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Insights from Enable’s State of Volume Rebates Reports for Manufacturers and Distributors

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Insights from Enable’s State of Volume Rebates Reports for Manufacturers and Distributors

In a bid to illuminate the dynamic realm of volume rebates in supply chain operations, Enable, the rebate management platform, has unveiled its much-anticipated annual reports for 2024. The comprehensive insights offered by the “2024 State of Volume Rebates Report for Manufacturers” and the “State of Volume Rebates Report for Distributors” shed light on the strategic role played by rebates in financial performance and supply chain operations.

Supply chain complexities are on the rise, making effective rebate management imperative for manufacturers and distributors. By fostering a collaborative approach, robust rebate management maximizes revenue streams, prevents leakage, ensures healthy profits, and minimizes disputes. Enable’s reports delve into the nuances of how manufacturers and distributors leverage volume rebates, uncovering key elements crucial for supply chain success.

The “2024 State of Volume Rebates Report for Manufacturers” emphasizes the potency of rebates as a strategy to influence customer behavior, boost revenue, and foster loyalty. The report highlights opportunities for manufacturers to enhance analytics, communication with trading partners, and reduce administrative burdens on finance teams.

Key Insights for Manufacturers:

1. Opportunities Exist for Manufacturers to Expand Rebate Programs:
– 62% of manufacturers offer volume rebate programs.
– The majority support fewer than 25 distributors, contractors, or retailers.

2. Rebate Strategies Lack Synergy with Company Goals:
– Only 4% find managing rebate programs easy.
– 36% use rebates to drive sales growth.
– 32% don’t believe their strategy is effective.

3. Improved Analytics and Communication Will Drive More Effective Rebate Programs:
– 64% believe better analytics will enhance rebate programs.
– 41% note periodic discussions with customers about rebate programs.
– Awareness and improved communication are seen as key factors.

4. Administrative Burdens Prevent Strategic Use of Rebates:
– One-third use Excel, and another third use ERPs for rebate administration.
– 55% lack a full-time rebate manager.
– 46% spend one month or more on reconciliation for year-end reporting.

The “2024 State of Volume Rebates Report for Distributors” underscores the critical role rebates play in distributor success within the supply chain. Distributors are urged to focus on improving communication, both internally and externally, and seek analytical insights for better performance visibility against goals.

Key Insights for Distributors:

1. Rebates Remain Critical to Distributors:
– 87% report rebates are critical to profitability.
– 79% consider the availability of a rebate program with a supplier important.

2. Distributors View Rebates as a Relationship Builder:
– 72% believe manufacturers offer rebates to become a preferred vendor.
– 43% know the rebate amount earned from each manufacturer.

3. Better Tools are Needed to Track Rebate Performance:
– 58% track performance against supplier goals.
– Concerns arise over accuracy, with 52% doubting they receive all earned rebates.

4. Communication Remains a Key Concern, both Internally and Externally:
– 48% report only purchasing and senior management are aware of supplier rebate programs.
– Communication gaps persist, with 33% hearing from manufacturers only when they reach out first.

As manufacturers and distributors navigate the evolving landscape, these reports serve as a compass, providing strategic insights for optimizing rebate programs and fostering stronger collaborations within the supply chain.

manufacturing innovation

3 Ways Your Manufacturers Can Impact Innovation

When COVID-19 hit, most industries were forced to adapt and make significant changes. The beauty industry was no exception. Before the pandemic, for example, many cosmetic consumers shopped for their beauty products in brick-and-mortar stores. Now, a lot of beauty purchases are made online. We have also seen the shift to a minimalist approach to beauty, focusing on skin health and wellness as a beauty regimen in lieu of a heavy makeup look with searches such as “minimalist makeup looks” and “foundation with sunscreen” trending still today.

All of these changes necessitate innovation. What many beauty brands forget, however, is that innovation and industry disruption begin with the manufacturer. If you are trying to innovate in the beauty space right now, it’s crucial for you to partner with a manufacturer that can help you develop new ideas based on changes in consumer demographics and behavior. Most importantly, your manufacturer should be able to respond to new trends with speed and agility — getting products to market despite supply-chain issues.

It can be easy to limit the involvement of your manufacturer based on preconceived notions. If you want to outperform competitors in the beauty industry, however, you need to shift your perspective and see them as a key industry partner that can help your brand innovate and adapt.

How Manufacturers Help Beauty Brands Innovate

If there is one key takeaway from how the pandemic has impacted the beauty industry, it is that today’s beauty buyers are more educated than ever before about the beauty products they consume and what they want from the companies they engage with. Gone are the days when customers purchased products for the sake of “looking great.” Modern consumers want to feel good about their purchases from the inside out, and they want products that make them look and feel their best. This is part of the reason we have seen so many beauty brands zeroing in on clean beauty.

One of the most important lessons you can learn as a beauty brand is that your manufacturer can either make or break your ability to effectively innovate. Manufacturers that have worked in the beauty industry for a long time can help brands identify new trends and produce products that align with those trends. Also, manufacturers can help brands keep a pulse on industry influencers and the conversations consumers are having that can inform the direction of your next move. Manufacturers touch more products across all brands, making them a great source of knowledge.

Considering the fact that innovation and newness represent 20-25% of all new growth each year, it’s crucial to partner with your manufacturer to drive innovation. Innovation builds revenue, improves brand recognition, and positions your brand to outperform competitors in a saturated market. If you don’t partner with your manufacturer in innovation, you risk falling behind in the market or, even worse, disappearing completely.

How to Choose an Innovative Beauty Manufacturer

If you are hoping to work with a manufacturer to innovate in today’s beauty marketplace, it can be difficult to know which qualities to prioritize in your search. After all, you need a manufacturer that is a good fit for your brand and can help you distribute products quickly to respond to consumer trends.

Here are some of the most important qualities to look for in your manufacturing partner:

  1. The manufacturer focuses on research and development.

If you are struggling to find new ways to innovate, you need a manufacturer that understands market research to identify opportunities for your brand. Manufacturers can help you with white space mapping to figure out customer needs that are not being met and help you develop products with those needs in mind. If your brand is not in a position to create new products, your manufacturer may be able to help you find ways to add innovation to your existing portfolio. Also, if you have seen a decline in business recently and want to uncover new ways to reach customers, your manufacturer can use custom formulation to innovate your brand’s collection and find the best way to move forward.

  1. The manufacturer prioritizes speed to launch.

How quickly your brand can respond to shifting trends largely depends on your manufacturer’s ability to help you create new products. If new trends develop and your brand can’t distribute a product to meet that trend, you will miss the innovation window. A true manufacturing partner can help equip your team with the tools to help you respond to trends, adapt your products, innovate, and create game-changing products that people will love.

  1. The manufacturer works outside of the “comfort zone” and stays open to new trends.

Your manufacturing partner should never be afraid to move outside of your brand’s comfort zone to discover new trends. In fact, one way to ensure that your brand stays relevant for a long time is to innovate when possible, especially if you have market research to support changes. Importantly, innovation doesn’t require you to create new products all the time. Rather, you can innovate by adding value to consumers through improved digital experiences, improving product packaging, or re-imagining a current product.

If you are hoping to reach more of your audience or find new ways to engage your customers in the beauty industry, start with your manufacturing partner. A manufacturer can help you innovate in new ways or find existing opportunities to disrupt the beauty industry. Once you find the right beauty manufacturer, your brand will be able to discover new trends, improve your products, and outperform competitors in a rapidly changing space.

Mark Wuttke is Chief Growth Officer at Cosmetic Solutions; founding Alumni Advisory Board member of the Global Wellness Summit; founding Beauty Initiative Chair of the Global Wellness Institute; founding editorial advisory board member of Organic Spa Magazine; and mentor and regular industry leadership speaker at Florida Gulf Coast University and Cornell University.

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Nine Areas Where Manufacturers Should Consider Business Process Outsourcing

As a manufacturer, your intent and hope is to bring all of your operations in-house — but the reality is that’s not always a practical solution. Why? Maybe your staff isn’t adequately trained or qualified to do so. Or, perhaps it doesn’t make financial sense to build a full-time team capable of bringing that vision to life.

Guess what? You’re not alone. According to a 2019 study, more than a third of small businesses outsourced some element of their business practices. A business process outsourcing (BPO) service empowers you and your team to focus on more high-level core business functions and let outside experts handle those other mission-critical organizational needs.

Best of all, outsourcing can boost your company’s profitability and productivity. Here are some areas in which BPO can best serve you:

  • Accounting

While a user-friendly software like QuickBooks can help oversee your company’s finances, accounting is still a specialized skill that takes time to learn. Devoting too much time to it without the necessary know-how can take you and your employees away from other urgent core duties. If you’re not a financial expert, it may make sense to forego having a full-time CFO and instead contract a person or firm to work through it all for you.

  • Customer Service

You likely already deal with most of your customers online or over the phone. Still, why have your employees spend time in the office dealing with them when outsourcers can do the same? A call center or chat service based in the U.S. or overseas can handle all customer inquiries to your specifications.

  • Sales

To close deals, your team needs to spend significant time making sales calls and setting up funnels and processes. Some outsourced professional salespeople can do all that and bring in more dollars for you. Sales outsourcing companies will run the entire process for your company, including contacting prospects, order and product fulfillment, and customer relationship management.

  • IT Management

Outsourced IT services reached $85.6 billion in 2019. Many companies can use BPO services that offer on-demand assistance for any tech issues that materialize.

  • Administrative Tasks

Do you need full-time employees handling in-office administrative duties? For a small office, a virtual assistant can run everything from managing your inbox to making travel arrangements and purchasing supplies, often for as little as $5 an hour.

  • Marketing

You don’t need to take time to manage every aspect of your website, social media accounts, and advertising. An outside marketing firm can focus exclusively on building buzz for your business and offer creative options and strategies you may not have even considered.

  • Research

Are you launching a product or expanding the scope of your services? Instead of spending months learning about your industry, customers, or competitors, outsource all of that to a research firm. These companies often have vast resources to give you the insights you need.

  • Overhead

As a business owner, you know that the most significant chunk of your expenses often includes overhead like rent, utilities, phone bills, security, and equipment. But what if you split these costs with other companies and had someone else handle them? An executive suite can get you space in multiple locations for a fraction of the cost of maintaining your own.

  • Human Resources

A small company doesn’t need an expansive HR department. Naturally, you can hire an outside recruiter to help you find the best talent. Still, you can also work with professional employee organizations that can handle benefits management, compliance, and payroll. With the money you save, you’ll get better benefits for your most valued employees and retain them longer.

For most companies, outsourcing just makes more sense. With so many options available, you can focus on your core business, ideas, and growth, making the best use of your limited resources and giving your company the best chance to reach its potential.

About Author

Dr. Anthony Decoste is the President and CEO of Global Virtuoso, an outsourcing company that specializes in the delivery of business process outsourcing (BPO) services for businesses of all sizes. He has over 20 years of international management experience and has a proven track record of helping companies cut costs and improve efficiencies

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Want a More Resilient Supply Chain? Collaboration Is Key.

Supply chain disruptions have now become commonplace, and the Manufacturing Leadership Council highlights supply chain improvement in 2022 and beyond as essential to the health of manufacturing. More than ever, manufacturers need resilient and agile supply chains to anticipate and overcome crises. According to the council, creating collaborative supply chain network strategies is key. Quickly sharing key data, insights, and material needs among key partners will foster agility and innovation.

But we need to update our collaboration strategies because the U.S., and much of the rest of the world, last truly focused on supply chain resilience more than 70 years ago. During World War II, manufacturers saw industry collaboration at unprecedented levels as the Allies needed a dependable supply chain for the war front. Consequently, the American government forced collaboration on a top-down, streamlined supply chain with a singular focus. Every company produced a different part, but their common goals superseded their desire to compete and spurred efficiencies.

We’re no longer facing these stark geopolitical challenges, but we are at a supply chain crossroads. The knowledge and agility needed to meet today’s challenges have reached a similar point where no company, regardless of size, can adjust individually to meet demand. The demands of the modern market necessitate collaboration.

Overcoming Reluctance Toward Cooperation Between Manufacturers

Companies hesitate to engage in collaboration, and that makes sense: If you can move faster, you have a tremendous advantage. Why bother to share? The answer lies at the intersection of philosophical and practical justifications. From a philosophical side, manufacturers that pride themselves on innovation shouldn’t be afraid of imitation.

This leads to the practical side: If you hold back on sharing innovative ideas, tools, and frameworks, you slow your whole industry. A leading company may gain a short-term advantage, but down the line, it won’t be able to gain anything from others. In the modern world, there’s no such thing as the “smartest person in the room.” It’s a global room. If you aren’t willing to share some of your insights, you could cause long-range setbacks for your business and your industry.

One globally recognized consumer product goods company gave competitors an insider look at how it made recyclable tubes. Being collaborative didn’t lower the company’s credibility. It illustrated the company’s leadership and cemented it as being true to its mission toward developing more sustainable manufacturing practices.

Moving Toward an Ideology of Supply Chain Collaboration

What will it take to make manufacturers feel comfortable establishing a two-way street when it comes to sharing their supply chain data or innovations? The following strategies will help:

1. Develop universal rules and terminology around collaborative efforts.

Right now, there’s no single language or rulebook that allows manufacturers to communicate confidently among themselves. We just aren’t sure what to share, so we think we must share everything. This makes collaboration feel overwhelming and unrealistic. Having a single language that all manufacturers use to communicate across industries and regions would reduce the latency around collaboration.

For example, we know that sharing asset-level information like makes and models can be useful. But how about the deeper metadata that involves how the item works or the best practices to maintain it? Which metadata is useful enough to send out? And how can it be shared in a commonly understood and recognized format? These are all important questions that can be answered by universal guidelines, which would allow for better machine servicing and create more efficient and sustainable production lines.

Clearer language also helps identify what information should be protected to prevent others from stealing core IP by reverse-engineering processes.

2. Share use cases regarding successes, failures, and best practices.

A lot of manufacturers struggle to use digital transformation (DX) principles to improve their supply chains. They’re stuck in the pilot phase, according to McKinsey research. Understanding how others adopted and scaled their DX initiatives could be extraordinarily helpful.

The World Economic Forum’s Global Lighthouse initiative is already facilitating the sharing of DX use cases across industry silos. There are also peer-level customer advisory boards and industry-level groups sharing implementation practices.

Make no mistake: DX is essential to unraveling knots in the supply chain. The right DX applications can improve the entire global manufacturing “organism.” The more manufacturers learn from one another’s mistakes, the faster the industry can evolve. Not participating in these forums or groups means losing out on valuable information.

3. Upskill and reskill manufacturing workers.

The Great Resignation is making it harder to source and hire talented people, especially with older workers retiring and taking key institutional knowledge with them. This is a huge challenge: Companies need to onboard new workers, and there’s intense competition for the new generation of technical talent who will drive future innovation. Even current workers may need upskilling and reskilling, too, especially in the latest digital tools to make their roles more effective.

These are significant challenges, and manufacturers need to quickly gather insights, data, and best practices around workforce development. The industry, however, lacks the tooling needed to share data efficiently like in the software industry, which has a tremendous amount of tools, academies, and online capabilities that have enabled people to learn to code and allowed collaborative employment models with apprenticeships. We need this same level of collaboration among upskilling employees.

Allowing the people themselves to collaborate helps. There are forums for VPs or management roles to share insights but few, if any, forums for technicians across different industries to collaborate.

4. Find solutions around sustainable manufacturing.

Corporate leaders constantly say, “We need to be more sustainable.” But how many are taking steps toward sustainability? The whole industry needs to become more effective, efficient, and sustainable, and the more collaboration we create there — sharing data and insights on implementing sustainable practices — the faster it’ll be to move forward.

Even if sustainability weren’t the right focus ecologically, it’s right operationally. An organization that’s not sustainable has little supply chain resilience and will need to change tactics as resources run out. If you don’t have real initiatives in place to make the supply chain more sustainable over time, resilience won’t even matter.

Ultimately, we need data-driven standards around improving sustainability. Technology allows us more real-time data than ever, but we need to improve how our initiatives use that manufacturing data. Sharing a digital roadmap of best practices and insights or utilizing cross-company supply chain initiatives makes it quicker and easier to make supply chain improvements.

Plenty has changed since WWII’s collaboration among manufacturers, but the benefits of cooperation haven’t. Let’s respond to today’s supply chain concerns by revisiting the advantages that come from coming together.


Artem Kroupenev is VP of Strategy at Augury, where he oversees product, market, innovation, and ecosystem strategy. He has more than a decade of experience driving the adoption of disruptive technologies and has previously co-founded companies in the United States, Israel, and West Africa.


CLAOC To Introduce AI Workforce Training Programs

CEO Leadership Alliance Orange County (CLAOC) announced plans to launch Artificial Intelligence (AI) skills development programs early next year in partnership with Intel, along with local educational, community and workforce partners. According to CLAOC SVP Amy Kaufman, the new programs will focus on providing necessary AI skills to empower the future workforce in the growing digital economy.

Kaufman said regional workforce education is key to the OC region’s global competitiveness as companies accelerate their use of AI. “Demand for AI skills is expected to grow exponentially over the next three years and drive a need for workers to learn new technical skills across industries,” she said.

A recent Edscoop survey of higher education leaders and IT decision-makers found that 69% of all respondents sensed increasing demand from employers for graduates with AI technical skills. In January, CLAOC and its partners began a series of awareness and training sessions on how to equip the future workforce with the necessary technical, social, and career growth skills to succeed. As a partner in the effort, Intel will supply its expertise and intellectual property for the development of curriculum to be introduced by CLAOCs education partners at the high schools and community colleges with a goal to train and certify AI for Workforce skills (including non-coding), and enable access to work-based learning opportunities for at least 3,000 students by October 2026.

Carlos Contreras, Senior Director of AI and Digital Readiness at Intel said, “the next-generation workforce will need this kind of specialized training to develop solutions to the world’s greatest challenges, and community colleges have a huge role to play in unleashing innovative thinking.”

Intel’s corporate responsibility commitment to positive global impact is embedded in its purpose to create world-changing technology that improves the life of every person on the planet. This partnership builds on Intel’s commitment to expanding digital readiness to reach 30 million people in 30,000 institutions in 30 countries as part of the company’s 2030 Goals that underscore Intel’s aim to make technology fully inclusive and to expand digital readiness.

CLAOC is a not-for-profit membership organization of CEOs from some of the region’s most prominent public and private companies who are committed to leading change. CLAOCs mission is to collaborate to cultivate Orange County into a premier, inclusive, innovative talent hub. The group’s organizational priorities include creating an AI Talent Development Center of Excellence to bring together civic and business leaders, AI-focused entrepreneurs, and education organizations to cultivate and recruit the diverse talent needed now and in the future to support a robust AI-driven economy in OC. The AI Talent Development Center of Excellence will be the premier source of talent cultivation, providing OC residents the opportunity to build and flourish in AI-infused careers. Through this strategy, the group hopes to create a well-defined talent pipeline and promote a thriving local economy and environment for the region.

CLAOCs members include Edwards Lifesciences, Johnson & Johnson, EY, City of Hope Orange County, Pacific Life, PIMCO, Skyworks, Golden State Foods, Ingram Micro, and a host of others working strategically to help others succeed.
More information about CLAOC is available at


The Future of Contech

As a “bricks and mortar” industry heavily reliant on equipment, machinery, and a hands-on workforce, the construction sector has been slow to integrate technology. From 1947 – 2010, productivity in construction was at a plateau. But other industries, such as manufacturing and agriculture, were quick to embrace technological advancements and experienced massive increases in productivity. In recent years construction technology is finally having its insurgence.

Construction technology is reshaping the industry, helping meet deadlines, keeping project costs to a minimum, and ensuring worker safety in hazardous environments. It is possible that these new advancements are just what is needed to help manufacturers, distributors, and retailers mitigate the supply chain crisis.

Investment in Contech

By October 2021, U.S. construction technology investor funding reached a record-breaking $2.1 billion, more than a 100% increase from 2020. Crunchbase, an investment information platform, collected Construction Dive analysis data and found that this year early-stage funding in construction technology increased close to 100% from 2020, while late-stage funding jumped more than 150% percent in that same time. This means that early-stage funding in 2021 reached $738.3 million, while late-stage funding increased to $1.1 billion in the United States alone.

Henry D’Esposito, construction research lead at JLL, explained these record-breaking numbers, “Basically two or three years’ worth of construction tech adoption got squeezed into the nine months post-pandemic because everyone was shifting to being offsite, socially distancing and virtual tools.”

Current Contech Innovations

Introducing new technology to the construction field will benefit the entire construction value chain by increasing efficiency. And using big data and artificial intelligence throughout the design and construction process can transform the building sector. As well as help provide sustainable, and affordable housing.

Examples of technology implemented in the field include innovations such as handheld scanning devices. Scanning devices are not only easy to use, but significantly cut costs, and don’t require specialist knowledge or experience to carry out an accurate and highly detailed scan. Other technological advancements in the field include last-mile delivery platforms, digital marketplaces, and planning tools.

Startups, such as GoFor, Voyage Control, and Soil Connect, work to bring innovation to construction technology. Digital technology, like artificial intelligence, robotics, and the Internet of Things, have improved construction design and production. The internet of Things refers to physical objects such as scanners that are embedded with sensors and software that can connect with other devices and exchange data over the internet.

How Contech Can Help Solve the Supply Chain Crisis

The digital transformation of the field is emerging as a powerful tool to help construction contractors to overcome supply chain disruptions and material procurement. Greg Leung, the CEO of Connect Homes, a California-based builder delivering high-tech housing solutions, says that technology strongly impacts the global supply chain.

Peter Jackson, CFO of national distributor Builders FirstSource told Forbes that its manufacturing has increased 50% since the beginning of the year as builders look for ways to take time out of the build cycle with prefabricated solutions. Prefabricated, or Prefab, construction that is powered by digital technology can help safely create sustainable, high-quality housing at speed. Prefab houses are innovatively assembled from components such as walls and roofs that are produced in factories and delivered to the site for assembly. This makes building houses cheaper and more efficient.

Builders FirstSource is actively expanding manufacturing facilities across the country and signing new ones with regularity now, providing open-ended truss systems, roof trusses, wall panels, and other products that take work off the job site for more efficiency. Builders FirstSource also is experimenting with robotics for a more automated process. In 2019, the company acquired Raney Construction, an innovative offsite construction company that reduces time and labor in the home building process.

To mitigate the supply chain crisis, manufacturers, distributors, and retailers must embrace technological advancements in the construction field. The future of Contech is exciting and innovative, with operational benefits to boot. Investments in Contech are growing exponentially with no signs of stopping.


EU Veterinary Vaccine Trade to Surpass Last Year’s $1.7B

IndexBox has just published a new report: ‘EU – Vaccines For Veterinary Medicine – Market Analysis, Forecast, Size, Trends And Insights’. Here is a summary of the report’s key findings.

Over the first half of 2021, total EU veterinary vaccine exports amounted to $758M, increasing by 13 percent compared with last year’s same period. Given this increase, supplies may overcome the $1.7B figure of 2020 by the year-end. The key veterinary vaccine exporters are Spain, France, Belgium, Hungary, Italy, the Czech Republic and Germany, providing 95 percent of the total supplies in the EU. Belgium recorded the most notable increase in the volume of exports last year. 

Veterinary Vaccine Exports in the EU

In the first half of 2021, veterinary vaccine export value in the EU estimated at $758M, a 13 percent-surge compared to the same period of the previous year. In 2020, 15K tonnes of vaccines were exported worth $1.7B (IndexBox estimates).

Spain (3.8K tonnes), France (2.9K tonnes), Belgium (2.4K tonnes), Hungary (1.8K tonnes), Italy (1.3K tonnes), the Czech Republic (1K tonnes), and Germany (0.7K tonnes) supplied roughly 95 percent of the total volume in 2020.

Belgium experienced the highest spike in veterinary vaccine exports during the last year, with the volume of supplies rising from 2.1K to 2.4K tonnes.

In value terms, France ($515M), Spain ($336M) and Belgium ($226M) appeared to be the countries with the highest levels of exports in 2020, with a combined 63 percent share of total exports. These countries were followed by Germany, Hungary, the Czech Republic and Italy, which accounted for a further 25 percent.

Source: IndexBox Platform


U.S. Imports of Aluminium Doors and Windows Rise Sharply to $870M

IndexBox has just published a new report: ‘U.S. – Aluminium Doors, Thresholds For Doors And Windows – Market Analysis, Forecast, Size, Trends And Insights’. Here is a summary of the report’s key findings.

American imports of aluminium doors and windows spiked from $819M in 2019 to $870M in 2020. In physical terms, imports rose by +11% y-o-y to 143K tonnes. Colombia ($225M), Canada ($197M) and China ($178M) became the most significant suppliers regarding the value of exports to the U.S. In 2020, imports of aluminium doors and windows from Colombia and China soared by +10% y-o-y and +20% y-o-y, respectively, while shipments from Canada fell by -12% y-o-y. Thailand emerged as the fastest-growing supplier in 2020, increasing its shipments threefold against the previous year to $27.5M. 

American Imports of Aluminium Doors and Windows

In 2020, the quantity of aluminium doors, thresholds for doors and windows imported into the U.S. rose markedly to 143K tonnes, growing by +11% against the previous year. In value terms, aluminium window and door imports grew by +6.2% y-o-y to $870M (IndexBox estimates) in 2020.

In 2020, China (54K tonnes) constituted the largest aluminium window and door supplier to the U.S., with a 38% share of total imports. Moreover, aluminium window and door imports from China exceeded the figures recorded by the second-largest supplier, Colombia (27K tonnes), twofold. Canada (21K tonnes) ranked third in terms of total imports with a 15% share.

In value terms, the largest aluminium window and door suppliers to the U.S. were Colombia ($225M), Canada ($197M) and China ($178M), together comprising 69% of total imports. These countries were followed by Italy, Mexico, Thailand, Malaysia and Viet Nam, which together accounted for a further 17%.

The purchases from Colombia rose by +10% y-o-y in value terms, while imports from China increased by +20% y-o-y. The supplies from Canada dropped by -12% y-o-y in value terms. Among the leading suppliers, Thailand recorded the highest growth rate of the value of imports, while purchases for the other leaders experienced more modest paces of growth. Imports from Thailand increased from $8.5M in 2019 to $27.5M in 2020.

In 2020, the average aluminium window and door import price amounted to $6,072 per tonne, dropping by -4.3% against the previous year. Prices varied noticeably by the country of origin; the country with the highest price was Italy ($11,744 per tonne), while the price for Viet Nam ($3,031 per tonne) was amongst the lowest. In 2020, the most notable rate of growth in terms of prices was attained by Italy, while the prices for the other significant suppliers experienced mixed trend patterns.

Source: IndexBox Platform

palm kernel oil

Palm Kernel Oil Prices Soar by 27% in October

IndexBox has just published a new report: ‘World – Palm Kernel And Babassu Oil – Market Analysis, Forecast, Size, Trends and Insights‘. Here is a summary of the report’s key findings.

Prices for palm kernel oil spiked by 27% over the month, reaching $1,807 in October 2021. Compared to this year’s January figures, the prices soared by +32%. In 2020, palm kernel exports dropped by -3.1% y-o-y in physical terms but grew by +8.9% y-o-y in value terms, reaching $2.5B. Indonesia remains the largest supplier, accounting for 56% of global exports of palm kernel oil. China, the U.S. and Germany constitute the most prominent importers of the product. 

Palm Kernel Oil Prices

According to World Bank’s data, the global price for palm kernel oil spiked by 27% over a month, increasing from $1,427 per tonne in September to $1,807 in October 2021.

Since the beginning of this year, the global price grew by +32%, rising from $1,368 per tonne in January to $1,807 per tonne in October 2021. In 2020, the average price was estimated at $824 per tonne.

Global Palm Kernel Oil Exports

In 2020, approx. 3.1M tonnes of palm kernel and babassu oil were exported worldwide, declining by -3.1% compared with 2019 figures. In value terms, palm kernel oil exports expanded by +8.9% y-o-y to $2.5B (IndexBox estimates) in 2020.

Indonesia was the largest exporter of palm kernel and babassu oil globally, with the volume of exports resulting at 1.7M tonnes, which was near 56% of total exports in 2020. It was distantly followed by Malaysia (864K tonnes), achieving a 28% share of total exports. The following exporters – Guatemala (74K tonnes), Papua New Guinea (69K tonnes), Thailand (66K tonnes) and Colombia (65K tonnes) – each reached 9% shares of total exports.

In 2020, the exports from Guatemala rose twofold, while shipments from the other global leaders experienced more modest paces of growth.

In value terms, Indonesia ($1.3B), Malaysia ($708M) and Papua New Guinea ($57M) appeared to be the top exporting countries in 2020, together accounting for 86% of global exports. These countries were followed by Colombia, Guatemala and Thailand, which accounted for a further 5.8%.

In 2020, the average palm kernel oil export price amounted to $800 per tonne, increasing by +12% against the previous year. Prices varied somewhat amongst the major exporting countries. In 2020, the highest average prices were recorded in Papua New Guinea ($825 per tonne) and Malaysia ($819 per tonne), while Guatemala ($607 per tonne) and Thailand ($667 per tonne) featured the lowest prices. In 2020, the most notable rate of growth in terms of prices was attained by Indonesia, while the other global leaders experienced more modest paces of growth.

World’s Major Importers of Palm Kernel Oil

In 2020, China (845K tonnes), distantly followed by the U.S. (381K tonnes), Germany (358K tonnes), Malaysia (292K tonnes), the Netherlands (229K tonnes), and Brazil (216K tonnes) were the major importers of palm kernel and babassu oil, together with mixing up 72% of total imports. India (124K tonnes), Turkey (76K tonnes), Japan (73K tonnes), Russia (70K tonnes), the Philippines (54K tonnes), Spain (51K tonnes) and Italy (51K tonnes) took a relatively small share of total imports.

In value terms, China ($570M), the U.S. ($335M) and Germany ($303M) were the countries with the highest levels of imports in 2020, with a combined 46% share of the total figure. Malaysia, the Netherlands, Brazil, India, Russia, Japan, Turkey, Italy, Spain and the Philippines lagged somewhat behind, comprising a further 39%.

Source: IndexBox Platform

mobile phone imports

American Mobile Phone Imports Accelerate 

IndexBox has just published a new report: ‘U.S. – Wireless Phones – Market Analysis, Forecast, Size, Trends And Insights‘. Here is a summary of the report’s key findings.

In the first seven months of 2021, American mobile phone imports reached $29B, which was +21% higher than the figures of the same period of 2020. The U.S. constitutes the world’s leading importer of mobile phones. Last year, American imports dropped by -9.5% y-o-y to $49.5B. China remains the largest exporter of mobile phones to the U.S., supplying 79% of American imports in value terms. In the first half of 2021, Chinese exports to America grew by +45% to $20.5B compared to $14.1B recorded in the same period of 2020. The average mobile phone import price rose by +3.9% to $273 per unit in 2020.  

American Wireless Phone Imports 

In the first seven months of 2021, the U.S. imported wireless phones worth $29B against $24B in the same period of the last year. America leads in global imports of wireless phones, with a 17%-share of the total volume.

American mobile phone imports saw a significant drop in the previous year, declining from $54.7B in 2019 to $49.5B (IndexBox estimates) in 2020. In physical terms, imports of wireless phones into the U.S. shrank to 181M units, declining by -12.9% against 2019 figures.

In value terms, China ($39.1B) constituted the largest supplier of mobile phone to the U.S., comprising 79% of total imports in 2020. Viet Nam ($8.1B) occupied the second position in the ranking, with a 16% share of total imports. It was followed by South Korea, with a 2.7% share. In the first half of 2021, Chinese wireless phone exports to the U.S. grew to $20.5B against $14.1B recorded in the same period of 2020.

In physical terms, China (134M units) constituted the largest mobile phone supplier to the U.S., with a 74% share of total imports in 2020. Moreover, mobile phone imports from China exceeded the figures recorded by the second-largest supplier, Viet Nam (37M units), fourfold. The third position in this ranking was occupied by India (3.6M units), with a 2% share.

In 2020, the average mobile phone import price amounted to $273 per unit, growing by +3.9% against the previous year. There were significant differences in the average prices amongst the major supplying countries. In 2020, the country with the highest price was South Korea ($488 per unit), while the price for India ($127 per unit) was amongst the lowest. In 2020, the most notable rate of growth in terms of prices was attained by India, while the prices for the other major suppliers experienced mixed trend patterns.

Source: IndexBox Platform