Should companies continue to follow a just-in-time inventory management strategy? Or should they go back to holding safety stock just in case stockouts occur? The answer is a little bit of both.
Jonathan Byrnes (jlbyrnes@mit.edu) is a senior lecturer at the Massachusetts Institute of Technology (MIT) and is founder and chairman of Profit Isle, a SaaS profit-analytics Enterprise Profit Management company. He is author of Islands of Profit in a Sea of Red Ink and co-author, with Profit Isle CEO John Wass, of Choose Your Customer: How to Compete Against the Digital Giants and Thrive.
John Wass is CEO of Profit Isle and former senior vice president of Staples. He is a co-author of the recently published book, Choose Your Customer: How to Compete Against the Digital Giants and Thrive.
A November Wall Street Journal headline declared, “Companies Grapple with Post-Pandemic Inventories Dilemma.” The first paragraph read, “Companies are wrestling with how big their inventories should be, since the pandemic highlighted the danger of having both too much and too little stored away.” According to the article, the most important inventory question facing managers today is whether their supply chains should be just-in-time (with low inventories) or just-in-case (with high inventories).
Two important principles will enable managers to answer this question today:
The right amount of inventory for a particular product serving a specific customer depends on the customer’s profitability and the product’s demand pattern (in other words, is demand steady or erratic); and
The right definition of excellent service is always keeping your promises to your customers, but you don’t have to (and should not) make the same promises to all customers.
In other words, the right answer to the just-in-time vs. just-in-case question is both; companies should run multiple parallel supply chains with the supply chain structure and inventory strategy tailored to the specific customer and product.
In the past, this was impossible to do because companies did not have adequate information on customer profitability and product demand patterns. Instead they had to watch broad aggregate financial metrics like revenue, gross margin, and cost. They also had to monitor aggregate supply chain metrics like the percent of complete on-time order shipments. As a result, service intervals (the time between when an order is received and when the customer receives the shipment) were typically the same for all customers. In that era, it made sense to have broad, companywide policies for inventory management, like just-in-time vs just-in-case.
But today, advance analytics and business intelligence tools, such as an enterprise profit management (EPM) system, can provide profitability metrics down to the transaction level. These systems can produce the profit and demand variance information needed to set the right inventory and service intervals for every product ordered by every customer. Because an EPM system tracks every order, managers can determine both every customer’s demand variance (order pattern) for every product they purchase and every customer’s profitability. This enables astute managers to make the right service interval promises to each customer for each product, which provides the basis for determining the right inventory levels for each customer-product set.
Managers across industries who use EPM systems typically find a characteristic customer profitability pattern:
20% of their customers typically generate about 150% of the company’s profits. These “Profit Peak” customers are their large, high-profit accounts. For these customers, the objective is to flawlessly meet their needs and find ways to create service innovations that grow these relationships.
30% percent of their customers are large, money-losing accounts that end up eroding about 50% of the profits gained from the “Profit Peak” customers. In our experience, the problem with these “Profit Drain” customers is rarely that they are being offered below-market pricing but rather that they are accruing excessively high operating costs. For example, the customer may be ordering too frequently or holding excessive safety stock. In many cases, these practices are costly for both companies but can often be easily reversed.
50% of their customers are small accounts that produce minimal profit but consume about 50% of a company’s resources. For these “Profit Desert” customers, the goal is to reduce the operating costs associated with serving them while growing the few that are development prospects.
When a company is able to identify which of the three profitability categories a customer falls into and what the demand/order pattern for the product is, it finally becomes feasible and practical to tailor its inventory strategy to the customer. The company can now individualize (and keep) its customer service promises.
Make the right promises
Figure 1 presents a matrix that shows example service intervals that a company might promise to its customers. The columns represent profit-based customer segments, while the rows represent steady- vs. variable-demand patterns.
[Figure 1] What service interval should you be providing? Enlarge this image
Profit Peak customers and steady-demand products: Your Profit Peak customers provide your core profitability. Your most important supply chain task is to give each profit peak customer what it needs every time (unless supply chain disruptions make this impossible for a time). Their service interval is set at one-day (or less).
The amount of inventory needed for your profit peak customers depends on their demand variance. (Actually, it depends on the degree to which you can forecast their demand; a customer may have a lot of variance, but if you can forecast it, you can plan your inventory purchases to match the customer’s demand peaks and valleys.)
High-profit customers with steady demand products (for example, major urban hospitals buying IV solutions) only require low inventory levels. Their supply chains should be “flow-through pipelines” with minimal inventory at each point. (In other words, inventory should be replenished at a steady rate at every point in the supply chain to match the customer’s steady volume of consumption. You should only hold just enough safety stock inventory to meet emergencies.)
Profit Peak customers with variable-demand products: High-profit customers with variable-demand products (for example, major urban hospitals trying a new type of safety glasses) warrant a lot of safety stock. For these critical customers, you need to carry enough just-in-case inventory to ensure that they will almost never run out of product.
If the local distribution center (DC) runs low on one of these products, you should expedite shipments from a central facility at no cost to the customer. Their service interval is set at one day, as well.
Profit Drain customers with steady-demand products: Profit Drain customers with steady-demand products (for example, distant mid-sized hospitals purchasing IV solutions) also require only low levels of inventory. They also should have flow-through pipeline supply chains. However, their steady demand means that you will not have to carry safety stock locally. If local stock is tight, they should have lower priority than your Profit Peak customers.
Here, the service interval again should be one day, with the understanding that it will stretch to two to three days on the rare occasions that your local DC is low on stock and reserving product for your Profit Peak customers. If they insist on getting faster service in these unusual occasions, they should bear the cost of expediting the product from a central warehouse.
Profit Drain customers with variable-demand products. If a large, money-losing customer has erratic demand for a product (for example, a distantly located mid-sized hospital buying fashionable flowered gowns), it is not necessary to hold high levels of local safety stock. Instead, you should set a service interval (perhaps three days) that enables you to bring stock in from a central warehouse. The safety stock inventories of these products in the local DC should be reserved for your higher priority Profit Peak customers.
Profit Desert customers with steady-demand products: Your Profit Desert segment is comprised of numerous small customers. Typically, the top quartile of this segment (arrayed in descending order by profit) is quite profitable, the bottom quartile is quite unprofitable, and the middle quartiles produce negligible profits. Although the aggregate demand is stable, the demand for a local DC serving these customers can be very unpredictable.
The top quartile Profit Desert customers should get priority on order fulfillment over the other three quartiles. The service interval for steady-demand products (for example, consumables ordered by small machine shops) might be set at three days. In most cases, your top quartile Profit Desert customers will receive their orders in one day, but if your large Profit Peak and Profit Drain customers have a surge in demand, the three-day service interval provides ample time to bring product in from a central warehouse while still meeting your service commitments. The other three quartiles of Profit Desert customers would typically have a three-day service interval.
Profit Desert customers with variable-demand products: The service interval for variable-demand products sold to customers in the Profit Desert segment (for example, a specialized machine tool needed by a small machine shop for an occasional project) might be set at five days. This will provide ample time to bring product in from a central warehouse while giving priority on DC stock to the Profit Peak and Profit Drain customers. Because the majority of products typically have variable demand, this will greatly reduce your overall inventory costs while maintaining your high service levels. If a Profit Desert customer needs a product quickly, it should pay the cost of expediting the product from a central warehouse.
Manage your account relationships
Tailoring your service intervals to match customer profitability and demand pattern will help you keep your inventory low while keeping your service level high. If you don’t tailor your inventory strategy, you risk facing stockouts for your Profit Peak customers or carrying expensive safety stock for the Profit Drain and Profit Desert customers (which is not economically justified). The key is to be clear in advance about the “rules” of how you will serve your customers. If you always keep these promises, your service level will be 100%.
This process might raise concerns that customers will leave for other suppliers with uniformly short service intervals. However, this is often not the case. Most major customers have their own in-house inventories and are simply issuing periodic replenishment orders. Oftentimes if the service interval is a few days, the customer can adequately plan for this. The real reason why most customers want very fast deliveries is that they do not trust the supplier to meet its commitments, and the reason why most suppliers can’t meet their commitments is because they make the same short-interval commitments to every customer. If you keep your service commitments 100% of the time (and accommodate the occasional actual emergency need), your customers will be fully satisfied. If your customers do complain about your service intervals, they have the option of working with you to bring your return on serving them up to a level that warrants a shorter service interval.
Moreover, the differentiated process described above commits to one-day (or less) service intervals for all Profit Peak customers on all products and even for Profit Drain customers’ steady products. Most Profit Drain customers can tolerate a short wait for variable-demand products, especially for periodic restocking orders. Your Profit Drain and Profit Desert customers should pay compensatory prices if they want uniformly quick service and not require you to make your Profit Peak customers cross-subsidize the losses that they cause.
Manage your supply chain(s)
This process of carrying the right inventory for each customer segment is very manageable. We have described only six business segments: Profit Peak customers, Profit Drain customers, and Profit Desert customers—each with ether steady or erratic demand.
In complex companies, this matrix can be expanded to address more customer segments (for example, special development accounts) and product types (for example, mission-critical parts). However, increasing the complexity quickly makes the system much more difficult to manage and maintain.
By tailoring their inventory strategy to the customer-profit segment, managers can boost their profitability by providing the right set of incentives for each segment:
Profit Peak customers get consistently fast service, with constant priority on inventory;
Profit Drain customers get appropriate service promises, which are always kept, and they have an incentive to engage with you to bring your profitability on serving them to Profit Peak levels (giving them priority on inventory);
Profit Desert customers get appropriate service promises, which they can rely on, and they have an incentive to grow their business and profitability to Profit Peak status.
This practical process enables you to define multiple parallel supply chains, each appropriate for a distinct business segment. This is the key to setting the right inventory level for each product, aligning them with your changing business, and using your supply chain to fuel your profitable growth.
Nearly one-third of American consumers have increased their secondhand purchases in the past year, revealing a jump in “recommerce” according to a buyer survey from ShipStation, a provider of web-based shipping and order fulfillment solutions.
The number comes from a survey of 500 U.S. consumers showing that nearly one in four (23%) Americans lack confidence in making purchases over $200 in the next six months. Due to economic uncertainty, savvy shoppers are looking for ways to save money without sacrificing quality or style, the research found.
Younger shoppers are leading the charge in that trend, with 59% of Gen Z and 48% of Millennials buying pre-owned items weekly or monthly. That rate makes Gen Z nearly twice as likely to buy second hand compared to older generations.
The primary reason that shoppers say they have increased their recommerce habits is lower prices (74%), followed by the thrill of finding unique or rare items (38%) and getting higher quality for a lower price (28%). Only 14% of Americans cite environmental concerns as a primary reason they shop second-hand.
Despite the challenge of adjusting to the new pattern, recommerce represents a strategic opportunity for businesses to capture today’s budget-minded shoppers and foster long-term loyalty, Austin, Texas-based ShipStation said.
For example, retailers don’t have to sell used goods to capitalize on the secondhand boom. Instead, they can offer trade-in programs swapping discounts or store credit for shoppers’ old items. And they can improve product discoverability to help customers—particularly older generations—find what they’re looking for.
Other ways for retailers to connect with recommerce shoppers are to improve shipping practices. According to ShipStation:
70% of shoppers won’t return to a brand if shipping is too expensive.
51% of consumers are turned off by late deliveries
40% of shoppers won’t return to a retailer again if the packaging is bad.
The “CMA CGM Startup Awards”—created in collaboration with BFM Business and La Tribune—will identify the best innovations to accelerate its transformation, the French company said.
Specifically, the company will select the best startup among the applicants, with clear industry transformation objectives focused on environmental performance, competitiveness, and quality of life at work in each of the three areas:
Shipping: Enabling safer, more efficient, and sustainable navigation through innovative technological solutions.
Logistics: Reinventing the global supply chain with smart and sustainable logistics solutions.
Media: Transform content creation, and customer engagement with innovative media technologies and strategies.
Three winners will be selected during a final event organized on November 15 at the Orange Vélodrome Stadium in Marseille, during the 2nd Artificial Intelligence Marseille (AIM) forum organized by La Tribune and BFM Business. The selection will be made by a jury chaired by Rodolphe Saadé, Chairman and CEO of the Group, and including members of the executive committee representing the various sectors of CMA CGM.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”