Every retail company has to cope with the changes mandated by operating in an omnichannel world, and seasonality confronts every one of them with pressures they don't see the rest of the year. But for companies in the retail hardware space, e-commerce and seasonal business peaks carry their own special challenges.
For the past year, Amazon employees have been test driving Amazon Go, an experimental convenience store in downtown Seattle. The idea is to let consumers walk in, pick up items and then pay for them without ever standing in line at a cashier.
Three years ago, GlaxoSmithKline set up an online Supplier Exchange to enlist suppliers in a bid to meet carbon-reduction goals. Now it's found a familiar partner to manage that community.
Landlords of top U.S. malls used to rent most of their space to the biggest national retailers, which boasted the best credit and the most desirable selection of goods.
The new purported norm created by Amazon's two-day shipping hits two key groups of stakeholders — consumers and supply chain service and equipment providers — differently. How the latter respond is critically important to business success.
In 2010 a spate of suicides at factories in southern China owned by Foxconn, a contract manufacturer for some of the world's leading electronics brands, highlighted poor conditions faced by its assembly workers. Foxconn promised to improve working conditions, but reports of further suicides or attempted suicides have continued to dog the company.
In October, International Textile Group, acquired by a private equity firm a year ago, announced plans to close the storied Cone Denim White Oak plant in Greensboro, N.C. That factory was a 112-year-old shrine to bluejeans and the last major manufacturer of selvage denim in the United States.