Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
In a typical year, August is prime time for retailers to stock up on inventory for back-to-school sales, Black Friday, and the holiday peak shopping season. But 2021 has been far from typical: E-commerce sales are soaring, import cargo is backed up at ports, warehouse space is tight, and trucking capacity is hard to find.
And this time around, they don’t even have safety stock to fall back on. The national inventory-to-sales ratio had fallen to a 10-year low at press time,according to data from the Federal Reserve Bank of St. Louis.In response, companies are training their spotlights on inventory management practices. Their goal is the same as it has been in past years—to meet consumer demand while simultaneously holding down storage costs through “just in time” delivery—but the challenges are harder this summer.
Retail inventory levels in June were 15% below the norm, according to the transportation, brokerage, and third-party logistics service (3PL) provider C.H. Robinson. That’s because of global supply chain disruptions that hit at the same time that consumers started spending their economic stimulus checks during the recovery from the pandemic recession, the company said.
Caught in that vise, retailers can’t replenish as fast as they’re selling, much less stock up for holiday demand. Many are ordering replacement goods weeks before they normally would, creating a historically early peak season in the retail supply chain and triggering a flood of imports into already crowded ports. Even worse, a tight market for warehouse space means that when retailers do get inventory, they’re struggling to find a place to store it, C.H. Robinson said. Some have started using shipping containers as makeshift storage, but that approach ties up equipment, exacerbating the global container shortage and intensifying the inventory crunch.
“Shippers, you should be making not just one plan but many contingency plans for inventory, including considering technology that can connect demand planning to transportation,” C.H. Robinson Vice President Noah Hoffman said in a statement circulated to members of the trade press. “Shoppers, I wouldn’t wait till Christmas Eve to hit the mall, and I’d get my online orders in by early November, because they could take four to six weeks to arrive.”
REPLACING INVENTORY WITH INFORMATION
The situation may sound dire, but experts say there’s a solution—one that lies not in novel tools and technology but in something much simpler. What retailers must do to solve the inventory puzzle, they say, is to accelerate the industry’s march toward a longstanding goal—real-time supply chain visibility.
In fact, some top retailers already have pretty good visibility over their inventory and are using the associated data to make day-to-day improvements in their e-commerce and omnichannel fulfillment operations, like cutting warehouse costs, optimizing labor use, or providing next-day shipping. The difference in this turbulent, post-Covid world is that they must now set their sights on a different goal—to batten down the hatches and survive the storm.
“It’s that age-old phrase, replacing inventory with information,” says Dan Gilmore, chief marketing officer forSofteon, a Reston, Virginia-based supply chain software developer. “If you’ve got a real-time [warehouse management system], having 95%-plus inventory accuracy is a critical foundation, whether the WMS is running in an e-commerce warehouse or a standard warehouse. But a lot of companies still use manual paper-based systems, and that leaves DCs off the grid, as it were, in terms of inventory visibility.”
The time is past when companies can afford to operate warehouses without a continuous flow of information on all of the items inside, agrees warehouse management system (WMS) vendorSnapfulfil. “Smarter warehouses recognize that inventory management is continuous, rather than a process that ends the minute a shipment is received and put away. Human error and manual/paper processes can both lead to inventory mishaps at multiple points, from goods-in to packing and shipping,” Snapfulfil’s chief product and delivery officer, Smitha Raphael, said in a white paper.
In the white paper, Snapfulfil argues that DCs can avoid such mishaps by investing in a powerful WMS, cloud software, and handheld devices for DC employees—which, combined, can provide instant visibility of inventory, wherever it’s located. “As buying trends shift, the ability to alter inventory locations on the fly is critical for productivity too. Inventory management is the root of efficiency throughout your operation, and by prioritizing it across processes, you’ll find that errors will drop while productivity and revenue begin to rise,” Snapfulfil said in the white paper.
LOOK OUTSIDE THE FOUR WALLS
The path to better visibility actually extends beyond the physical warehouse and encompasses a company’s entire distribution network, including each distribution center, retail store, and supplier, according to Softeon’s Gilmore. That might sound complex, but with tools like advance shipping notices (ASNs), electronic data interchange (EDI), and distributed order management (DOM) platforms, most users can easily obtain the data they need, he says.
“Then you can allocate in-transit inventories or inventory that’s been ordered but not yet shipped [to fill orders], and then you don’t need as much inventory overall,” Gilmore says. “You can also order and ship from multiple nodes instead of fixed-point sourcing, and use the vendor drop-ship process, so you can fulfill customer orders without holding any inventory.” That’s a particular plus for space-starved retailers that have resorted to storing goods in trailers or doing store replenishment directly, without using an intermediate point, he adds.
That need to manage inventory throughout the entire network—not just in DCs—becomes particularly acute in an age when fulfillment can happen from almost anywhere, according to a report from market research firm Incisiv, commissioned by supply chain software developerManhattan Associates Inc.“The e-commerce uptick of the last 12 months has necessitated a realignment of how retailers approach leveraging store associates, locations, and inventory,” Kevin Swanwick, Manhattan’s vice president for store solutions, saidin a releaseannouncing the findings of the report, The New Store Shopper in High-Touch Retail. “Associates became pickers and shippers; stores turned into mini-fulfillment centers; and in-store inventory was increasingly made available online.”
The transformation is not yet complete—many retailers still need to improve their in-store inventory management practices in order to reach warehouse-like levels of accuracy. To get there, retailers will have to find a way to manage in-store stock across all processes down to SKU (stock-keeping unit)- or item-level granularity, the research firm Gartner said ina 2021 report,Market Guide for Retail Store Inventory Management Applications.
“With the lines between store inventory and ‘upstream’ inventory blurring, retailers should evaluate their [store inventory management] deployment strategy holistically in conjunction with upstream demand forecasting, inventory allocation, and replenishment processes,” Gartner said in the report.
That may be a tall order for retailers still reeling from a string of supply chain disruptions, “black swan” events, and a deadly pandemic—and who now face potential delays during the critical holiday peak season.
But if the experts are right, companies could save the day by tightening up their inventory management practices. The challenge is intense, but those that are already leveraging tracking data to streamline their e-commerce operations may find they’ve been marching in the right direction all along.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.