The challenges facing warehouse and supply chain logistics professionals are complex and interconnected, from skilled labor shortages and rising business costs to changing regulatory demands, shifting consumer expectations, and geopolitical tensions causing shipping and supply issues.

While addressing these problems may seem insurmountable, smart technology and automation can provide the direction for change, helping warehouse managers to address these pressing issues holistically while also ensuring alignment with broader supply chain traceability goals.

Global Business Challenges

If the last few years have been dominated by an increasingly challenging business climate, 2025 looks set to continue that trend. As Deloitte’s 2025 manufacturing industry outlook states, “manufacturers are expected to continue to face a challenging and uncertain business climate due to a combination of higher costs, potential policy changes following the US and global elections, and geopolitical uncertainty”.

Raw material and other input costs are expected to grow, increasing the cost of business operations, while finding and retaining skilled workers will remain problematic. Anticipated policy changes following global elections and other geopolitical events may also impact supply chains, demand, and long-term investment in manufacturing. Changes to trade policy and tariffs could affect international regulations, drive up raw material and component costs, and have ripple effects throughout the supply chain.

At the same time, consumer expectations for faster delivery times, ‘Amazon-like’ distribution capabilities, and greater supply chain transparency, are adding to the pressure on supply chain and warehouse leaders.

This complex set of interdependencies is prompting businesses to look for ways to increase productivity and do more with less: producing and shipping goods faster without increasing costs. This calls for operational agility and efficiency, with optimized workflows and near real-time visibility of supply and demand to manage disruption and shortages and fulfill orders seamlessly and transparently.

One could be forgiven for likening this to an impossible challenge; however, in today’s modern era, help is at hand in the form of smart technology and automation.

The Case For Warehouse Automation

Businesses have been investing in warehouse automation for decades, using technology to automate routine, repetitive, and manual processes, including picking, palletizing, data entry, transfer and analysis, stocktaking, quality control, and shipping.

This trend has increased significantly in recent years with technological advancements. In 2023, 60% of warehouse managers reported plans to increase their automation budgets by 20 percent in 2024, while globally, the warehouse automation market is expected to grow from $19.9 billion in 2022 to $54.6 billion by 2030. Similarly, the warehouse robotics sector is growing at a rate of 20 to 25 percent annually, according to Statista, while McKinsey reports that robot shipments are expected to increase by >50% per year through to 2030.

The benefits of warehouse automation are significant. These include reduced human error, increased productivity and efficiency, and — critically — access to real-time data to unlock visibility of what is happening both within the warehouse and in the upstream and downstream supply chain. Indeed, it is this real-time data that interlinks and underpins solutions to the operational challenges leaders face today.

The warehouse management system, or WMS, is at the heart of warehouse automation. To successfully and holistically increase productivity, optimize operational agility and efficiency, and meet consumer and regulatory demands, businesses must ensure that the correct data feeds into, through, and out of the WMS.

Machine-readable codes and identification technologies, including GS1 QR codes, barcodes, and RFID tags, can help to enable seamless data flow from the production line into the warehouse. At the same time, vision systems can be used not only to verify the accuracy of these codes but also to ensure reliable data transfer and effective sorting of products. Within the warehouse, automated barcode and RFID scanners can further facilitate data transfer – speeding up stocktaking and enabling traceability of products moving through the system. Warehouse managers can also elect to utilize robots, cobots, and safe print and apply labelers to assist human workers with routine tasks like packing, picking, sorting, and pallet labeling – further streamlining processes and reducing the risk of injury. All this can be complemented by many and varied smart technologies, such as adaptive coding and marking systems, pallet and parcel dimensioners, and variable height vision systems equipped with ‘liquid’ lenses to manage diverse package sizes and ensure precise measurements for efficient shipping.

When properly integrated, smart systems and technology utilized on the production line and automated warehousing solutions will complement one another and support the flow of data into the warehouse and out into the wider supply chain – a crucial link in the chain for complete supply chain traceability.

A warehouse manager’s ultimate goal may be to achieve a fully automated ‘lights out’ warehouse, a smart and dynamic facility where streamlined data flows in and out and which incorporates the use of artificial intelligence (AI) and/or machine learning to analyze data patterns, predict potential issues, and further streamline operations.

But, how do we get there? With EY citing that between 30 to 50 percent of robotic process automation projects fail globally, and Gartner predicting that at least 30 percent of generative AI projects are likely to be abandoned after proof of concept by the end of 2025, taking steps to identify and address pitfalls early is fundamental.

Making Automation Work

The three most commonly cited barriers to warehouse automation are poor planning, lack of integration, and workforce readiness. Businesses need to plan and tread carefully – as unclear business value and misaligned or incompatible systems will inevitably lead to workplace confusion, data silos, a lack of communication, and the inability for data to flow seamlessly. And, of course, organizations should not underestimate the importance of workforce readiness. The move to automation will demand a digital fluency and familiarity with information and processes that may need traditionally trained production line workers to be upskilled before embarking on a project of such significance.

Fundamental steps to take are:

• Plan and execute carefully. Understand your business case and key success metrics. Start slowly: pick off your ‘low-hanging fruit’ that will deliver early success and inspire confidence. Monitor and adapt.
• Collaborate for success. Identify suppliers that are willing to work together to ensure that their solutions can integrate with your existing systems, particularly your WMS.
• Align with your upstream supply chain and production partners to ensure the optimum quality of readable barcodes, 2D codes, data coming into the warehouse.
• Align with downstream supply chain partners for complete transparency throughout the wider supply chain, particularly within a retail/consumer environment.
• Bring your workforce along with you. Identify potential skills/digital literacy gaps and invest in training upfront. Involve your workforce in potential applications for automation where early wins can be achieved.

The warehouse is arguably the lynchpin in today’s supply chains, the single point where upstream and downstream distribution points collide. Ensuring warehousing efficiency, productivity, and operational visibility is key to an organization’s ability to navigate – indeed, conquer successfully – modern business demands.

Yet the challenge is complex. Working with a trusted partner with experience and expertise in providing production line and warehousing solutions designed for integration and data transfer will set you on the right path and support your direction of change.

Contributor Info: Toby Odlin, is head of group logistics and supply chain projects, Domino Printing Sciences, Andreas Olsson, is global sector manager – logistics and distribution, Domino Printing Sciences, and Paul Stinson, is sales director, Lake Image Systems

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Kinder Bueno and Harper will be rewarding fans with a year’s supply of Kinder Bueno chocolate bars, based on performance. The number of winners will be determined by the team that scores the most points on Thursday, March 20.

“I’m thrilled to team up with Kinder Bueno to make following the action on the court even sweeter through Bueno Buckets,” says Harper. “Just as thrilling as scoring a game-high, Kinder Bueno makes every moment feel like a victory. I’m looking forward to giving some lucky fans a chance to win a year’s supply of what’s become my favorite post-game chocolate bar.”

“March basketball is all about those captivating moments, much like trying a Kinder Bueno for the first time,” says Shalini Stansberry, vice president of marketing, Kinder Snacking. “We’re delighted to partner with Dylan to give fans a chance to enjoy our signature chocolate bars during these exciting matchups.”

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To promote the launch, the company has created the Hi-Chew Getaway Mix Layover, an immersive pop-up experience, for Spring break travelers at the Miami International Airport. From March 21st through March 31st from 9am ET to 9pm ET, travelers arriving or departing from Terminal D will be able to sample the new flavors, meet the brand’s new mascot, Chewbie, take part in interactive moments, and bring home limited-edition Hi-Chew giveaways.

The company describes the flavors as follows:

Mango Chamoy — a balance of sweet, tart notes of ripened mango with a hint of spice.

Mai Tai — a mocktail-inspired flavor that blends tropical fruits and is reminiscent of the classic vacation beverage.

Yuzu Lime — a combination of tangy notes of Japanese yuzu citrus with vibrant and zesty lime sweetness.

As part of the pop-up experience, travelers will step into the hot air balloon basket photo experience, where they can pick a virtual background featuring their dream vacation to create a digital postcard.

“Hi-Chew Getaway Mix will take consumers around the world with its internationally-inspired flavors,” says Teruhiro Kawabe (Terry), chief representative for the USA & president, CEO of Morinaga America. “As we bring the mix to life at the Hi-Chew Getaway Mix Layover within the Miami International Airport, we’re excited to have consumers connect their upcoming trip with these new flavors and add some sweetness to their travel experience.”

Hi-Chew Getaway Mix is available in three-, 6.9-, and 11.65-ounce packs. According to the company the product is made with concentrated fruit juices, both natural and artificial flavors, and contains no colors from synthetic sources.

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Washington — Picture this: You’re introduced as the presenter at a dinner meeting, just as a tray of whipped cream desserts accidentally dumps down your shoulder! What do you do? This happened to me!

There’s a reason studies show that most people rank the fear of public speaking higher than death. As you might have guessed, I didn’t die from wearing whipped cream; I brushed it off, stepped up to the podium, and carried on.

As a presenter, your goal should be to make your audience comfortable with you and with themselves. People are most open to receiving and retaining your message when they feel at ease.

Presentations have evolved from “all live” with overhead projectors to PowerPoint and, in 2020, the big shift to virtual presentations. Whether live or virtual, each format requires specific skills that should be practiced, but the goal remains the same.

Let’s start with some core principles for presenting, regardless of medium.

Know Your Audience

Who are you speaking to? Are there experts in the room, or is this new information for everyone? Never talk down to your audience; explain in simple terms. The goal isn’t to show how smart you are but to effectively communicate your knowledge. Avoid using too many acronyms, and if you must, explain them. Too many unfamiliar terms can distract your audience from your main points. It’s better for your audience to remember one or two key takeaways than to be overwhelmed by jargon, data, and charts that dilute your message.

Focus On Relevance

Keep the “so what?” in mind. Why should your audience care? People process information through the lens of how it affects them. Make your presentation relevant to the individual. Provide insights that make their daily or work life easier or helps them look smarter to their manager.

Presentation Structure

A good structure is key: tell the audience what you’re going to say, say it, and then summarize it. This simple format helps them stay engaged and retain information. When using PowerPoint or similar tools, follow best practices for style, font size, and word count per slide. Less is often more. If the text is too small or the charts are too busy, the audience will be distracted. If there is a language barrier, more words may be helpful so people can read at their own pace. If graphs are difficult to decipher, take the time to explain the main concept.

Now, let’s look at the type of presentation and how to adapt for each one.

Live Presentations

Preparation for live presentations should be consistent, regardless of audience size. When you can see your audience, you can read their feedback to adjust your pace, check interest, and ensure understanding. Be flexible — skip slides, move around, or adjust the lighting if needed to keep the audience engaged.

Your comfort level will translate into their comfort. Wear clothes and shoes that make you feel confident. Stand still at the podium or walk around if you’re comfortable. If you’re unsure, stay planted in a grounding position.

Scope out the venue beforehand. Will you use a handheld, stationary, or clip-on microphone? Always use a microphone if available, keeping it close to your mouth and checking for distortion from clothing or jewelry. Avoid turning away from the microphone to read from a screen, as this can be distracting. If at a podium, test the microphone height and make sure you can enter and exit the stage smoothly. Steps can be a hazard. If you’re unsure, request a “spotter” for assistance.

Virtual Presentations

The preparation for virtual presentations is similar but focus on being comfortable with the technology. Ensure your equipment is fully charged, your Wi-Fi is reliable, and have a backup plan if there’s a connection issue. Consider having a colleague ready to jump in if needed. Test the presentation with a friendly audience who can provide feedback on lighting, sound, and background.

It’s easier for your audience to follow when you’re on camera, but keep in mind that you may not see their reactions. This makes feedback difficult to gauge, so appoint a colleague as a moderator to monitor the chat and message you as needed. Decide how you want to receive feedback: frequent texts or only for urgent matters. Avoid receiving multiple messages during your presentation, as this can be distracting. Appoint one feedback communicator to the speaker.

Key Takeaways

No matter what happens, roll with it! It’s not just about what occurs but how you react. If you remain comfortable, your audience will too. Brush that whipped cream off your shoulder and soldier on. As Maya Angelou once said, people may forget what you said, but they will never forget how you made them feel.

The post How To Make A Powerful Presentation appeared first on NCA.

The annual donation campaign, running through March, marks 20 years of partnership between Walmart, Sam’s Club, and Feeding America, with approximately $271 million in donations including more than $177 million from the company and the Walmart Foundation and nearly $95 million from customers and members. Walmart and Sam’s Club have also donated more than 9 billion pounds of food to the Feeding America network of local food banks and partner agencies since 2006.  

“Our extraordinary partnership is grounded in a shared belief that ending hunger in America is possible,” says Claire Babineaux-Fontenot, Feeding America’s CEO. “For two decades, Walmart and Sam’s Club have brought bold, impactful ideas to the table, and executed them consistently and with purpose. We are grateful for all they’ve done and all that’s to come.”

The campaign runs online and in stores with shoppers having three ways to support people facing hunger:

For every participating product purchased in store or online at Walmart.com or SamsClub.com, the supplier will donate the monetary equivalent of at least one meal ($0.10) on behalf of a Feeding America partner food bank at Walmart and five meals ($0.50) at Sam’s Club, up to applicable limits. See specially marked packages for full details.

Donate at check-out in stores or clubs or online at Walmart.com and the Walmart app.

Donate at Feeding America’s Fight Hunger. Spark Change. campaign site at either www.FeedingAmerica.org/Walmart or www.FeedingAmerica.org/SamsClub. 

According to the company, all donations stay local. Sales-activated supplier donations and register donations are directed to a local Feeding America partner food bank located within a store or club’s community. Since its inception in 2014, the campaign has helped to secure nearly 2 billion meals for people facing hunger.

“For the past 20 years, Feeding America, Walmart and Sam’s Club have collaborated to help people live better in the communities we serve. Together, we have supported the charitable meal system’s ability to recover more food donations from retailers and use tech-powered solutions that help food banks and agencies serve more people,” says Julie Gehrki, president of the Walmart Foundation and senior vice president at Walmart. “The Fight Hunger Spark Change. campaign is another way we build support for the fight against hunger by engaging our suppliers, customers and members to join us in giving to local food banks across the U.S.”

The 24 participating suppliers for this year’s Fight Hunger. Spark Change campaign for Walmart include: B&G Foods, Inc., Ben’s Original, Bush Brothers & Company, Celsius, The Coca-Cola Company, Conagra Foods, Dole Packaged Foods, LLC, Ferrero USA, General Mills, Hershey Salty Snacks, Hidden Valley Original Ranch, Kellanova, Keurig Dr. Pepper, Kodiak, Kraft Heinz, Lipton Tea, Materne, Mondelez International, Olipop, Pepsi-Cola Advertising & Marketing, Inc., The Hain Celestial Group, WK Kellogg Co, Unilever and Utz Quality Foods.

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“Consumer spending dipped slightly again in February due to the combination of harsh winter weather and declining consumer confidence driven by tariffs, concerns about rising unemployment and policy uncertainty,” says NRF President and CEO Matthew Shay. “Unease about the probability of inflation and paying higher prices for non-discretionary goods has the value-conscious consumer spending less and saving more. But for the moment, year-over-year gains reflect an economy with strong fundamentals.”

Total retail sales, excluding automobiles and gasoline, were down 0.22 percent seasonally adjusted month over month but up 3.38 percent unadjusted year over year in February, according to the Retail Monitor. That compared with a decrease of 1.07 percent month on month and an increase of 5.44 percent year over year in January.

The Retail Monitor calculation of core retail sales (excluding restaurants in addition to automobile dealers and gasoline stations) was also down 0.22 percent month over month in February but up 4.11 percent year over year. That compared with a decrease of 1.27 percent month over month and an increase of 5.72 percent year over year in January.

Total sales were up 4.41 percent year over year for the first two months of the year and core sales were up 4.91 percent. That compares with 3.6 percent growth for the full year in 2024.

The February monthly downturn came after President Donald Trump announced 10 percent tariffs on goods from China and 25 percent tariffs on goods from Canada and Mexico at the beginning of February. The Canada-Mexico tariffs were immediately delayed by a month, then delayed again for most goods until April 2 last week, but the tariffs on China were doubled to 20 percent. The University of Michigan’s Index of Consumer Sentiment dropped to 64.7 in February from 71.7 in January, marking the second monthly decline after five months of small gains.

Unlike survey-based numbers collected by the Census Bureau, the Retail Monitor uses actual, anonymized credit and debit card purchase data compiled by Affinity Solutions and does not need to be revised monthly or annually.

February sales were up in six out of nine categories on a yearly basis, led by online sales, health and personal care stores, and general merchandise stores. Sales were down in all but two categories on a monthly basis. Specifics from key sectors include:

• Online and other non-store sales were up 0.46 percent month over month seasonally adjusted and up 36.51 percent year over year unadjusted.
• Health and personal care stores were down 0.44 percent month over month seasonally adjusted but up 8.33 percent year over year unadjusted.
• General merchandise stores were down 0.42 percent month over month seasonally adjusted but up 6.2 percent year over year unadjusted.
• Grocery and beverage stores were down 0.07 percent month over month seasonally adjusted but up 4.08 percent year over year unadjusted.
• Clothing and accessories stores were down 0.78 percent month over month seasonally adjusted but up 3.75 percent year over year unadjusted.
• Sporting goods, hobby, music and bookstores were up 0.93 percent month over month seasonally adjusted and up 3.57 percent year over year unadjusted.
• Electronics and appliance stores were down 0.43 percent month over month seasonally adjusted and down 0.06 percent year over year unadjusted.
• Building and garden supply stores were down 1.02 percent month over month seasonally adjusted and down 3.34 percent year over year unadjusted.
• Furniture and home furnishings stores were down 1.01 percent month over month seasonally adjusted and down 3.67 percent year over year unadjusted.
  
  

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The survey highlights how maximizing truck capacity is becoming a major priority, as businesses navigate fluctuating fuel prices, increasing demand for faster deliveries, and mounting pressure to reduce carbon footprint. Nonetheless, organizations continue to struggle with key barriers to efficient load planning. Additionally, when asked about the biggest obstacles to optimizing truck loads, respondents cited inadequate load planning software, order processing delays, and lack of real-time visibility into warehouse operations as top concerns.

The impact of these inefficiencies is considerable, with nearly 30 percent of companies reporting that more than a quarter of their outbound trucks leave without being at least 90 percent full, resulting in wasted fuel, higher costs, and unnecessary environmental impact. Furthermore, 22 percent of respondents stated that inefficient truck loading directly affects their ability to meet last-mile delivery commitments, further compounding logistics challenges.

Despite these issues, many companies are still in the early stages of leveraging technology to improve load optimization. Ortec’s findings reveal that while 25 percent of organizations have successfully implemented AI-powered load planning solutions, a significant portion is still relying on manual processes or outdated software, leaving room for improvement. With increasing adoption of automation and AI in logistics, businesses have a major opportunity to enhance efficiency, reduce costs, and streamline delivery operations by investing in advanced load planning technologies.

“Our survey results confirm what we’ve seen across the industry—many companies are leaving money on the table due to inefficient load optimization,” says Mat Witte, CEO of Ortec Americas. “By utilizing AI-driven planning solutions, businesses can ensure better truck utilization, reduce empty miles, and improve delivery accuracy, ultimately leading to cost savings and greater operational efficiency.”

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Consumers who try the potato chip and ketchup combo are encouraged to share their feedback on social media using #HeinzChipDipChallenge. The limited-edition Chip Dip will serve as a test-and-learn as the brand considers making this a permanent addition to its portfolio.

The Chip Dip includes a Heinz ketchup bottle, a wide-mouthed glass jar designed for dipping, and a bag of chips.

The dip kits are available at Walmart stores while supplies last.

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With sizes for kids and adults, the clogs feature an embossed sole with Goldbears details and Haribo-branded heel straps. Exclusive Goldbears Jibbitz are available in two styles: oversized Goldbears and a Goldbears package. The kid-size Crocs come with permanent Goldbears Jibbitz.

“The Haribo Classic Clog is a fun collaboration that lets fans show off their love of Goldbears in a whole new way,” says Seth Klugherz, vice-president of marketing at Haribo of America. “This collection captures the childlike happiness and nostalgia of everyone’s favorite gummi bears.”

“At Crocs, we’re all about embracing the unexpected,” says Matias Infante, vice-president of global marketing at Crocs. “Our collaboration with Haribo is the perfect example of that—melding comfort, fashion, and self-expression with a dash of joy. It’s everything our fans love and more!”

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Taffet is a marketing executive with 20 years of leadership experience, including 15 years in consumer-packaged goods (CPG) and a PepsiCo career spanning multiple brand portfolios — most recently as senior vice president of beverage portfolio strategy and marketing.

Throughout her tenure, she has driven business growth, leading large teams, and managing multi-billion-dollar brands across beverages and snacks, including marketing transformations for brands like Pepsi and bubly. Her expertise spans brand management, digital marketing, innovation strategy and comprehensive commercial planning, with a proven track record of delivering sustainable growth.

“We are thrilled to welcome Stacy to Hershey’s executive team. With deep expertise in brand strategy, innovation and commercial growth, Stacy brings strategic capabilities to accelerate our vision to become a leading snacking powerhouse,” says Michele Buck, Hershey president and CEO. “With a proven track record of driving sustainable growth across complex business landscapes, I’m confident that her leadership will help us unlock new growth opportunities, elevate our iconic brands and continue to delight consumers around the world.”

Taffet will spearhead Hershey’s enterprise strategy and key growth capabilities encompassing media and creative investments, marketing innovation, research and development, commercial and consumer intelligence, and brand reputation management.

“I am deeply honored to join Hershey and help shape its next chapter of growth. Throughout my career, I’ve admired Hershey not only for its iconic brands that have created meaningful moments for generations, but also for its exceptional talent and profound commitment to community impact,” says Taffet. “I’m excited to contribute to this remarkable legacy while working alongside the team to advance our ambitious vision for the future.”

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Washington — As consumer preferences evolve and industry advancements accelerate, the candy and snack food sector is experiencing unprecedented growth and transformation. From cutting-edge processing and packaging innovations to the rising demand for sustainability and automation, manufacturers are investing heavily to stay competitive in a fast-changing market.

According to the Snack Foods Packaging Trends report produced by PMMI, The Association for Packaging and Processing Technologies, 92 percent of manufacturers expect industry growth over the next three years, with an average projected capital investment increase of 10.5 percent. This surge in spending reflects a growing need for advanced processing solutions, flexible packaging systems, and improved automation to meet shifting consumer demands.

With 88 percent of manufacturers planning to acquire new packaging or processing machinery in the near future, investment in modular and customizable equipment is surging. The ability to adapt production lines for various product sizes, shapes, and packaging formats is a key competitive advantage, especially in seasonal and limited-edition candy and snack product lines.

High-priority investments include:

• Labeling, decorating, and coding equipment — essential for compliance, traceability, and brand differentiation (40 percent of manufacturers plan to invest)
• Form/fill/seal machines, palletizing, wrapping, and bundling systems — improving efficiency and reducing labor reliance
• AI-driven automation — streamlining operations, reducing waste, and enhancing predictive maintenance capabilities.

Despite technological advancements, the industry continues to grapple with skilled labor shortages. High turnover rates among machine operators pose a challenge, prompting companies to adopt Virtual Reality-based training modules and AI-assisted troubleshooting to improve efficiency and reduce downtime.

Sustainability remains a key focus in candy and snack food packaging. Many brands are embracing:

• Recyclable and compostable packaging to align with consumer expectations and regulatory requirements
• Lightweighting initiatives to reduce material usage while maintaining package integrity
• Extended Producer Responsibility policies, prompting shifts in packaging design to meet new compliance standards.

As the candy and snack food industry continues to evolve, investments in cutting-edge machinery, automation, and sustainable packaging solutions will be critical for staying competitive. With the launch of Pack Expo Southeast, candy and snack food professionals working to keep up with industry trends and meet the demands of this dynamic market have a new resource in Atlanta, a regional manufacturing hub and easily accessible destination.

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