Resilience in Retail: Supply Chain Strategies Fit for Today’s Challenging Market

In today’s dynamic market, retailers have the unique opportunity to strengthen their operations while navigating challenges such as new economic policies and evolving consumer behavior. Earlier this year, Gartner found that 63 percent of supply chains are in a vulnerable state, underscoring the importance of building greater business resiliency through operational strategies.

And while conditions are challenged for varying reasons throughout the year, anticipating change is the only way to stay ahead — that includes considering if history could repeat itself as well as thinking through the unknown.

Without a crystal ball, that could be a large task. However, there are three top strategies that retailers can use to boost agility and create more flexible, efficient networks that are ready for future disruptions, which can help build or establish resilience.

Build Network Flexibility With Transparency and Technology

Building a flexible supply network hinges on enhancing transparency and visibility.

While achieving full transparency won’t happen overnight, retail supply chain leaders can strategically work toward this outcome in a few ways. This includes adopting artificial intelligence tools to improve real-time data visibility and demand forecasting, as well as fostering clear communication among core partners — from retailers to manufacturers to carriers.

These efforts are most effective when supported by strong relationships with technology-forward suppliers. When you consider a supplier with deep retail connections and a centralized digital platform used by multiple industry players, that expertise can pay off. Its network and insights would enable live updates on inventory, transportation status and capacity, allowing partners to monitor flows, anticipate bottlenecks, and proactively mitigate disruptions.

Leverage Partnerships to Drive Out Inefficiencies

Sharing data is just the starting point. To really make an impact, retailers and their supply chain partners need to turn that data into clear, actionable opportunities. That means moving beyond transactional exchanges and leaning into true collaboration to spot inefficiencies, align on goals, and co-create solutions.

Take, for example, a leading grocery retailer that's experiencing more empty miles than industry benchmarks within its private fleet. By working with a logistics partner that has a holistic view of the supply chain, the team could identify inefficiencies like trucks traveling empty to pick up goods from a supplier’s distribution center. Instead of driving empty, the supplier could use that trip to move shipping pallets or containers between network players, reducing the need for additional trips and cutting down on empty miles and unnecessary costs.

Other collaborative wins might include aligning warehouse operations with transportation planning, or integrating supplier lead times into store-level inventory strategies. When partners work together across functions, it’s easier to spot disconnects and build smarter, more responsive systems.

Level Up the Workforce Alongside Tech Innovation

To drive greater resiliency, the retail industry has embraced technology, with AI adoption reaching 62 percent across the supply chain, according to EY.  While AI and automation are essential for long-term success, they must be balanced with workforce readiness and skill development to ensure teams are prepared for future disruptions.

One way to do this is by breaking down workforce silos and cross-training teams. For example, when new technology is introduced to streamline forecasting, inventory management or loss prevention, retail supply chain leaders can train employees across teams to use the tools beyond their immediate roles.

This not only strengthens individual skill sets, but also creates a more agile workforce that can pivot quickly, cover multiple roles, and help maintain operations during a disruption.

Resiliency Within Reach

Retailers are navigating a challenging market, but resilience is well within reach. By investing in smart technologies, upskilling their workforce and collaborating with trusted supply chain partners, businesses can build agile networks that not only withstand disruption but thrive through it.

Cheryl Henry is vice president of sales at CHEP U.S., where she leverages 20-plus years of supply chain experience to drive efficiency, cost savings and circularity for CPG customers and their partners.