供应链中断对零售业造成了严重影响

The global supply chain is experiencing stress unlike anything before. From clogged and backed-up shipping ports to trucker shortages, shelves are empty and retailers are feeling the effects. Supply chain’s dire challenges are severely hindering retail businesses’ bottom line, throwing forecasts and plans into disarray. We’ll examine the impact on retail and how retail leaders better plan for disruption to be more resilient in turmoil. 

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Supply chain turmoil sent retail into uncharted territory

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The world went through major event after major event from 2020 to today. First, unforeseen consumer demand during the pandemic caused supply shortages in retail stores. According to Forbes, retail sales went up an estimated 6.7% in 2020. The five-year average was only 4.4%. Several key items were difficult for retailers to stock, especially essentials like food, cleaning supplies, and personal hygiene products. Although retailers benefitted from the sales, increased consumer demand without adequate supply left retailers seeing consumers leave empty-handed, missing ample sales opportunities. 

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Because of increased consumer purchasing, shipping container volume hit record numbers. In fact, CNBC reported that the Port of Los Angeles saw 16% more traffic in 2021 than in 2020. Additionally, automotive and technology retailers felt the squeeze of pandemic-related factory closures, like a severe shortage of computer chips essential to the manufacturing of cars and computers. The pandemic’s impact was manifold for retailers around the world. 

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The disruptions simply piled up. A blockage in the Suez Canal caused an 11% spike in late retail shipments. Trucks move 72% of American freight but a trucker shortage to the tune of an 80,000–person deficit threw the industry off balance.  

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Retailers are still contending with these uncertain and completely unpredictable times, and without tools to combat unforeseen events, they could be left in the lurch.  

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Retailers are feeling the stress 

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According to industry publication Supply Chain Dive, 98% of retail executives reported supply chain issues in 2021. Of the same cohort of executives, 59% said their product price or shipping costs would increase for consumers. Most troubling for retailers, 6% of executives said they were taking a margin hit in order to keep prices level for shoppers. 

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In 2021, the Christmas tree business faced an unprecedented hike in shipping costs. Per Retail Dive, the National Tree Company typically paid $2,000 to $3,000 for ocean-bound shipping containers, but in 2021, that price jumped up to a staggering $25,000. It can feel impossible to maintain a healthy margin with such extreme fluctuations in expected norms. 

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It’s not only shipping that is troubling retailers today. A labor shortage leaves retailers with no choice but to make some hard decisions about their operations. Many stores, especially smaller retailers, were forced to close stores, adjust open hours, send apology emails to customers for disruptions in service and expectations, and more. Even retail giant Walgreens experienced the stress, needing to spend $120 million more on labor to assist current staff, who are stretched thin and in dire need of reinforcements.  

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But retailers don’t need to flounder when hit with unexpected challenges. 

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Resilience is possible

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Anaplan gives retail leaders the ability to use concrete metrics across the entire enterprise for continual optimization from supply chain to consumer. These same data points and a clearer and more open line of visibility help leaders find areas of improvement and risk quickly, allow exact pinpointing of opportunities to improve performance.  

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Dynamic real-time supply chain forecasts also enable granular adjustments at the lowest possible level to adequately to react to the lowest possible product, time period, and location levels. Then, supply chain leaders can easily modify baseline forecasts to allow ongoing course corrections using scenarios and to incorporate leading indicators and external data versus history to provide guidance to forecasts. Of course, with Anaplan’s ability to connect both internal and external stakeholders to access and absorb each other’s data, supply chain leaders can engage in open collaboration and forecasting with vendors, suppliers, and trading partners. 

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All of this makes Anaplan an essential tool for combatting extreme disruptions to retail operations where possible, from supply chain stress to personnel shortages, allowing each business unit to share, react, and adjust operations to meet the industry’s challenges. 

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Conclusion 

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Global turmoil doesn’t need to send retailers into a tailspin. Although it’s beyond simple to get caught in a trap of inadequate or outdated plans due to disruption, Anaplan allows on-the-fly adjustments, “what-if” scenario planning, and open communication between partners and internal leaders to allow resilient operations. Become impervious to the rapidly changing world of today by adopting Anaplan to increase resilience, stabilize or improve margin, and stay competitive in an increasingly volatile market. 

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全球供应链正经历着前所未有的压力。从运输港口拥堵不堪，到卡车司机短缺，货架上空空如也，零售商也感受到了影响。供应链的严峻挑战严重阻碍了零售企业的盈利，使预测和计划陷入混乱。我们将研究对零售业的影响，以及零售业领导者如何更好地规划中断，以便在动荡中更具弹性。

供应链的动荡使零售业进入了未知的领域

从2020年到今天，世界经历了一个又一个重大事件。首先，大流行期间无法预见的消费者需求导致零售商店供应短缺。据福布斯报道据估计，2020年美国零售额增长了6.7%。五年平均值仅为4.4%。零售商难以备货一些关键物品，尤其是食品、清洁用品和个人卫生用品等必需品。尽管零售商从销售中受益，但消费者需求的增加却没有充足的供应，这让零售商看到消费者空手而归，错过了大量的销售机会。

由于消费者购买量的增加，集装箱运输量创下了历史新高。事实上,CNBC报导洛杉矶港2021年的交通量比2020年增加了16%。此外，汽车和技术零售商感受到了与大流行相关的工厂关闭的压力，比如汽车和电脑制造所必需的电脑芯片严重短缺。疫情对全球零售商的影响是多方面的。

干扰只是堆积起来。苏伊士运河的堵塞导致晚些时候的零售货运量飙升11%。卡车运输了美国72%的货物，但卡车司机却短缺了8万人- - - - - -人员短缺使这个行业陷入困境平衡。

零售商仍在与这些不确定和完全不可预测的时代作斗争，如果没有工具来应对不可预见的事件，他们可能会陷入困境。

零售商也感受到了压力

根据行业刊物供应链潜水在美国，98%的零售高管报告了2021年的供应链问题。在同一群高管中，59%的人表示，他们的产品价格或运输成本将增加。最令零售商感到不安的是，6%的高管说，为了保持对消费者的价格水平，他们的利润率受到了冲击。

2021年，圣诞树行业面临着前所未有的运输成本上涨。每零售潜水在美国，国家树木公司通常为海运集装箱支付2000至3000美元，但在2021年，这一价格飙升至惊人的2.5万美元。在预期标准出现如此极端的波动的情况下，保持健康的利润是不可能的。

如今困扰零售商的不仅仅是运输问题。劳动力短缺让零售商别无选择，只能对他们的运营做出一些艰难的决定。许多商店，尤其是较小的零售商，被迫关闭商店，调整营业时间，向顾客发送道歉邮件，以弥补服务和期望的中断，等等。甚至零售巨头沃尔格林经历了压力，需要花费1.2亿美元的劳动力来帮助现有的员工，他们已经捉襟见肘，急需增援。

但零售商在遭遇意想不到的挑战时并不需要挣扎。

韧性是可能的

anplan使零售领导者能够在整个企业中使用具体的指标，从供应链到消费者进行持续优化。这些相同的数据点和更清晰、更开放的可见性线有助于领导者快速发现改进和风险的领域，从而准确地确定提高绩效的机会。

动态实时供应链预测还可以在尽可能低的水平上进行粒度调整，以充分做出反应到尽可能低的产品、时间段和位置级别。然后，供应链领导者可以很容易地修改基线预测以允许使用场景进行航向修正我非公司领先指标和外部数据与历史数据相比较，为预测提供指导。当然，凭借anplan连接内部和外部利益相关者访问和吸收彼此数据的能力，供应链领导者可以做到这一点参与与供应商、供应商和贸易伙伴的公开合作和预测。

所有这些都使anplan成为应对零售业务极端中断的重要工具，从供应链压力到人员短缺，它允许每个业务部门共享、反应和调整运营，以应对行业挑战。

结论

全球动荡并不一定会让零售商陷入混乱。虽然由于中断而陷入计划不充分或过时的陷阱并不容易，但anplan允许即时调整，“假设”情景规划，以及合作伙伴和内部领导之间的公开沟通，以实现弹性运营。通过采用anplan来增加弹性、稳定或提高利润率，并在日益动荡的市场中保持竞争力，从而免受当今快速变化的世界的影响。