Curated articles written by supply chain experts to help suppliers win at retail.

Don't let Walmart Post-Audits catch you off guard in 2025. Join Allie and Bekah to learn best practices for preventing and disputing Post Audits.

Prepping for Walmart Audits

Post Audits are preventable and disputable! Join Allie and Bekah to learn how to best prepare for Walmart Post Audits.

Articles

Common Deductions and Compliance Issues in Grocery

Deductions and compliance issues in grocery come from two kinds of buyers -- retailers and distributors -- and the rules differ between them. Retailers such as Kroger usually apply a code to the remittance after the supplier submits an invoice. Distributors such as KeHE and UNFI can hold or charge earlier, at the receiving dock, and they also pass through deductions from the stores they serve. Each buyer sets its own codes, fees, and dispute windows. This guide covers the most common types, with Kroger, KeHE, and UNFI as examples. 

What Are the Most Common Deductions and Compliance Issues in Grocery? 

Most grocery deductions fall into five groups: 

Some deductions may be invalid and should be disputed. Some deductions are valid and planned, and some are valid but unplanned. Unplanned valid deductions should be traced back to a fixable process error. 

How Do Grocery Deduction Codes Differ Between Retailers and Distributors? 

The main difference is timing. A retailer pays against the submitted invoice and applies deductions to the remittance afterward, as Kroger does. A distributor can act at the receiving dock, before any payment is due. At KeHE, a case count that differs from the PO produces a UDR and a 48-hour response clock, and KeHE’s Supplier Policies and Procedures say suppliers must rely on its count over the BOL signed at origin. 

Distributors also divide suppliers into groups. UNFI uses three-letter codes and ePASS for conventional suppliers, and adjustment numbers and the Dispute Center for Natural suppliers. Fee figures in the table come from the buyers’ published supplier documents and can change, so double-check them against your current agreement before filing a dispute. 

What Is the Typical Deduction Dispute Window in Grocery? 

Dispute windows range from hours to an entire year, depending on the buyer: 

Supporting records such as carrier affidavits and warehouse photos become harder to gather as time passes, so it is important to have clean, clear, and up-to-date records that are readily accessible. 

Which Compliance Issues Trigger Grocery Deductions? 

Five operational gaps account for most compliance-related deductions: 

Suppliers typically send ASN errors to IT or EDI teams, labeling errors to warehouse operations, routing fines to transportation, and price differences to master data management. However, often these errors are signals of a larger operational issue that needs to be addressed. 

How Do Suppliers Dispute a Grocery Deduction? 

The process for disputing a deduction or chargeback is similar across buyers even though the portals differ: 

At KeHE, for example, a supplier responds to the UDR coordinator within 48 hours and then files in K-Solve, citing the relevant section of the Supplier Policies and Procedures. 

How Can Suppliers Prevent and Track Grocery Deductions? 

Prevention starts with quantity and document accuracy. 

 handled orders through spreadsheets and PDFs before adopting EDI, and the manual work caused shipping errors and chargebacks. After automating with SPS Commerce, 95 to 96% of inbound orders flowed through EDI and the team saved 40 to 60 hours a week. 

Tracking shows which codes recur and which windows are closing. Suppliers log each deduction by buyer, code, amount, distribution center, and carrier, then measure how often a code recurs after a fix. 

, an avocado-based food brand, used SPS Commerce to manage deductions across major retailers and distributors in one process. It identified $1.1 million in deductions and recovered $367,000. 

Where Can Suppliers Get Help With Grocery Deductions? 

Suppliers that want help with dispute volume at retailers and distributors can see how 

 handles deductions. Suppliers still building a process can start with the guides in 

2026 Tariff Updates for Suppliers: The Q4 Roundup 

 ended one set of U.S. tariffs, but it didn’t end all tariffs. Within days the administration had a temporary surcharge in place, and since July, new country-based and product-based programs have taken over. For suppliers, the key takeaway from 2026 tariff updates is that rates vary by product and effective date. As a result, a single headline rate may not reflect the duties owed on an entire shipment, and the rate applied at entry may differ from the price quoted on a purchase order. 

This trade policy update for Q4 2026 covers five takeaways on what is in effect, what is still changing, and why the dates on orders and shipments matter more than they did a year ago. The rules change often, so this article is a snapshot as of October 16, 2026, not a final picture of U.S. tariffs for the year. 

1. Did the Supreme Court Ruling End Broad U.S. Tariffs? 

: No, the ruling ended the emergency-powers tariffs, but Sections 122, 301, and 232 serve similar functions, each on different goods. 

, the Supreme Court struck down the emergency-powers tariffs, and the administration 

 imposing a temporary surcharge under Section 122. At 12:01 a.m. Eastern on July 24, that surcharge expired and new Section 301 tariffs took effect. The table summarizes the main programs. 

How Do Section 301 Tariffs in 2026 Replace the Section 122 Surcharge? 

The law allows Section 122 duties for only 

 and Congress didn’t extend them. The Section 301 tariffs that replaced them began in the same minute and 

. They rest on findings that those economies do not effectively enforce bans on goods made with forced labor. 

A narrow in-transit exemption applied only to cargo loaded on a vessel. Under guidance from U.S. Customs and Border Protection (CBP), goods had to be in transit on the final mode before 12:01 a.m. on July 24 and entered

Why Don’t Section 301 and Section 232 Tariffs Stack? 

Goods already covered by Section 232 are exempt from the new Section 301 action, 

, although other tariff measures can still apply. Section 301 targets specific countries, while Section 232 targets defined product categories, such as steel, aluminum, and autos. A product therefore usually falls under one program or the other. 

2. How Did the U.S.-Canada Trade Dispute Escalate So Fast? 

: Within six weeks of the first U.S. duty taking effect, the dispute had grown into import bans and procurement limits, and published figures for its size still vary by source. 

The U.S. announced the Section 338 duties on July 20, 

, and the duties took effect on August 22. The duties took effect on August 22. 

 has said it suspended talks after the U.S. proposed new terms, then instituted its own tariffs. The table compares the two sets of measures. 

The dispute then widened beyond tariffs. In September, the U.S. 

, added three import bans on Canadian goods starting September 29, and directed federal agencies to exclude Canadian-origin products from procurement. An import ban differs from a tariff because no price or contract term can resolve it. 

3. Is the 100% Pharmaceutical Tariff the Rate Everyone Pays? 

: No, 100% is the default, and a company’s country and agreements can lower the rate it pays. 

The Section 232 tariff applies to patented pharmaceuticals and their active ingredients. It began on July 31 for certain large drug makers and on September 29 for all other companies. The table shows the rate tiers in 

4. Which Q4 2026 Supply Chain Tariffs Land at Peak Season? 

: Rates often depend on the date goods enter the country, and several dates fall in the busiest weeks of the year. 

Until December 4, the Bureau of Industry and Security (BIS) 

Why Do Entry Dates Matter at Peak Season? 

The July in-transit exemption showed how narrow these windows can be, since a shipment had to meet both a loading date and an entry date. Because rates follow entry dates, when goods arrive can matter as much as what they are. 

Freight conditions add pressure. In August, transpacific capacity on the Asia to U.S. East Coast route fell 9%, and carriers canceled 10 sailings in each of two consecutive weeks, 

. A delayed vessel can push an entry date past a cutoff and change the rate. 

5. How Do Tariff Changes Show Up in Supplier Data? 

: A rate change becomes a data problem when a purchase order, a shipment notice, and an invoice carry different dates, origins, or prices. 

The first table in this article lists eight different start, change, or end dates between February 24 and September 29, 2026. Each one can change the rate on a given shipment, and each one lands in the paperwork. A 

 (PO) holds the ship and delivery dates, an 

 (ASN) records when goods left, and an 

 states the price. If a rate changes between those documents, a supplier and a retailer can disagree about which price applies. 

Suppliers that keep these records consistent can show which rate applied to which shipment. That matters most when cost estimates built on an earlier rate no longer match the invoice. 

What Does the Tariff Impact on Retailers in 2026 Mean for Suppliers? 

Retailers face the same rule changes, so suppliers and retailers are updating costs on the same timeline. In the 2026 Thomson Reuters Global Trade Report, which surveyed 225 trade professionals, 

 named U.S. tariff volatility the most impactful regulatory change, up from 41% the year before. Pricing conversations between suppliers and retailers now depend on a shared record of dates, origins, and rates. 

How Can Suppliers Keep Order Dates Consistent When Rules Change? 

Electronic data interchange (EDI) sends POs, ASNs, and invoices in standard formats, so a supplier and a retailer can compare the same dates and prices on each document. 

 supports EDI order and shipping data for suppliers that want to set that up. 

Suppliers earlier in the process can find guides and industry insights on 

This article is general information, not legal, customs, or tax advice. Tariff rules are changing, so double-check current rates and dates with a licensed customs broker or trade counsel before acting. Information is current as of October 22nd, 2026.

Nieuwe leverancier, meer werk? Orderverwerking in de levensmiddelenretail automatiseren

_____________________________________________________________________________________________

Stel u een retailer voor die dagelijks bestellingen plaatst bij grote fabrikanten. Werken met verschillende portalen en catalogi is geen sinecure als levertijden met elkaar botsen, of als klanten een product bestellen dat op voorraad zou moeten zijn, terwijl er minder wordt geleverd dan besteld. 

Per partner gaat het doorgaans om één bestelling per dag. Bij minimaal 5 tot 10 partners loopt dat al snel op tot enkele duizenden documenten per jaar, als u orderbevestigingen, verzendberichten en facturen meetelt. Elk daarvan is een moment waarop er iets mis kan gaan. 

Waar orderverwerking uw partnerrelaties schaadt 

Softwareontwikkelaars zeggen graag: "Als het niet kapot is, moet je het niet repareren." Maar wat kosten al die fouten en handmatige processen uw organisatie en uw relaties met partners? Niet alleen uw eigen medewerkers hebben last van handwerk en inefficiëntie. 

Handmatige supply-chainprocessen hebben vaste zwakke plekken: 

Waarom wordt orderverwerking juist nu complexer? 

Op 6 oktober 2026 werd online supermarkt 

 uitgeroepen tot snelst groeiende bedrijf van Nederland. Tijdens de tiende editie van de Top 250 Awards in Rotterdam ontving het bedrijf de Golden Scaler Award. Technologie speelt een sleutelrol in die groei: door voortdurend te investeren in innovatie en productiviteit werkt Picnic steeds efficiënter, zonder de klant uit het oog te verliezen. Medeoprichter Michiel Muller schrijft het succes toe aan de combinatie van technologie, betrokken medewerkers en een sterke focus op klanttevredenheid. 

Ondertussen kopen Nederlandse consumenten steeds vaker online. Volgens 

Markt Monitor 2026 deden zij in de eerste helft van 2026 ruim 170 miljoen online aankopen, 3% meer dan een jaar eerder. De totale online bestedingen bleven met € 17,1 miljard vrijwel gelijk, waardoor het gemiddelde bedrag per aankoop daalde naar € 100: de eerste daling sinds corona. Meer bestellingen met kleinere bedragen betekent meer documenten per euro omzet. Daarnaast steeg het aandeel aankopen bij buitenlandse webshops naar 14%. 

Dezelfde trend is ook buiten de consumentenmarkt zichtbaar. Het 

 meldt dat het volume van de Nederlandse goederenexport in augustus 2026 4,9% hoger lag dan een jaar eerder, terwijl de invoer met 2,0% groeide. Meer goederen over de grens betekent meer handelspartners en meer gegevensuitwisseling die soepel moet verlopen. 

Voor retailers en merkfabrikanten betekent dit alles: meer kanalen, meer ordervarianten en meer koppelingen met fabrikanten die betrouwbaar moeten werken, vaak met een supply-chainteam dat niet in hetzelfde tempo meegroeit. Picnic laat zien dat groei in dit tempo draait op technologie, niet op extra handwerk. Wat vandaag met e-mail en handmatig werk nog net gaat, houdt deze groei niet bij. 

Van losse puzzelstukjes naar één totaalbeeld 

Supply chains lopen zelden vast door één enkele fout, maar door gaten in de afstemming tussen de betrokken partijen. Daarom is het niet genoeg om alleen losse documenten te digitaliseren om de operationele problemen op te lossen. Wat is dan een betere oplossing? De praktijk bij 

 laat zien dat een dag in de supply chain van de levensmiddelenretail er ook heel anders uit kan zien. 

 Het ERP-systeem genereert de bestelvoorstellen, voor het eerst ook voor een nieuwe fabrikant. Vroeger had het aansluiten van die fabrikant weken gekost: contactpersonen achterhalen, formaten afstemmen, testorders per e-mail heen en weer sturen. Omdat de fabrikant al deel uitmaakt van het SPS-netwerk, staat de EDI-koppeling snel. De inkooporder (ORDERS) gaat rechtstreeks vanuit het ERP-systeem naar de leverancier. Geen mailbox, geen overtypen, aan geen van beide kanten. 

 De orderbevestiging (ORDRSP) komt binnen en wordt automatisch in het ERP-systeem verwerkt. Niemand hoeft na te vragen of de bestelling is aangekomen. 

Uit de bevestiging blijkt dat één artikel slechts gedeeltelijk leverbaar is. De afwijking valt meteen op, niet pas wanneer het schap leeg blijkt. Het team kan tijdig bijsturen en online klanten een correct aanbod tonen. 

 Het verzendbericht (DESADV) komt binnen, ruim voordat de vrachtwagen aan het dock staat. De goederenontvangst weet wat er komt, in welke hoeveelheid en wanneer. 

 De factuur (INVOIC) komt binnen als gestructureerde data, niet als pdf. Deze wordt automatisch gematcht met de bestelling en de levering. Het team heeft vandaag precies één uitzondering afgehandeld, niet tientallen documenten. 

Vermenigvuldig dat nu met meerdere partners op dezelfde dag. 

Of uw retailpartner nu een snelgroeiende onlinespeler als Picnic is of een traditionele supermarkt die haar onlinekanaal uitbreidt: voor merkfabrikanten betekent elk daarvan een extra kanaal dat naadloos moet aansluiten op een steeds diversere orderverwerking in de retail. Dat hoeft echter niet te leiden tot meer stress, langere werkdagen en meer brandjes blussen. Wilt u uw netwerk van retailpartners laten groeien zonder dat de interne complexiteit in hetzelfde tempo toeneemt? Dan is dit het moment om te toetsen hoe goed uw huidige infrastructuur nieuwe kanalen kan opvangen. 

Are Your Products in EUDR Scope? Most Suppliers Underestimate the List.

What EUDR Requires and Why the Timeline Is Short

The EU Deforestation Regulation (EUDR) requires any business placing certain commodities or derived products on the EU market to prove those goods have not contributed to deforestation after 31 December 2020. It covers operators who import into the EU and traders who move regulated goods within it.

The compliance deadline for large and medium operators is 

. Meeting it means tracing each regulated product to the exact plot of land where it was produced, running a documented risk assessment, and filing a Due Diligence Statement (DDS) via the EU's TRACES system before placing goods on the market. Without a valid DDS reference number, goods cannot legally enter the EU.

What makes the timeline tight is the data, not the process. Plot-level geolocation data rarely exists in standard procurement systems. Collecting it means engaging every tier of the supply chain, and for products sourced from standard or high-risk countries, that engagement needs to be thorough and documented. 71 days remain before the 30 December deadline. That is enough time to complete a process already underway. It is not enough time to start from scratch.

EUDR covers 7 core commodities and the derived products made from them. The scope reaches further than most businesses expect when they first look at it.

Scope is not determined only by primary ingredients. A cardboard box made from wood pulp is within scope. A piece of furniture with leather upholstery may carry obligations under both cattle and wood. Businesses should check their full product portfolio against 

The regulation's reference date is fixed regardless of when a compliance programme starts. Products must be traceable to land where no deforestation occurred after 31 December 2020. Beginning late does not reduce the volume of data required or shorten the lookback window.

How Country Risk Changes Your Obligations

In May 2025, the European Commission published a benchmarking system classifying every country as low, standard, or high risk based on deforestation trends and legal frameworks. Risk level determines how much due diligence an operator must perform.

Low-risk classification reduces burden but does not remove it. Operators sourcing from low-risk countries still need to confirm the product's origin and keep records. The Commission published its first classification list in May 2025. Country assignments are subject to review as updated FAO forest data becomes available, so risk assignments for specific sourcing regions should be confirmed against the current official list before the December deadline.

Operators must gather product data, supplier details, and precise geolocation for every production plot in the supply chain. The format requirements are specific. 

 Incomplete or inaccurate coordinates are the leading cause of DDS rejections, and fixing them after submission adds delay to an already tight process.

Using the collected data, operators assess whether there is a risk that the product is linked to deforestation. Country classification provides a starting point, but the assessment must also account for specific supply chain knowledge, concerns about particular production regions, and any indigenous land rights issues in the area. It must be documented and retained.

 before the product is placed on the EU market. Each shipment requires its own statement, and the resulting reference number is required for customs clearance. Goods arriving without one are stopped at the border.

, plus product confiscation, exclusion from public procurement, and temporary market bans. Enforcement sits with national authorities in each EU member state. The financial exposure for businesses with significant EU revenue is material, and the reputational risk in markets where sustainability credentials matter commercially is harder to quantify.

The hardest part of EUDR compliance is upstream data. Geolocation coordinates for production plots are not part of standard supplier onboarding documents. In commodity supply chains with multiple tiers between operator and farm, collecting that data requires engagement with suppliers who may never have been asked for it before. Those conversations take time, and correcting coordinate errors after an initial pass takes more.

Businesses that started this process earlier in the year are using the remaining 71 days to close gaps and validate data before DDS submissions begin. For businesses still working through the traceability data collection, the priority is moving at pace now. The European Commission's 

 is the authoritative source for current guidance, country risk classifications, and TRACES NT access.

The trading partner infrastructure that governs how goods move through European retail supply chains is a separate obligation, and one that can be addressed in parallel. For suppliers building or expanding EU retail connections alongside EUDR preparation, 

 can get the EDI side established quickly. The EUR network covers retailer connections, document exchange, and spec management across major European accounts, so suppliers are not managing two separate timelines independently. Both requirements can be met before December.

NRF Holiday Forecast: What It Means for Suppliers and 3PLs

___________________________________________________________________________________ 

 released its 2026 holiday forecast on October 15, projecting that November and December retail sales will grow 4.2% to $1.013 trillion. The outlook points to another strong holiday shopping season, although inflation and higher household expenses continue to shape how consumers spend. 

 (3PLs), the forecast comes after months of preparation. Much of the inventory has likely been ordered, warehouse space has been reserved, and seasonal staffing plans have been put in place.  

With those plans already underway, the latest forecast offers a chance to see whether expectations still match what retailers are experiencing. Higher retail sales don't always mean more products moving through warehouses, especially when rising prices account for some of that growth. For suppliers, understanding how much demand is changing, and where, can help determine whether inventory, staffing, or transportation plans need to be adjusted before peak season. 

What Is NRF Forecasting for Holiday Sales in 2026? 

NRF expects holiday retail sales to reach 

 over the previous year. NRF reports that 2025 holiday sales reached $972 billion, an increase of 3.1% over 2024. 

The organization develops its forecast using economic indicators, including consumer spending, disposable income, employment, wages, inflation, and historical retail sales. Its holiday reporting covers November and December and excludes automobile dealers, gasoline stations, and restaurants. 

These figures establish the broader direction of consumer spending, but they cannot predict which products will sell, where demand will be strongest, or how much inventory an individual retailer will need. 

For suppliers, retailer-specific demand remains the more useful basis for operational planning. 

What Does 4.2% Holiday Sales Growth Mean for Inventory and Fulfillment? 

One of the more important distinctions in the 2026 forecast is how much projected growth reflects higher prices rather than additional purchases. 

NRF uses nominal retail sales data, meaning its projections are not adjusted for inflation. According to 

, product-level inflation makes translating national spending growth into inflation-adjusted sales particularly difficult. An 

 adds important context: Economists expect higher consumer prices to account for approximately half of projected holiday sales growth. 

For supply chain teams, this means a 4.2% increase in retail spending should not automatically become a 4.2% increase in inventory or fulfillment capacity. 

Higher prices can increase revenue without corresponding unit growth. Promotions, product assortment, and changing consumer preferences further complicate the relationship between sales dollars and physical demand. 

How Sales Growth Can Differ From Unit Demand 

Consider a supplier that sold 100,000 units last holiday season at an average selling price of $20. If revenue increases 4.2% while the average selling price rises 3%, the resulting unit forecast looks considerably different from the national growth percentage. 

Under these assumptions, planning for 4.2% more units would leave the supplier preparing for more than 3,000 units it may not need. For seasonal products, that could mean unnecessary inventory purchases, higher storage costs, and more merchandise left to discount after the holidays. 

The opposite can happen, too. A successful promotion might drive a surge in orders without delivering the same increase in revenue. That's why suppliers and 3PLs need to look beyond sales projections and consider how changes in demand will affect inventory, order volume, and fulfillment capacity. 

How Should Suppliers Adjust Their Holiday Demand Forecasts? 

NRF's forecast provides an economic benchmark, but suppliers need retailer-specific information to determine whether existing plans remain appropriate. The most useful inputs include current purchase orders (PO), point-of-sale (POS) data, retailer inventory positions, promotional calendars, and replenishment lead times. 

Examining sales alongside inventory and weeks of supply 

 products moving faster or slower than expected. 

Suppliers can use that information to evaluate demand through five steps: 

Compare original forecasts with current retailer orders, sell-through, and inventory levels. 

Prioritize products showing meaningful changes rather than adjusting every 

 (SKU) by the same percentage. Where available, review performance by retailer and region to distinguish broader demand changes from isolated inventory issues. 

Model base, upside, and downside scenarios for priority products using current demand signals, promotions, and historical performance. 

For example, a supplier expecting 20,000 orders during a promotional week might model an upside scenario of 25,000 orders. 

That 25% increase could require additional warehouse labor, packing capacity, or carrier pickups. Evaluating the scenario in advance gives the 3PL time to determine whether the additional volume is feasible. 

3. Translate Demand Into Fulfillment Requirements 

Share expected order counts, units per order, case quantities, pallet requirements, and shipping dates with logistics partners. 

An additional 10,000 units may have very different operational implications depending on whether they move in full pallets, mixed cases, or individual ecommerce orders. 

This detail helps 3PLs evaluate the physical workload behind the forecast. 

4. Validate Inventory and Warehouse Capacity 

Compare demand scenarios against inventory availability, receiving schedules, storage space, labor, and transportation commitments. 

Review safety stock for priority products, accounting for replenishment lead times, demand variability, and the risk of carrying excess seasonal inventory. 

Agree on the conditions that require another planning conversation, such as forecast variance, declining weeks of supply, delayed shipments, or capacity constraints. 

For example, a supplier might establish an internal review threshold when projected weekly order volume exceeds the agreed plan by 10%. 

That threshold is illustrative, not an industry standard. Each trigger should have an assigned owner and escalation process. 

How Much Flexibility Do 3PLs Have Before Peak Season? 

Holiday fulfillment planning often begins during the summer, when suppliers and 3PLs establish preliminary volume expectations, reserve warehouse capacity, and coordinate staffing and transportation. The timeline typically varies by provider and fulfillment model, but by October, some capacity may already be committed. 

Late forecast changes can therefore be difficult to accommodate. Additional orders may require extended operating hours, revised labor assignments, or new carrier arrangements. Lower-than-expected demand can leave suppliers with excess inventory or unused capacity commitments. 

What Does the 2026 Seasonal Hiring Outlook Suggest? 

NRF expects retailers to hire between 325,000 and 375,000 seasonal workers in 2026, broadly consistent with its estimate of 356,000 seasonal hires in 2025. 

These figures describe retail hiring expectations rather than warehouse labor availability. However, they reinforce the importance of discussing staffing flexibility directly with logistics partners. Adding warehouse workers late in the season requires recruiting, onboarding, and training, particularly when employees must learn retailer-specific labeling, shipping, and compliance procedures. Suppliers should confirm how much additional volume existing staffing plans can support and what lead time is necessary for adjustments. 

Freight Capacity Adds Another Constraint 

Even when warehouses can process additional orders, carrier availability, pickup schedules, and retailer delivery windows may limit fulfillment flexibility. Suppliers should review transportation commitments alongside updated demand scenarios, particularly for promotional shipments with strict delivery requirements. 

What Should Suppliers and 3PLs Review Together? 

A shared planning review can identify discrepancies between supplier expectations and available fulfillment capacity. 

Both parties should document planning assumptions and establish a regular review cadence. 

Weekly reviews may be appropriate during peak preparation, with more frequent monitoring during major promotional periods. 

Account for Early Shopping and Post-Holiday Returns 

NRF defines the holiday season as November and December, but consumer shopping increasingly begins earlier. According to 

, at least two in five holiday shoppers have reported beginning their shopping before November for more than a decade. For suppliers, October promotions can accelerate inventory depletion and change replenishment schedules before the official forecast period begins. Planning should also extend into January. 

NRF's retail returns research projected that approximately 17% of 2025 holiday sales would be returned, highlighting the potential scale of post-holiday reverse logistics. Suppliers and 3PLs should account for receiving, inspection, restocking, and disposition activities that may compete with normal replenishment operations. 

Does NRF's 4.2% Forecast Mean Suppliers Should Increase Inventory by 4.2%? 

No. NRF forecasts retail sales dollars, not physical unit demand. Suppliers should evaluate retailer orders, sell-through, inventory levels, and product-specific demand before adjusting inventory commitments. 

How Can Suppliers Estimate Holiday Unit Demand? 

Divide projected revenue by the expected average selling price to develop an initial estimate. Refine the forecast using product mix, promotions, historical unit sales, and retailer-specific demand. 

When Should Suppliers Notify Their 3PL About Forecast Changes? 

Communicate material changes as soon as they become apparent, especially when they affect order volume, inbound shipments, promotions, or transportation. Notification requirements depend on the provider's capacity commitments and operational lead times. 

Which Supply Chain Metrics Matter Most During Peak Season? 

Key measures include forecast accuracy, SKU-level sell-through, weeks of supply, inventory availability, order volume, warehouse throughput, and retailer delivery performance. 

Turn Holiday Demand Signals Into Better Supply Chain Decisions 

NRF's 2026 holiday forecast points to continued consumer spending growth, but the implications for suppliers depend on how that spending translates into product demand. Higher sales dollars do not necessarily mean higher unit volume. Pricing, promotions, retailer inventory positions, and consumer preferences all influence how much merchandise moves through the supply chain. 

For suppliers and 3PLs, the remaining weeks before peak season offer an opportunity to validate assumptions, identify capacity constraints, and coordinate adjustments. Reliable retail data is central to that process. 

 helps suppliers understand sales, inventory, and product performance across retail channels. With greater visibility into sell-through trends and inventory positions, teams can evaluate replenishment priorities and make more informed allocation decisions. 

Explore how Decision Intelligence can help your team translate changing retail demand into more confident supply chain planning. 

Neuer Lieferant - Mehraufwand? Auftragsabwicklung im LEH automatisieren

Stellen Sie sich einen Händler vor, der täglich bei großen Herstellern bestellt. Sich durch verschiedene Portale und Kataloge zu arbeiten, ist kein Kinderspiel, wenn Liefertermine kollidieren, Kunden Bestellungen für ein Produkt aufgeben, das eigentlich vorrätig sein sollte, die gelieferte Stückzahl jedoch geringer ist als bestellt. 

Pro Partner und Tag fällt in der Regel eine Bestellung an. Bei mindestens 5 bis 10 Partnern kommen so schnell mehrere Tausend Dokumente pro Jahr zusammen, wenn man Bestellbestätigungen, Lieferavise und Rechnungen mitzählt. Jedes davon ist ein Moment, in dem etwas schiefgehen kann. 

Articles

Curated articles written by supply chain experts to help suppliers win at retail.

Prepping for Walmart Audits

Overview

Articles