve their operations.
The breakdown of survey respondents resembled that of previous studies. As in past surveys, manufacturers made up the largest category of survey takers, at 35 percent of respondents. Next came third-party logistics service providers (3PLs), at 15 percent. Wholesale distribution, retail, and transportation each accounted for 9 percent, while the remaining 23 percent fell into the "other" category.
A plurality of survey takers came from small companies, as was the case in past samplings. Forty-four percent of survey respondents work for companies with under $100 million in annual revenue. Sixteen percent came from companies with revenues of under $500 million, 9 percent from companies with revenues under $1 billion, 17 percent from companies with revenues between $1 billion and $5 billion, and 14 percent from companies with revenues exceeding $5 billion.
WMS STILL NUMBER ONE
So what software tools are readers using? As was the case in the past two surveys, warehouse management systems (WMS) topped the list, with 50 percent of respondents using this application. Because a WMS oversees distribution center operations, it stands to reason that this application would place first on the board with readers.
The second most commonly used application was also no surprise. Enterprise resource planning (ERP) software, which serves as the system of record for financial transactions, was used by 46 percent of the survey respondents. In third place were order management systems, used by 43 percent. Fourth on the list was transportation management software (TMS), used by 41 percent (an unsurprising result given that the software, which is used for managing carriers, is a mainstay of today's logistics operations). In fifth place on the list, cited by 35 percent, was analytics, a software category that's gaining in importance. (For the full list, see Exhibit 1.)
The ranking of the software tools in the middle also came as little surprise. Although demand planning offers value to companies selling or making thousands of stock-keeping units (SKUs), many of their smaller counterparts still aren't using sophisticated software tools for forecasting. Similarly, inventory optimization tends to be used by companies struggling to manage the inventory for thousands of SKUs across several locations.
The tools ranked on the bottom of this list are either of interest to a narrow base or are new technology. For example, distributed order management systems were used by 10 percent. This type of software is deployed specifically by omnichannel retailers to determine whether to fill an online order from a store or a warehouse/DC. Another application, the control tower system, which was also cited by 10 percent, is a nascent technology that's now only being deployed by multinational companies to manage the end-to-end supply chain. Ten percent of respondents were using trade management software, an application only of value to companies involved in cross-border trade. Finally, 8 percent were using demand sensing, an advanced application used currently by leading-edge consumer product companies to quickly discern changes in consumer buying preferences.
Thirty percent of those surveyed had bought new supply chain software in the past year. Most of the purchases were WMS packages, which were bought by 33 percent. Twenty-four percent bought a new TMS. Interestingly, the third most frequently purchased type of software was analytics, cited by 15 percent—another indication in our survey that more and more companies are interested in using software intelligence to gain insights into their operations.
THE PAYBACK STRUGGLE CONTINUES
The survey found that many companies are still struggling with the issue of payback on their software purchases. Although 43 percent of respondents said they had received the expected payback from a purchase, an equal number said they were unsure as to whether they had recouped their investment. On the other hand, 14 percent were firm in their view that their company had not received the expected return on their supply chain software investment. Given that a supply chain software license or subscription can run into the thousands of dollars and entail additional fees for consulting, training, and systems integration, many companies are clearly struggling with the issue of return on investment (ROI).
As the survey made clear, when it comes to payback, expectations vary all over the map. At one end of the spectrum were companies that expected payback within three months (7 percent). At the other were those that were willing to wait more than three years (6 percent). The remainder expected a return within one year (23 percent), within two years (10 percent), within six months (8 percent), and within three years (5 percent). It should be noted that 38 percent of survey takers said they did not know what the time frame was for expected payback at their company.
Many companies have found that cloud-based software provides a faster ROI than the traditional on-premise deployments; in fact, 49 percent of the respondents that are using cloud software said that this deployment method had shortened payback. Because cloud solutions do not entail added costs for installation, hardware, systems integration, maintenance, and custom coding, they are generally less expensive to implement than traditional on-premise applications. The lower upfront costs translate to a quicker payback.
Given those benefits, it's probably no surprise that the percentage of users moving to the cloud has increased over last year. Forty-five percent of survey respondents said that they are using cloud deployment for at least one type of supply chain software tool compared with only 33 percent in last year's survey.
GROWING USE OF ANALYSIS
The survey underscored the growing use of software intelligence to find answers to supply chain problems as well as some of the issues that come with using these tools. Sixty-five percent of respondents said they are now using software for analysis. What's interesting is that only 32 percent are using tools especially designed for analysis. That indicates that many companies doing software analysis are taking advantage of the embedded analytics that are increasingly found in more advanced TMS, WMS, and inventory optimization (IO) packages.
When it comes to using software intelligence, almost half of those doing analysis—49 percent—use their tools for diagnostics to troubleshoot the root cause of problems. Another 43 percent use software for conducting either descriptive or predictive analytics. (Descriptive analytics represents the most basic type of software intelligence as it details and compares performance, while predictive analytics generally takes the form of demand planning tools.) Surprisingly, 39 percent said they were engaging in so-called big data analysis, which involves sifting through reams of information for operational insights. Only 12 percent were making use of prescriptive analytics, in which remedies are proposed, and 13 percent were engaged in cognitive analytics, which uses self-learning and machine intelligence technologies to mine data. (See Exhibit 2.)
As for where they're applying these tools, the survey found that the majority—63 percent of those survey respondents who are using analytics—were using them for demand planning or forecasting, a critical business issue for companies trying to determine what to manufacture and distribute. Second on the list was inventory management, another important business issue as companies must balance the cost of buffer inventory against the potential loss of revenue from a missed sale. Third on the list was transportation, an area of concern as shippers seek to control shipping costs. (See Exhibit 3 for the complete list.)
Although more companies are turning to analytics, 25 percent have yet to take the plunge and another 10 percent are unsure if their companies are making use of these capabilities. When the non-users were queried about the reasons for their hesitation, the number one reason was lack of IT support, cited by 32 percent. (See Exhibit 4.) That response is not surprising given that one of the issues bedeviling analytics right now is that many of tools are not easy to use and often require the expertise of data scientists to assist in interpreting the results. The lack of data visualization capabilities (which would allow users to see the results in the form of charts and graphs) and the need to use third-party software like Tableau to provide any type of results visualization have been factors in hindering greater adoption of analytics in business disciplines like logistics and supply chain.
THE INTEGRATION CHALLENGE
Survey takers were also asked to name the biggest challenge they face to the successful deployment of a supply chain software application. As was the case last year, the number one challenge was systems integration, cited by 28 percent. Clearly, companies still find it difficult to get disparate systems to exchange information. Next on the list was the lack of information technology (IT) resources, cited by 21 percent of respondents. Inadequate support from upper management, named by 17 percent, was the third-most-frequently cited challenge. Other key hurdles were lack of good user training, cited by 12 percent, and lack of employee acceptance, also cited by 12 percent.
Finally, the survey underscores two themes in the business world in regard to information technology that, not surprisingly, are influencing supply chain software. Companies are increasingly turning to cloud deployments for software tools to receive a faster ROI and justify the expense. And despite obstacles such as the lack of data visualization, companies are starting to apply more analytics to gain insights into their operations in an effort to cut costs and boost profits.
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.