Charts: U.S. Wholesale Trends Q1 2024

The U.S. Census Bureau gathers monthly data on sales and inventories from domestic wholesale firms. The “Monthly Wholesale Trade” survey includes B2B merchants, distributors, exporters, and importers but excludes manufacturers, refiners, and miners selling their own products.

According to the Census Bureau, the survey “offers business leaders and policymakers a current assessment of the nation’s economic status and plays a vital role in estimating the quarterly gross domestic product.”

U.S. wholesale revenue in February 2024 (PDF) stood at $673.7 billion, up from $658.4 billion from the previous month and $669.3 billion in February 2023, an increase of 2.3% and 0.6%, respectively.

Wholesale inventories are the stock of unsold goods. Inventories are a key component of gross domestic product changes. A high inventory count points to an economic slowdown, while a low number indicates stronger growth.

U.S. wholesale inventories for February 2024 were $901.1 billion, slightly higher than $896.5 billion in January and down from $918.8 billion one year ago.

According to the data, U.S. wholesale inventories dropped by 0.4% month over month in March 2024.

Furthermore, as of March 2024, about 6.2 million people worked in the wholesale trade industry in the United States.

Charts: Investment Trends in Operations Q1 2024

Most U.S. operations and supply chain officers say technology investments haven’t delivered the expected results. That’s according to PwC’s 2024 “Digital Trends in Operations Survey.”

PwC, the accounting and consulting firm, surveyed 600 operations and supply chain executives in the U.S. in January and February 2024 across consumer markets, energy, utilities, mining, health services, pharmaceuticals, industrial products, and technology and telecommunications. The survey revealed a notable difference between the executives’ expectations of new technology and the actual outcomes.

Most survey respondents say their companies are somewhat involved in generative AI.

Growth and cost reduction remain top priorities for respondents seeking digital operations solutions. Yet many cite a lack of investment objectives, which could have long-term impacts.

Regulatory priorities such as cybersecurity and data privacy drive many decisions when investing in operations and supply chain technology.

4-5-4 Calendar Aids Retail Planning

Since the 1930s, retailers have used the 4-5-4 fiscal calendar to streamline and improve forecasting. This somewhat peculiar planning method could help modern retailers and direct-to-consumer brands.

Ending the year on the same weekday simplifies comparisons across timeframes, aiding in strategic decision-making.

Here’s how.

4-5-4 Calendar

The 4-5-4 retail calendar is a scheduling framework that divides the year into months of four weeks, five weeks, and four weeks in a repeated pattern, ensuring each fiscal month starts and ends on the same weekday. This design aligns sales data across similar periods.

In the United States, the National Retail Federation maintains a 4-5-4 retail calendar for its members.

Screenshot of NRF's 2024 to 2026 4-5-4 calendar.Screenshot of NRF's 2024 to 2026 4-5-4 calendar.

The NRF’s 4-5-4 retail calendar for 2024-to-2026 divides the year into consistent three-month quarters, wherein the months have four, five, and four weeks, respectively. Click image to enlarge.

4-5-4 Advantages

The 4-5-4 calendar structures the fiscal year into consistent, comparable periods.

The ability to compare date ranges — particularly weeks — facilitates smoother planning and estimates of consumer demand.

I spent nearly 10 years as the director of marketing and ecommerce for an omnichannel retailer. We depended on a 4-5-4 calendar so heavily that I was surprised recently when the respected owner of an ecommerce business told me he’d never heard of it.

Planning. For purchasing and marketing departments, the 4-5-4 calendar is a roadmap through retail’s inherent highs and lows.

The calendar recognizes the predictable swings in consumer shopping, optimizing, if you will, for those critical high-traffic windows, such as major holidays and seasonal shifts.

Imagine planning for the Christmas shopping season, which includes Black Friday. On the Gregorian calendar, Black Friday shifts between November 23 and 29, depending on the year.

This variability makes it challenging to accurately compare year-over-year sales for November because the number of post-Black Friday shopping days in that month can differ.

Enter the 4-5-4 calendar, which groups weeks into a consistent pattern, wherein each fiscal month starts and ends on the same day of the week every year. With this setup, Black Friday falls in the last week of November with exactly one shopping day afterward. In the Gregorian calendar, the number of shopping days after Black Friday varies from one to three.

Screenshot of the NRF's November 4-5-4 calendar showing the placement of Black Friday.Screenshot of the NRF's November 4-5-4 calendar showing the placement of Black Friday.

With the 4-5-4 calendar, Black Friday occurs in the last week of November and is followed by exactly one shopping day that month, simplifying annual performance comparisons. Image: NRF.

This 4-5-4 consistency allows for direct, apples-to-apples comparisons of the critical holiday shopping period from one year to the next. Merchants can accurately measure the impact of Black Friday promotions and the subsequent shopping days until the end of November without the distortions caused by Thanksgiving Day’s floating date. Easter presents similar challenges.

Procurement and marketing teams can forecast demand, plan inventory, and set marketing strategies more precisely.

Analysis. Adopting the 4-5-4 calendar introduces a level of standardization that is helpful for the analytical rigor required in retailing and ecommerce.

This standardization simplifies conducting quarter-over-quarter and year-over-year analyses in most cases. However, there is a snag. Since a year is a bit longer than 52 weeks, the 4-5-4 calendar has a “leap year” where a 53rd week is added. Thus, the comparison fails every five or six years. Nonetheless, it’s far more standardized than the Gregorian alternative.

Bottom line, merchants can compare performance metrics such as sales, website traffic, and inventory turnover without the shifting number of shopping days.

4-5-4 Challenges

The 4-5-4 calendar presents challenges in training, technology, and financial responsibilities.

  • Training and education. The 4-5-4 system requires training — explaining what it is, how it works, and how to use it. Accounting folks will likely pick it up quicker than marketers.
  • Technological integration. Transitioning to a 4-5-4 fiscal calendar may require substantial adjustments to retail management software, analytics tools, and back-office systems — although the shift is an opportunity to audit current technologies.
  • Financial responsibilities. A 4-5-4 methodology can affect obligations that align with the Gregorian calendar, such as tax reporting and compliance. Businesses must plan how their fiscal reporting will interface with tax and other requirements, possibly necessitating adjustments to accounting practices or additional reconciliation steps. Tax professionals experienced with non-standard fiscal periods can provide crucial insights.

Best Option?

Budgetary tools such as the 4-5-4 retail calendar have been around for years. If planning and comparisons pose no challenge for your business, focus elsewhere. Otherwise, switching the calendar might be just what you need.

New FBA Tool Points to Future of Inventory Management

Fulfillment by Amazon announced this month a new low-inventory-level fee and, separately, an AI tool to help merchants avoid that fee.

The announcements offer a glimpse of what’s coming for retail inventory management.

Low-inventory Fee

FBA’s low-inventory-level fee takes effect on April 1, 2024.

The fee affects “standard-sized products with consistently low inventory levels relative to customer demand.”

Amazon noted that these products affect FBA’s distribution capabilities and shipping costs, adding that the fee will “only apply when a product’s inventory levels relative to historical demand (known as historical days of supply) is below 28 days” for both short-term (last 30 days) and long-term (90 days) metrics.

The fees vary based on the product size and historical days of supply: 0-14 days, 14-21 days, and 21-28 days.

New sellers and new products receive exemptions for six months or a year.

To minimize or avoid the low-inventory-level fee, sellers can send additional units, ensuring the short-term historical days of supply exceed 28 days.

Minimum Inventory

FBA also announced that beginning on April 1, 2024, it would provide a new metric to help sellers maintain the proper level of inventory to both maximize sales and, seemingly, avoid the fee.

The new minimum inventory metric uses, unsurprisingly, machine learning and artificial intelligence models to forecast demand and replenishment.

Thus the metric is a recommendation to sellers for the minimum number of units they should keep in Amazon’s fulfillment centers.

Maintaining this recommended level will presumably help meet customer demand and offer faster delivery time since FBA will warehouse the items in distribution centers closer to the sellers’ likely customers.

I have seen firsthand how predictive inventory management can help a company. I worked a few years ago for a regional, omnichannel farm and ranch retailer that implemented a machine learning model for its purchasing and inventory management. The model resulted in lowering inventory by roughly $2 million. It also boosted sales because it had the right products at the right time.

The minimum-inventory-level metric will join Amazon’s other inventory monitoring indicators, including:

  • Historical days of supply,
  • Inventory Performance Index,
  • Capacity limits,
  • Restock recommendations.

Inventory AI

Taken together, Amazon’s low-inventory-level fee and minimum-inventory-level metric offer a preview of what could be coming to other ecommerce platforms and marketplaces.

Let’s consider three implications.

First, Amazon is confirming what most large merchants already know: Inventory levels impact shipping costs. SMBs can apply Amazon’s methods to consider shipping costs when they decide what to buy.

Second, the new minimum-inventory-level metric provides FBA sellers with a target that optimizes sales. Many excellent software tools do this now, but the cost can be relatively expensive for smaller brands. The new metric is evidence of available, cost-effective computing power. If Amazon can offer AI-powered sales forecasting, presumably so can Shopify and many other ecommerce platforms.

Third, look for even small sellers to improve purchasing and supply chain management, as Shopify and others roll out their own AI-driven predictive inventory tools.

These improvements likely produce higher profits from lower shipping and inventory-carry costs since businesses would know with more certainty which products could sell in the next 90 days.

In short, AI will impact ecommerce and retailing. Amazon’s model for optimal inventory is likely among the first of many.