![]() Proactive planning, flexibility and accuracy are the name of the game for moving food and beverage products where they’re needed. This means making sure that demand forecasting is as accurate as possible, systems and data are aligned across the supply chain, and the right teams have access to near-real-time data. But having the right information at your fingertips can help. ![]() Unfortunately, there’s no one-size-fits-all plan to manage this shortage. Given the incredible amount of turnover, drivers accelerating their retirement plans and other ongoing logistics issues, food and beverage companies need to be prepared for a continuation of significant delays and disruptions. Meanwhile, the average annual turnover rate for long-haul truckers at major trucking companies hovers around 90%. Sources differ, but the average age of an over-the-road driver falls between 45-60 years. ![]() It has since been exacerbated by the sudden growth in online commerce. The transport and driver shortage will continue. Finding enough drivers and trucks to move consumer goods was a small but growing problem before the pandemic. Here are five considerations as CPG brands look to the next year.ġ. By understanding what’s to come in 2022, brands can start to reduce the impact of recurring supply chain disruptions and become more agile. Now, collective learning can help food and beverage companies create and maintain more stability moving forward. Over the last two years, leadership teams across industries have learned more about how to predict and react to market shifts - although much of this learning came from trial and error.
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