Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
Like it or not, SKU proliferation is a permanent fact of modern business life. We've known for
a long time that it stresses supply chain operations and planning—sometimes beyond reason. The real issue is not how to stop it, but how to deal with it—proactively and efficiently.
In the early days, when supply chain concepts were just being discovered, activists seized on
the phenomenon of SKU proliferation as a critical point of attack in making supply chains more
responsive and effective. We all "knew" that the model of continuous expansion did not make real
sense in satisfying consumer desires and was not ultimately sustainable.
Think things have improved in that arena over the past 15 or 20 years? Of course they haven't.
Consider what's happened with tooth brushing, for example. Where once our choices were limited to
soft-, medium-, or stiff-bristled toothbrushes and a handful of toothpaste brands, today dental
care products command their own mini-aisle in the supermarket.
Too much of a good thing?
Marketers may look upon those new flavors, scents, colors, packages, and sizes as job security.
But to logisticians and supply chain managers, it's unfettered SKU proliferation. And we all
know how dangerous unfettered SKU proliferation can be, don't we? Consider just a few of the
supply chain complications expanding SKUs create:
They clog the supply chain. Too many items, too nearly the same. Too much item master
maintenance, too many product life cycles to manage.
They cannibalize the movement and positioning of the "good" SKUs, turning "A" items into "Bs,"
turning "Bs" into "Cs," creating more "Ds." Where to locate things in the DC? What deserves to be
in the "golden zones"? Who knows what's hot and what's not?
They force smaller orders for a greater variety of products.
They increase total inventories, eating up capital and space.
They change the storage and shipment mix. They often have different cube/weight profiles than
the "normal" SKUs. That affects trailer loading, pick ergonomics, material handling parameters,
specific rack suitability, and who knows what else.
They can compromise or degrade material handling system performance.
They take up space that could be used more effectively with fewer, better SKUs. And they use
up pick faces, a critical commodity in effective fulfillment.
There's a lot more we could add, probably an almost endless list. One well-known observer has
gone so far as to proclaim that SKU proliferation is "wreaking havoc" on the economy. To the
extent that there is any pressure these days to reduce SKU counts, it seems to be coming from
the big box retailers, which generated much of the proliferation themselves.
Failure to communicate
Yet for all the warnings about the dangers of SKU proliferation, you don't see many companies
backing away from the practice. If anything, the trend seems to be accelerating. And not just
among manufacturers that feel compelled to churn out "new" products to keep up with their rivals.
We can point to a number of companies that have successfully competed on the basis of their vast
inventories, using their unmatched selection to wallop the competition.
These are not companies that are indulging in mindless proliferation, but rather ones that
are using controlled proliferation to support strategic direction. And they've avoided the
common supply chain execution problems by bringing their supply chain people into the planning
from the start. In other words, they're setting a place at the planning table for everyone
ultimately involved with fulfilling orders.
That might sound obvious, but the fact is, companies frequently fail to consult with their
supply chain people about the planned introduction of new SKUs. Too often, the warehouse only
learns about new SKUs when they begin to arrive. How many there might be and their attributes
may not be discovered until they've all been received.
To illustrate the value of giving the supply chain people a seat at the table, you need
look no further than the legendary, but true, tale of the well-known catalog merchant and
the flag poles. The merchant had found a deal on flag poles—brilliant merchandising in the
wake of 9/11, but not without logistical challenges. Unfortunately, the company stumbled in
the execution. Not only were putaway and storage found to be impossible when the poles arrived,
but they were also too long to be carried cross-wise down aisles by forklifts. The merchant
eventually solved the problem by shipping them back to the supplier for conversion to a
drop-ship product—a costly solution that would have been avoided if it had gotten the
logistics and material handling people involved early on.
Hold out for that seat
The potential pitfalls notwithstanding, the march of SKU proliferation isn't going to
slow down, let alone stop. How can you deal with it? Get a seat at the planning table;
get in the loop on new products, on corporate strategies, on catalog content. The cost and
service consequences of not being there ought to be clear enough by now. How many products
that are too long or too wide or too heavy to be stored, or picked, or conveyed effectively
is it going to take to hammer that message home?
Look, the buyers are going to continue to make mistakes, some of the merchandisers'
gambles aren't going to pay off, and a lot of your peers aren't going to fully appreciate
that the supply chain can't operate either in the dark or on auto pilot.
But someone else will be evaluating the players' performance in those other areas of the
company. Our worry isn't whether they're doing a good job or a bad one; it's how we can get
enough insight into the supply chain ramifications of their actions and decisions to make the
right decisions in our world.
In the meantime, there are channels to conquer, competitors to vanquish, catalogs to fill
with stuff that sizzles, stores to energize with stuff that's even hotter, and consumers—
who actually seem to like things like peanut butter and jelly in the same jar, or lime-flavored
cigarettes, or detergent in buckets too heavy to lift, for example—to both entice and
satisfy. It all adds up to SKU proliferation. So, buckle up, supply chain professionals; the
seat at the table is yours to claim.
Editor's note: For some practical ideas on how to deal with SKU proliferation, click here.
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 U.S. manufacturing sector has become an engine of new job creation over the past four years, thanks to a combination of federal incentives and mega-trends like nearshoring and the clean energy boom, according to the industrial real estate firm Savills.
While those manufacturing announcements have softened slightly from their 2022 high point, they remain historically elevated. And the sector’s growth outlook remains strong, regardless of the results of the November U.S. presidential election, the company said in its September “Savills Manufacturing Report.”
From 2021 to 2024, over 995,000 new U.S. manufacturing jobs were announced, with two thirds in advanced sectors like electric vehicles (EVs) and batteries, semiconductors, clean energy, and biomanufacturing. After peaking at 350,000 news jobs in 2022, the growth pace has slowed, with 2024 expected to see just over half that number.
But the ingredients are in place to sustain the hot temperature of American manufacturing expansion in 2025 and beyond, the company said. According to Savills, that’s because the U.S. manufacturing revival is fueled by $910 billion in federal incentives—including the Inflation Reduction Act, CHIPS and Science Act, and Infrastructure Investment and Jobs Act—much of which has not yet been spent. Domestic production is also expected to be boosted by new tariffs, including a planned rise in semiconductor tariffs to 50% in 2025 and an increase in tariffs on Chinese EVs from 25% to 100%.
Certain geographical regions will see greater manufacturing growth than others, since just eight states account for 47% of new manufacturing jobs and over 6.3 billion square feet of industrial space, with 197 million more square feet under development. They are: Arizona, Georgia, Michigan, Ohio, North Carolina, South Carolina, Texas, and Tennessee.
Across the border, Mexico’s manufacturing sector has also seen “revolutionary” growth driven by nearshoring strategies targeting U.S. markets and offering lower-cost labor, with a workforce that is now even cheaper than in China. Over the past four years, that country has launched 27 new plants, each creating over 500 jobs. Unlike the U.S. focus on tech manufacturing, Mexico focuses on traditional sectors such as automative parts, appliances, and consumer goods.
Looking at the future, the U.S. manufacturing sector’s growth outlook remains strong, regardless of the results of November’s presidential election, Savills said. That’s because both candidates favor protectionist trade policies, and since significant change to federal incentives would require a single party to control both the legislative and executive branches. Rather than relying on changes in political leadership, future growth of U.S. manufacturing now hinges on finding affordable, reliable power amid increasing competition between manufacturing sites and data centers, Savills said.
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.