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How the Supply Chain Can Insulate its Risk for the Holiday Season

Key Points: Beaird Solutions shares how to beat supply chain issues. Pandemic caused simultaneous spike in demand and drop in supply. The global economy will bounce back one of two ways. Commentary: Host Jason Schefferstein discussed the rocky supply chain pandemic trends and its future with President David Beaird of Beaird Solutions. With the…

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Key Points:

  • Beaird Solutions shares how to beat supply chain issues.
  • Pandemic caused simultaneous spike in demand and drop in supply.
  • The global economy will bounce back one of two ways.

Commentary:

Host Jason Schefferstein discussed the rocky supply chain pandemic trends and its future with President David Beaird of Beaird Solutions.

With the global economy refined to a point of precision, Beaird wasn’t surprised that something like COVID-19 could so severely disrupt the operations and performance across all industries. He explained how the supply chain leverages demand with supply, and during the pandemic, the world saw a simultaneous spike in demand and shut down in an uncertain market.

Today people are seeing the effects of failing to plan early. Because of the shift in supply, manufacturers are now finding out they don’t have essential parts or materials needed to create their product/service. While most companies don’t want to keep a supply of inventory on hand due to balance sheets, Beaird recommends it will likely be the differentiator between competition and which businesses can keep their doors open.

“You have this entire inertia to keep inventories low and to keep profits maximized… then if you don’t have the inventory in place, there’s nothing you can do. And then you’re missing sales,” Beaird said.

So how will the economy bounce back? The world is going to go one of two ways:

  1. When things stabilize, it will go back to the global economy processes and operations that was seen pre-pandemic.
  2. Regional or hemispheric economies will arise and decouple the previous global situation.

However, while option two sounds beneficial for many reasons, like increasing American jobs and creating more American-made products, wealthy business owners will likely have to bring their overseas operations back home. While this will bring more jobs, it will also mean higher labor prices, causing the product price increase.

The question lingering is… will Americans be willing to go for that?

Will Manufacturing “Reshore” To Fix Supply Chain Bottlenecks?

Will Consumers Be Seeing Higher Prices as the Result of the Tightened Supply Chain?

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Deloitte: Holiday e-commerce to reach up to $319B in 2026–27

Deloitte: Holiday e-commerce to reach up to $319B in 2026–27

Deloitte forecasts U.S. holiday e-commerce of $316.1 billion to $318.9 billion for November 2026 through January 2027, up 7.5% to 8.4%. Total retail is projected to grow 4% to 4.8% to about $1.7 trillion. The faster online growth rate is a planning input for fulfillment staffing and site readiness.

  • 01Last season's total holiday sales grew 4.1% by Census Bureau count, above the 2.9% to 3.4% range Deloitte had forecast in fall 2025.
  • 02Deloitte's 2025 survey found 33% of U.S. consumers expected to use generative AI somewhere in their holiday shopping; product data quality now matters for machine readers as well as human ones.
  • 03Adobe's and Salesforce's holiday projections landed in late September and October last year, so the next two to six weeks should bring corroborating or conflicting numbers to plan against.

Sep 18, 2026

Club stores drove nearly half of the growth in $330B U.S. store-brand sales

Club stores drove nearly half of the growth in $330B U.S. store-brand sales

Circana reports U.S. private-label sales reached $330 billion, with store brands holding 24% unit share and 23% dollar share of CPG. Club stores drove nearly half of the growth. Circana expects share gains to continue through 2026 at a slower pace as national brands sharpen pricing and innovation.

  • 01Club channels account for nearly half of all U.S. private-brand growth, so a store-brand program benchmarked only against supermarket peers is missing where the volume is actually moving.
  • 02A one-point gap between store-brand unit share (24%) and dollar share (23%) suggests private label is no longer priced far below the market average, which changes the margin math for premium-tier extensions.
  • 03The EU's 50% private-label unit share is more than double the U.S. figure, a reference point for how much headroom exists even as Circana expects the U.S. pace to moderate through 2026.

Sep 17, 2026

Meta is nearly doubling its Meta Lab stores for Ray-Ban AI glasses

Meta is nearly doubling its Meta Lab stores for Ray-Ban AI glasses

Meta is nearly doubling the store footprint of Meta Lab, its retail concept for Ray-Ban AI glasses, according to Modern Retail. In November 2025, The Wall Street Journal reported on pop-up stores in Los Angeles, Las Vegas, Burlingame and New York City. The stores are built for lingering and selfies. That design brief matters for any brand selling a wearable people must try on.

  • 01Meta designed its Meta Lab pop-ups around dwell time and photo-taking, with coffee stations and full-length mirrors; its creative director told The Wall Street Journal the company wants visitors to bring friends and stay a while rather than move through quickly.
  • 02For brands launching a wearable that shoppers need to see on their own face, Meta's decision to expand physical stores rather than rely solely on online channels is a real-world reference point for the try-on problem.
  • 03The signal to watch is whether the new Meta Lab locations keep the pop-up format the Journal described or shift toward longer-term leases.

Sep 17, 2026

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