Recently the supply chain landscape has been flooded by a massive wave of new technologies and associated strategies, leaving practitioners with the daunting task of sorting out which ones are right for them.
To help ease that pain, Gartner Inc. recently released its "Hype Cycle for Supply Chain Strategy, 2017," which graphically shows where various technologies and technology-enabled strategies lie along the adoption curve. (To see the cycle and read an explanation of the methodology, see the associated sidebar, "Gartner's Hype Cycle explained.") In particular, the report highlights nine that it says will achieve mainstream adoption levels in five years or less:
1. Descriptive analytics is the application of analytics to describe what is happening or has happened. It includes such capabilities as reporting, dashboards, supply chain visibility, data visualization, and alerts. According to Gartner, many organizations report that descriptive analytics have already helped to significantly improve their operations. Indeed this is the only technology covered in the report that Gartner believes has matured enough that its applicability and relevance are well understood and the criteria for evaluating a vendor are clearly defined. Estimated time to mainstream adoption: less than two years
2. Centers of excellence (COEs) are centralized groups that focus on identifying, designing, developing, and implementing best practices across the business. Gartner's research indicates that 78 percent of supply chain organizations have one or more COEs. However, many of these COEs lack a coherent organizational structure, says Gartner, due to weak mandates, uncertain missions, and unclear governance and performance metrics. For this reason, Gartner does not believe that the practice is fully mature. However, as more organizations advance their expertise, Gartner expects the COE will develop further and be used more productively by more companies. Estimated time to mainstream adoption: within the next two years
3. Diagnostic analytics seek to explain why something—an event or a trend—happened. According to Gartner, to implement diagnostic analytics, a company needs to have already implemented descriptive analytics and have a clear understanding of all the relationships in its supply chain. As analytics in general improve and the availability of real-time data from technologies like the Internet of Things (IoT) increases, Gartner believes that more companies will implement diagnostic solutions. Estimated time to mainstream adoption: two to five years
4. Targeted supply chain segmentation involves techniques such as categorizing customers or suppliers as high priority or treating parts or inventory differently based on volume. While segmentation has been around as a concept for at least 10 years, a documented approach based on industry consensus will go a long way toward speeding up adoption. Estimated time to mainstream adoption: within the next five years.
5. Supply chain management business-process-as-a-service is an external service that delivers standardized processes through a cloud-sourced technology platform. Examples include compliance and regulatory reporting, freight forwarding, customs processing, and aftermarket services. These services allow companies to gain incremental capabilities and efficiencies without having to buy a new software license or hire new employees. Estimated time to mainstream adoption: two to five years.
6. Supply chain visibility involves generating timely, accurate, and complete views of plans, events, and data across the entire supply chain, including external partners. Many organizations currently lack an end-to-end approach to supply chain visibility, says Gartner. But the firm believes that such visibility will become more standard as more mature IoT technologies and analytics solutions become available. Estimated time to mainstream adoption: over the next two to five years
7. Big data technologies are used to analyze large datasets to reveal patterns, trends, or associations. According to Gartner, there is a now a "post-hype" realization that more data does not necessarily lead to better insights. Today, organizations are focusing on improving analytics and integration to get more out of their big data. Estimated time to mainstream adoption: another two to five years
8. Social learning platforms provide personal productively tools, Web 2.0 applications, content repositories, and data sources that can help employees learn and share knowledge. In the supply chain space, Gartner sees social learning platforms as one way to address the large number of long-term employees retiring. They allow companies to capture their knowledge and share it with younger workers in a way that can be scaled across multiple business units and geographies. Gartner recommends integrating social learning within the company's organization-wide information technology (IT) program. Estimated time to mainstream adoption: two to five years
9. Solution-centric supply chains offer customers a personalized collection of products, data, and services from a digitally enabled ecosystem of partners. It's an approach seen mainly in the high-tech, medical, consumer, and industrial sectors at the current time. Estimated time to mainstream adoption: five years
All of these strategies and technologies are indicative of a general trend toward the "digitalization" of the supply chains, says Noha Tohamy, Gartner's vice president of supply chain research.
"Looking further out than five years, we can expect even more exciting technologies coming over the horizon," said Tohamy. "We expect that artificial intelligence, machine learning, corporate social responsibility, and cost-to-serve analytics will all drive significant shifts in supply chain strategies within the next decade."
Gartner's Hype Cycle explained
Gartner Hype Cycles provide a graphic representation of the maturity and adoption level of upcoming technologies and applications. The cycle consists of five stages:
1. Innovation trigger: A potential technology breakthrough triggers early proof-of-concept stories and media interest. Often no usable products exist and commercial viability is unproven.
2. Peak of Inflated Expectations: The early publicity generates a number of success stories—which are often accompanied by scores of less-well-known failures. Some companies take action; many do not.
3. Trough of Disillusionment: Interest in the technology wanes as experiments and implementations fail to deliver. Producers of the technology either merge or fail. Investments continue only if the surviving providers improve their products to the satisfaction of early adopters.
4. Slope of Enlightenment: More instances of how the technology can benefit the enterprise start to crystallize and become more widely understood. Second- and third-generation products appear from technology providers. More enterprises fund pilots, but conservative companies remain cautious.
5. Plateau of Productivity: Mainstream adoption starts to take off. Criteria for assessing provider viability are more clearly defined. The technology's broad market applicability and relevance are now well known.
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.