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Contents VOL. 101 SEPTEMBER/OCTOBER 2026 NO. 5

STORE SPACES

PAGE 8

TOP 100 U.S. RETAILERS Walmart and Amazon take the top spots in Chain Store Age’s annual ranking of the country’s 100 largest retailers.

Digital-first retailers Cider and Ruti make the move to physical retail.

Preview of CSA’s SPECS 2027 conference, which is focused on store design, construction and facilities management.

Preparing stores for severe weather should start before any event occurs.

Store environment key to customer experience — here’s what customers want to see.

Trending Stores: Foot Locker partners with Nike for “first-of-its kind” retail destination.

Vendor Q&A: Case FM’s Christopher DeBoer puts a spotlight on the importance of early planning for exterior maintenance, including for ice and snow removal.

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SEPTEMBER / OCTOBER 2026

Contents VOL. 101 SEPTEMBER/OCTOBER 2026 NO. 5

North Point’s planned arena

REAL ESTATE

How retail real estate players are innovating

More stores are opening than closing.

New mall projects vie for NHL hockey arenas.

TECHNOLOGY

Target VP technology, global supply chain & logistics Jake Krings talks about the company’s proprietary digital twin solution.

Vendor Q&A: Milestone’s Brent Russell discusses how retailers can cope with supply chain challenges.

Supply chain trends include focus on ultrafast delivery, automation and sustainability.

SEPTEMBER / OCTOBER 2026

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FROM THE EDITOR’S DESK • Garage: Based in Montreal, the young women’s fashion brand has been quietly expanding its footprint across the U.S. In spring 2027, the company will open an immersive, 9,500-sq.-ft multi-level flagship in Manhattan’s Flatiron District. Similar multi-level destinations are planned for Boston and Washington D.C.’s Georgetown neighborhood. • Indochino: The digitally native madeto-measure apparel company plans to On the Move: Retailers in open new showrooms across the U.S. Six expansion mode locations are confirmed for early 2027, It’s a safe bet to say that one of the biggest changwith four additional stores slated to open es in retailing during the past several years has in mid- to late 2027. The locations will been the evolution of the omnichannel model, feature Indochino’s new smaller footprint, where online and physical shopping complewhich is less than about 1,000 sq. ft. ment each other. • L.L. Bean: The iconic outdoor gear and Against that backdrop, it’s not surprising that apparel retailer is accelerating its retail exmany retailers continue to invest in store growth. pansion as it expands to new markets. On According to a report by CoStar Group, new the heels of eight new stores in 2026, Bean store openings surged in the United States in the plans to open eight to 10 outposts in 2027, past year, with retailers backfilling vacant spaces including first-time stores in new markets faster than expected (see story, page 29). in the Midwest and Southeast. As was the case last year, value retailers, • Reformation: After making its debut as a including Five Below, Dollar Tree and Dollar public company in July, the fashion retailer General, are leading the charge. In the grocery plans to open 12 to 14 stores per year, and sector, specialty players such as Sprouts Farmers sees a path to double its store fleet during Market and lower-priced retailers such as Aldi the next five years. and Trader Joe’s are also rapidly expanding their • Miniso: Best known for its character footprints. merchandise and IP collaborations with Here’s a look at some other retailers in expanthe likes of Peanuts and Harry Potter, sion mode. the China-based value lifestyle retailer • Bealls: The Florida-based off-price retailer took the top spot on the National Retail is opening 25 stores across 12 states beFederation’s 2026 Hot Retailers List (based tween 2026 and spring 2027. The expansion on sales growth 2024-2025). includes Bealls’ first-ever store in Michigan, As part of its expansion strategy, Miniso, with five locations planned for the state. which recently opened its 400th U.S. store, • Casey’s: As part of its new three-year plan, aims to open about 100 new locations across the nation’s third-largest convenience store the country annually. It’s moving to a larger retailer will add “at least” 400 new stores footprint, 5,000 to 7,000 sq. ft., with a focus during the period. The expansion will on open-air and lifestyle centers, as well as include a combination of new-store develop- city streets. ment and strategic acquisitions. Expansion also continues as a record pace • Costco: With 14 locations opening in in the quick-serve and fast-casual restaurant October and November across the U.S. and space. The list of expanding companies is Canada, the membership warehouse club gi- too long to mention here, but ranges from ant is also continuing to expand its footprint. Einstein Bros. Bagels, which expects to open The openings are part of Costco’s plan to add 300-plus locations across the U.S. by 2030 to 30-plus new stores annually during the next drive-thru coffee chain Dutch Bros., which, decade, with half in the U.S. and the other with1,225 locations as of June 30, has a goal of half internationally. 2,029 shops in 2029. • Fabletics: In addition to a big international push, the tech-savvy activewear brand plans to open 25 U.S. stores during the next 12 Marianne Wilson months. mwilson@chainstoreage.com 6

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Walmart continues to hold top spot on annual ranking of the nation’s largest retailers based on total revenue By Marianne Wilson

Methodology: Behind the numbers Amid persistent inflation, a volatile economic network. Walmart’s stores have evolved into a key component of its omnichannel strategy, environment, global tensions and growing costconsciousness among consumers, the retail industry giving the retailer a significant last-mile delivery speed advantage over Amazon. With 90% of has remained resilient. The same holds true for the Americans living within 10 miles of a Walmart, the majority of the companies on Chain Store Age’s locations act as mini-fulfillment and pickup centers. annual ranking of the top 100 U.S. retailers. Amazon: Amazon took the second spot on the list The CSA Top 100 ranks the industry’s largest for the 10th straight year as it continues to narrow retailers by total revenues in their most recently the gap. If revenue from the company’s surging cloud completed fiscal year, which for the majority of the service business, Amazon Web Services (AWS) had companies is 2025. been included, however, the online giant would have Amid all the disruption that retail has undergone topped the ranking, at $716.92 billion. in recent years, the Top 100 ranking has remained While the online giant had a busy year on multiple relatively stable. Most of the major shifts have been fronts, the development of its AI infrastructure took the result of mergers/acquisitions or liquidations. center stage. Amazon’s capital expenditures totaled The consistency in the ranking is particularly true $131.8 billion, driven by investments in data centers, when it comes to the top 10 — powerhouse players networking gear and hardware to meet surging whose operating excellence, flexibility, scale and demand for generative AI. deep financial pockets — keeps them at the top of The company is upping its investments for 2026, their game despite a challenging macroenvironment. with total capital expenditure expected to reach As it has for the past 20-plus years, Walmart once approximately $220 billion. Amazon is also investing again took the top spot in the CSA rankings. The retail in its workforce, recently announcing a pay raise of giant notched another strong year, with total revenue $1 per hour for eligible employees, bringing its core rising to $713.1 billion from $681 billion as its lower operations full-time employees’ minimum starting prices, improved merchandise and speedy delivery wage to $20 per hour across the country, and attracted a wider spectrum of shoppers, from cash- average hourly wage to nearly $24 per hour. strapped to higher-income households. Amazon also made some notable moves on the Walmart showed its prowess in-store as well as delivery front in 2025. The company expanded its online. Global e-commerce grew by more than 20%, ultra-fast delivery service, which offers delivery on with digital penetration hitting 23%. thousands of items in 30 minutes or less, to more In recent years, Walmart has transformed itself cities across the U.S. It also expanded same-day into something much bigger than a discount prescription delivery through Amazon Pharmacy. And retailer. Among other things, it has evolved into same-day delivery of fresh groceries is now available a multi-media giant, fueled by big investments in in more than 2,300 U.S. cities and towns. its Walmart Connect advertising business. Those As the U.S. retail landscape continues to evolve, investments have been paying off: The company’s Walmart and Amazon remain the dominant players, global ad revenue rose 46% last year, reaching dwarfing other companies in revenues, scale, nearly $6.4 billion. capabilities and influence. But that’s not to take away In the race to stay competitive, Walmart from the other Top 100 retailers, who, similar to the continues to leverage one of its greatest assets: two giants, have proven their ability to adjust and the company’s sprawling brick-and-mortar adapt to a rapidly changing world. 8

Chain Store Age’s Top 100 ranks retail companies by total net revenues — with some exceptions where noted — in the firm’s most recently completed fiscal year as of press time. For retailers based in North America, the data reflects the company’s total global store count (except if otherwise noted). For foreign-based companies, such as Ikea, only the figures related to the company’s North American division are provided (except if otherwise noted).

The ranking contains a number of privately owned companies that do not release annual reports, financial statements or basic details related to their operations. The metrics for these companies, which are highlighted in the listing with an E, are based on public and private reports, media reports and independent research. (Research for Top 100 compiled by contributing editor Debra Hazel.)

SEPTEMBER / OCTOBER 2026

CHAINSTOREAGE.COM

Rank

Company

Fiscal Yearend

2025 Revenue (OOO)

2024 Revenue (OOO)

2025 Store Count (000)

2024 Store Count

Walmart Inc. Bentonville.

1/31/2026

713,163,000

680,985,000

10,955

10,771

Amazon.com Inc. (excludes AWS) Seattle

12/31/2025

588,199,000

530,403,000

623

645

CVS Health Corp. Woonsocket. R.I.

12/31/2025

402,067,000

372,809,000

9,000

9,373

Costco Wholesale Corp. Issaquah. Wash.

8/31/2025

269,912,000

249,625,000

914

890

The Home Depot Inc. Atlanta

2/1/2026

164,683,000

159,514,000

2,359

2,347

The Kroger Co. Cincinnati

1/31/2026

147,642,000

147,123,000

2,697

2,731

Walgreens (E-) Boot Alliance Deefield. Ill.

8/31/2025

112,050,000

147,658,000

8,500

12,500

Target Corp. Minneapolis

1/31/2026

104,780,000

106,566,000

1,995

1,978

Lowe’s Cos. Mooresville. N.C.

1/30/2026

86,786,000

83,674,000

1,759

1,748

Albertsons Companies Boise. Idaho

2/28/2026

83,172,500

80,390,900

2,244

2,270

Alimentation Couche-Tard Laval. Quebec

4/26/2026

76,507,000

72,856,800

17,300

14,477

Apple Inc. Cupertino. Calif.

9/27/2025

75,900,000

79,560,000

535

520

Publix Super Markets Inc. Lakeland. Fla.

12/27/2025

63,209,000

60,177,000

1,432

1,390

The TJX Cos. Framingham. Mass.

1/31/2026

60,372,000

56,360,000

5,214

5,085

Ahold Delhaize Chantilly. Va.

12/31/2025 (US only)

59,830,000

59,200,000

2,017

H-E-B (E-) San Antonio. Texas

10/31/2025

44,160,000

46,500,000

435

430

Dollar General Corp. Goodlettsville. Tenn.

1/30/2026

42,724,400

40,612,300

20,893

20,594

U.S. retail sales during the 2026 holiday season are poised to set a new record with 4.5% year-overyear growth, driving total sales to more than $1 trillion for the first time. More than half of the nominal sales growth will come from higher inflation, Source: Bain & Company 2026 Holiday Forecast One-in-four online orders are now fulfilled through a physical store, a figure projected to rise to 35.4% by 2030. Despite the rise of e-commerce, 85.1% of U.S. retail sales still flow through stores. Source: Colliers Holiday e-commerce sales are forecast to grow 7.5% to 8.4% compared to the 2025 holiday season, reaching $316.1 billion to $318.9 billion. Source: Deloitte’s. annual holiday retail forecast

Source: Company reports except where noted • E-: Estimate • R: Retail Operations only • NA: Not applicable CHAINSTOREAGE.COM

SEPTEMBER / OCTOBER 2026

TOP 100 U.S. RETAILERS

Rank

Company

Fiscal Yearend

2025 Revenue (OOO)

2024 Revenue (OOO)

2025 Store Count (000)

2024 Store Count

Best Buy Co. Richfield. Minn.

1/31/2026

41,691,000

41,528,000

1,068

1,117

Starbucks Corp. Seattle

9/28/2025

37,184,400

36,176,200

40,990

38,571

C&S Wholesale Grocers (E-) Keene. N.H.

12/31/24

34,000,000

200

180

Meijer Inc. (E-) Walker. Mich.

12/31/25

27,422,000

26,800,000

276

265

Aldi USA (E-) Batavia. Ill.

12/31/2025

25,900,000

24,000,000

2,600

2,489

7-Eleven (E-) Dallas

2/28/2026 (U,S, only)

25,300,000

29,390,000

12,500

13,102

Ace Hardware Oak Brook. Ill.

12/31/2025

24,100,000

23,500,000

5,823

5,966

The Sherwin-Williams Co. Cleveland

12/31/2025

23,574,300

23,098,500

4,853

4,773

Ross Stores. Inc. Dublin. Calif.

1/31/2026

22,751,000

21,129,219

2,267

2,186

AT&T Inc. (E.R) Dallas

12/31/2025

22,100,000

19,880,000

5,347

5,340

Trader Joe’s (E-) Monrovia. Calif.

12/31/25

21,980,000

19,843,000

600

544

Verizon Communications Inc. (E.R) Basking Ridge. N.J.

12/31/2025

21,780,000

19,600,000

6,300

8,000

Macy’s Inc. New York. NY

1/31/2026

21,764,000

22,293,000

665

680

BJ’s Wholesale Club Holdings Inc. Marlborough. Mass.

1/31/2026

20,957,502

20,045,329

263

250

Wakefern Food Corp. Keasbey. N.J.

9/27/2025

20,700,000

19,170,000

383

362

Wawa (E-) Wawa. Pa.

12/31/2025

19,800,000

18,800,000

1,100

950

Dollar Tree. Inc. Chesapeake. Va.

1/31/2026

19,411,800

17,578,500

9,282

8,881

Source: Forrester

Nearly threequarters of consumers regularly or occasionally consult AI tools such as ChatGPT, Claude, or Gemini for shopping ideas and gift recommendations. Source: Optimove.

Source: Company reports except where noted • E-: Estimate • R: Retail Operations only • NA: Not applicable 10

U.S. total retail sales, excluding automotive and gas sales, will reach $6.2 trillion by 2030, up from $5.2 trillion in 2025. U.S. e-commerce sales will reach $1.8 trillion and make up 29% of all retail sales by 2030.

SEPTEMBER / OCTOBER 2026

Almost two-thirds (62%) of U.S. retailers say false claims relating to damaged or missing items are among the most common forms of returns fraud they encounter, while 54% regularly deal with customers returning different or damaged items. Wardrobing – where shoppers wear an item before returning it – is encountered by 38% of U.S. retailers. Source: Loop’s “The Returns Revenue Gap”

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TOP 100 U.S. RETAILERS

Rank

Company

Fiscal Yearend

2025 Revenue (OOO)

2024 Revenue (OOO)

2025 Store Count (000)

2024 Store Count

Quik Trip (E-) Tulsa. Okla.

4/30/2026

19,000,000

19,600,000

1,180

1,100

Racetrac Petroleum (E-) Atlanta

12/31/2025

18,100,000

20,000,000

872

800

O’Reilly Automotive Springfield. Mo.

12/31/2025

17,781,992

16,708,479

6,585

6,378

Casey’s General Stores Ankeny. Iowa

4/30/2026

17,561,101

15,940,899

2,944

2,904

Dick’s Sporting Goods Coraopolis. Pa.

1/31/2026

17,215,120

13,442,849

3,449

856

Tractor Supply Co. Brentwood. Tenn.

12/27/2025

15,524,046

14,883,231

2,602

2,502

Gap Inc. San Francisco

1/31/2026

15,366,000

15,086,000

3,474

3,569

Nordstrom Inc. (E-) Seattle

2/1/2026

14,900,000

14,557,000

399

386

Kohl’s Corp. Menomonee Falls. Wis.

1/31/2026

14,775,000

15,385,000

1,153

1,175

Wegmans Food Markets (E-) Rochester. N.Y.

12/31/25

14,300,000

13,200,000

114

110

Hy-Vee (E-) West Des Moines. Iowa

9/30/2025

14,200,000

13,400,000

305

285

Menards (E-) Eau Claire. Wis.

12/31/2025

14,100,000

13,160,000

341

Wayfair Inc. Boston

12/31/2025

12,457,000

11,851,000

Sheetz (E-) Altoona. Pa.

9/30/2025

12,400,000

14,000,000

825

777

Ulta Beauty Bolingbrook. Ill.

1/31/2026

12,392,820

11,295,654

1,591

1,445

Pilot Co. (E-) Knoxville. Tenn.

12/31/2025

12,370,500

13,745,000

762

754

Health Mart Systems (E-) McKesson. Texas

3/31/26

12,250,000

12,120,000

4,000

4,400

The U.S. resale apparel market is expected to reach $78.8 billion by 2030, growing at an average annual rate of about 7.3%. In 2025, the U.S. secondhand market grew nearly four times faster than the broader retail clothing market. Source: ThredUp’s 2026 Resale Report

Most (71%) of consumers have abandoned items in their carts due to unanticipated shipping fees. And 73% added items to their carts to qualify for free shipping — the highest since 2023.

Source: Ryder Systems

Nearly half (48%) of consumers said they would stop purchasing from a company that takes a political or social stance misaligned with their values. Source: Numerator’s 2026 Visions Report

Source: Company reports except where noted • E-: Estimate • R: Retail Operations only • NA: Not applicable 12

SEPTEMBER / OCTOBER 2026

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TOP 100 U.S. RETAILERS

Rank

Company

Fiscal Yearend

2025 Revenue (OOO)

2024 Revenue (OOO)

2025 Store Count (000)

2024 Store Count

Etsy New York City

12/31/2025

11,916,900

12,586,952

Burlington Stores Burlington. N.J.

1/31/2026

11,566,910

10,634,823

1,212

1,108

Lululemon Athletica Vancouver. B.C.

2/1/26

11,102,600

10,588,126

811

767

eBay Inc. San Jose. Calif.

12/31/2025

11,100,000

10,283,000

Winco Foods (E-) Boise. Idaho

3/31/2026

10,650,000

10,890,000

135

137

T-Mobile US Inc. Bellevue. Wash.

12/31/2025

10,497,000

10,399,000

6,527

6,223

Discount Tire (E-) Scottsdale. AZ

12/31/2025

10,410,000

9,700,000

1,268

1,200

Good Neighbor Pharmacy (E-) Chesterbrook. PA

9/30/2025

9,740,000

9,280,000

2,800

2,352

QVC Group West Chester. Pa.

12/31/2025

9,230,000

10,337,000

Sprouts Farmers Market Phoenix. Ariz.

12/28/2025

8,806,159

7,719,290

477

440

Advance Auto Parts Roanoke. Va.

1/3/2026

Giant Eagle Inc. (E-) Pittsburgh

6/30/2026

8,600,000

10,880,000

218

200

AAFES Dallas

2/1/2026

8,600,000

8,500,000

4,129

4,376

Harbor Freight Tools (E-) Calabasas. CA

12/31/2025

8,200,000

7,600,000

1,600

Tapestry New York City

6/27/2026

8,004,200

7,010,700

1,299

1,371

Staples (E-) Framingham. Mass.

1/31/2025

8,000,000

7,080,000

916

945

Northeast Grocery (E-) Schenectady. NY

12/31/2025

7,960,000

7,710,000

300

8,601,000

9,094,327

4,305

4,788

China-based value retailer Miniso is the fastest-growing retailer in the U.S. based on sales growth between 2024 and 2025. Dick’s Sporting Goods, Daiso Sangyo, Primark and Five Below round out the top five. Source: NRF’s “2026 Hot Retailers List”

A majority (70%) of consumers would forgo a 5% discount for guaranteed delivery on a specified date, 54% would give up a 10% discount — and 37% would even give up a 20% discount.

Source: Radial’s “Peak Season Consumer Survey”

Nearly half of U.S. consumers now use TikTok as a search engine, drawn to its short-form videos, personalized content and authentic storytelling. Thirtyeight percent of business owners use TikTok influencers for product sales or promotions. Source: Adobe

Source: Company reports except where noted • E-: Estimate • R: Retail Operations only • NA: Not applicable 14

SEPTEMBER / OCTOBER 2026

CHAINSTOREAGE.COM

Rank

Company

Fiscal Yearend

2025 Revenue (OOO)

2024 Revenue (OOO)

2025 Store Count (000)

2024 Store Count

PetSmart (E-) Phoenix

1/31/2026

7,810,000

8,160,000

1,680

1,660

Williams-Sonoma Inc. San Francisco

2/1/2026

7,806,816

7,711,541

506

512

Grupo Chedraui Mexico City. Mexico

12/29/2025 (US Only)

7,730,000

7,610,000

385

384

Bass Pro Shops (E-) Springfield. Mo.

12/31/2025

7,560,000

7,960,000

200

Somnigroup International Dallas

12/31/2025

7,476,500

4,930,900

2,800

750

Amway Ada. Mich.

12/31/2025

7,300,000

7,400,000

Bath & Body Works Inc. Columbus. Ohio

1/31/2026

7,291,000

7,307,000

1,927

1,895

Cumberland Farms (formerly EG America) (E-) Westborough. Mass.

12/31/2025

7,720,000

8,043,000

1,464

1,500

Hobby Lobby (E-) Oklahoma City. Okla.

12/31/2025

7,260,000

6,940,000

1,073

1,057

AVB Brandsource (E-) Nashville

12/31/2025

7,020,000

6,890,000

4,500

Signet Jewelers Ltd. Hamilton. Bermuda

1/31/2026

6,813,600

6,703,800

2,582

2,642

Victoria’s Secret & Co. Reynoldsburg. Ohio

1/31/2026

6,553,000

6,230,000

858

882

Dillard’s. Inc. Little Rock. Ark.

1/31/2026

6,473,623

6,482,636

271

272

Total Wine & More (E-) Bethesda. Md.

12/31/2025

6,390,000

5,970,000

279

284

Camping World Holdings Inc. Lincolnshire. IL

12/31/2025

6,369,149

6,099,974

196

206

The ODP Corp. (Office Depot) (E-) Boca Raton. Fla.

12/27/2025

6,190,000

6,990,000

822

869

Academy Sports + Outdoors Inc. Katy. Texas

1/31/2026

6,053,414

5,933,400

322

298

Apple ranks as the brand Gen Z consumers are most loyal to and would recommend without hesitation. Nike, Costco, Adidas and Samsung round out the top five. Source: Rival Technologies

More than twothirds (67%) of consumers say higher prices have changed how they feel about brands they once liked, with 56% saying they’ve stopped buying from them. Source: Omnisend

Cost efficiency is the number one priority of supply chain organizations, followed by digital transformation, product availability, supply chain agility and resiliency, and sales & operations planning/integrated business planning Source: “2026 Supply Chain Key Issues Study” from The Hackett Group.

Source: Company reports except where noted • E-: Estimate • R: Retail Operations only • NA: Not applicable CHAINSTOREAGE.COM

SEPTEMBER / OCTOBER 2026

TOP 100 U.S. RETAILERS

Company

Fiscal Yearend

2025 Revenue (OOO)

2024 Revenue (OOO)

2025 Store Count (000)

2024 Store Count

Sephora Americas (E-) San Francisco

12/31/2025

6,000,000

600

574

Michaels Stores (E-) Irving. Texas

1/31/2026

6,000,000

5,160,000

1,376

1,300

Knitwell Group (E-) Mahwah. N.J.

1/31/26

6,000,000

3,000

Petco Health and Wellness Company San Diego

1/31/2026

5,961,467

6,116,462

1,382

1,398

JCPenney (E-) Plano. Texas

2/1/2026

5,960,000

6,420,000

650

The Raley’s Companies (E-) West Sacramento. Calif.

12/31/2025

5,630,000

5,650,000

235

237

American Eagle Outfitters. Inc. Pittsburgh. Pa.

1/31/26

5,547,236

5,328,652

1,168

1,172

Demoulas Super Markets (Market Basket) (E-) Tewksbury. Mass.

1/2/2026

5,400,000

5,410,000

Ingles Markets Incorporated Black Mountain N.C.

9/27/2025

5,334,033

5,639,609

194

198

Ikea North America Conshohocken. Pa.

8/31/2025

5,307,960

5,545,504

102

100

Abercrombie & Fitch Co. New Albany. Ohio

1/31/2026

5,266,292

4,948,587

889

789

Defense Commissary Agency Fort Lee. Va.

9/30/2025

5,000,000

4,755,000

235

Under Armour Inc. Baltimore

3/31/2026

4,996,370

5,164,310

443

445

Weis Markets Sunbury. Pa.

12/27/2025

4,960,000

4,796,000

203

100

Stater Bros. Markets (E-) San Bernadino. Calif.

9/28/2025

4,810,000

4,720,000

171

Rank

Out-of-stock items are shoppers’ biggest (41%), shopping frustration, followed by hidden fees at checkout (32.3%) and slow checkout experiences (30.6%). Source: Alchemer’s “2026 Holiday Shopper Report”

Apple is the world’s most valuable brand in 2026, with an estimated brand value of approximately $608 billion.

Source: Brand Finance Global 500

The total cost of fraud now exceeds $5 for every $1 of direct loss in the United States and Canada, reaching approximately $5.13 in the U.S. and $5.23 in Canada. Common fraud types include chargeback fraud, include lost or stolen merchandise and fraudulent returns. Source: LexisNexis Risk Solutions.

Source: Company reports except where noted • E-: Estimate • R: Retail Operations only • NA: Not applicable 16

SEPTEMBER / OCTOBER 2026

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STORE SPACES

Making the Move: From URL to IRL Digital-first apparel brands try on physical retail By Marianne Wilson RUTI Ruti, a luxury, digitally native apparel brand known for its relaxed, flattering silhouettes, comfortable fit and contemporary, effortless aesthetic has touched down in New York City. Ruti has opened a flagship on Madison Avenue on the Upper East Side of Manhattan as part of its U.S. retail expansion. The sleek store, which joins the company’s existing five locations in California, is designed to reflect the brand’s commitment to architectural restraint and purposeful design. The flagship houses Ruti’s full assortCider has opened an 11,269-sq.-ft. space at Westfield Valley Fair in San Jose, Calif. ment, including its top-selling travel-ready styles and everyday essentials. Digitally native apparel brands continue interactive content moments and other It also features the brand’s cult-favorite to move into physical retail as they look to details designed to encourage customers “On The Loose Work Pant.” The wrinbuild stronger connections with existing to engage with the brand both online kle-free, barrel-legged trousers, which customers — and engage new ones — and offline. sell for $249, have gained significant with hands-on product experiences and The space features a series of distinct traction across social media and grown personalized service. “style worlds,” each featuring unique into a viral sensation. The pant ranked as Here’s a look at two fashion brands that color palettes, materials and atmospheres the #1 product on ShopMy’s Top 100 list are now meeting their customers in the designed to inspire discovery and personal for May. real world. styling. It was designed by architecture Founded online in 2009 by designer, enand design practice SkyNoa. trepreneur and tech executive Ruti Zisser, Cider “This market felt like the right next step the brand was built around the idea that A digital-first, trend-driven fashion brand for us because it brings together fashion, women deserve clothes that make getting known for its affordable prices and strong culture, technology and a large Gen Z dressed easier. In a blog on the company’s social media following has unveiled its secand young millennial population who website, Zisser said she has three rules ond permanent store — with more to come. are already highly engaged with the way for design: “It must be cool. It must be Cider has opened at Westfield Valley Cider shows up online,” said Fenco Lin, flattering. It must be practical.” Fair in San Jose, Calif. The brand plans co-founder of Cider. “We wanted to build to expand with a third location in a space where customers can discover November, at Los Cerritos Center, new styles, create content, connect with in Cerritos, Calif., followed by a store one another and experience the Cider in Washington, D.C. (Cider’s first community in real life. As we continue permanent store, at Los Angeles’ Original expanding, each location will reflect its Farmers Market, opened in May.) local community while maintaining the The new 11,269-sq.-ft. space at Valley global energy that defines Cider.” Fair is designed to blend Cider’s digiFounded in 2020, Cider traces its roots tal-first DNA with an immersive in-perto a group of friends who connected over son experience, incorporating large-forZoom with a shared vision for a new era mat digital displays showcasing campaign of fashion. It gained a strong following imagery, seasonal storytelling and styling by testing styles online and then scaling inspiration. up the best-performing ones, translatThe location includes digital fitting room ing viral social moments into everyday Ruti check-in, smart checkout technology, statement pieces. CHAINSTOREAGE.COM

SEPTEMBER/OCTOBER 2026

STORE SPACES

SPECS 2027: The Countdown Is On! CSA’s annual event is dedicated to store construction, design and facilities management By Deena Amato-McCoy Chain Store Age is gearing up for its annual SPECS conference, which will be held at the Gaylord Texan Resort and Convention Center, Grapevine, Texas, March 14-16, 2027. SPECS attracts the nation’s top retailers and suppliers involved in the planning, design, construction and maintenance of brick-and-mortar stores and restaurants nationwide. As it approaches its 63rd year, the annual event will combine dynamic keynote addresses, targeted educational content and plenty of opportunities for networking and business partnering. The SPECS community is comprised of professionals representing all sectors of the retail industry, from discounters, specialty stores and supermarkets to convenience stores, home improvement centers and more. It also includes restaurants and specialty concepts, as well as non-traditional retail, including the financial, healthcare and entertainment sectors. One of the hallmarks of SPECS is the educational program. The 2027 event will feature 25 targeted sessions across six different tracks on the latest trends and innovations related to the design, construction and maintenance of physical stores and restaurants, with insights from retailers and industry experts alike. Another hallmark of the show, the SPECS Solution Center/Exhibit Hall, will spotlight products and services designed to maximize operational efficiencies and provide a better in-store experience for customers. The event will also feature plenty of business partnering and collaboration opportunities. In addition to interacting with retail peers and business experts during breakout sessions, attendees can foster connections at meal functions, networking functions and on the SPECS exhibit floor. Attendees can also expect a rich and diverse lineup of keynote speakers and enhanced networking receptions. The achievements of female retail executives in store development and 18

facilities management will also be honored at the show during the presentation of Chain Store Age’s “Top Women in Store Development and Facilities Awards.” “Each year, SPECS brings together the nation’s leading retailers and suppliers across store development and facilities management” said Gary Esposito, SPECS chairman and senior VP, group publisher for CSA and HT. “SPECS will continue to adapt and innovate as the industry evolves, providing a community forum where attendees can learn more about the solutions and innovations that can give them a competitive edge.” Created for and by retailers, the SPECS 2027 educational program will tackle some of the industry’s biggest challenges. This year’s sessions will include: • AI Without the Hype: Practical Tools for Cost Reduction, Risk Prevention & Project Management. An inside look at how AI is tied to design and construction projects, and how it enables teams to communicate faster, and make sharper decisions. • Where the Capital Is Going: Reading the CapEx Tea Leaves. Gain tips on how to strategically allocate store development capital — and how to optimize these investments. • Regulatory Compliance Essentials: A Facilities Management Checklist. Experts share a plan of action enabling facilities managers to uncover compliance gaps, and take steps to prevent risks. • Off the Grid: How Non-Traditional Retail is Influencing Traditional Store Development. Explore the differences in permitting, construction and maintenance across non-traditional retail — and opportunities that can be applied to traditional retail store development. • Lease Negotiation Tactics: Learn how to navigate landlord work letter updates, and how to build a skill set that advocates for tenant improvement allowances that will benefit your business.

SPECS Executive Advisory Board A hallmark of Chain Store Age’s SPECS event is the educational sessions and workshops that cover a broad range of topics. The SPECS Advisory Board plays a pivotal role in planning this critical aspect of the program. The board is comprised of approximately 40 industry leaders from retail companies — both traditional and non-traditional — and key supplier organizations. This group, which functions as a think tank, advises on the educational programming for the upcoming SPECS event. As industry insiders, the board members’ insights and expertise are essential in the creation of sessions that will strongly resonate with attendees. The board also serves as ambassadors for SPECS. Five SPECS veterans were selected as Executive Advisory Board members. In this role, these members guide their individual teams, and provide overall program direction. The 2027 executive leaders are: • David Dillon, principal design lead templates & standards, design, restaurant development, Chick-fil-A; • Kevin Kilgore, founder, Kilgore Development Services (KDS); • Stephen Mattscheck, prototype & specs manager, architecture & engineer dept., CVS Health; • Lisa Smola-Hollo, director, construction - North, Dutch Bros; and • Joshua Witte, director, energy and sustainability; real estate, property management, Dollar Tree.

SEPTEMBER/OCTOBER 2026

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Preparing for Severe Weather Consistent maintenance can help stores reopen more quickly By Ross Haigler Nearly every retailer will experience severe weather at some point. Hurricanes and tornadoes often receive the most attention, but severe thunderstorms can be just as disruptive. While no one can predict when the next storm will occur, the condition of a building and the level of preparation are well within a retailer’s control. Preparing for severe weather starts with identifying vulnerabilities before they become costly failures. Routine maintenance, business continuity planning and employee preparedness can reduce property damage, minimize business interruption — and help stores reopen more quickly after a storm. One challenge for many retailers is the relationship between the tenant and the building owner. In shopping centers, strip malls and even some standalone buildings, the retailer often leases the space rather than owning it. Because of this, it is important to understand the responsibilities defined in the lease agreement. Knowing who is responsible for building maintenance, equipment repairs and capital improvements helps ensure critical maintenance items are not overlooked. Even when the building owner is responsible for maintenance, retailers should communicate any deficiencies to the property owner or manager and work together to address them before severe weather threatens the property. Roof: First line of defense The roof is one of the most important components of any commercial building, yet it is often overlooked. It is the building’s first line of defense against wind and rain and is typically the largest exposed surface. Regular inspections should focus on the condition of the roof covering. On low-slope roofs, inspect the membrane for signs of wear, punctures, open seams, or other damage. On steep-slope roofs, look for missing, loose, or damaged CHAINSTOREAGE.COM

constantly opening and closing throughout the day. As these doors age, they can become misaligned, preventing the weatherstripping from sealing properly when the doors close. Deteriorated perimeter sealants, worn weatherstripping, damaged thresholds and clogged drainage channels can all allow wind-driven rain to enter the building. Doors that are not properly aligned may also be more susceptible to wind damage during severe storms. Regular inspections of the roof should focus Preparing for severe weather also extends on the condition of its covering. beyond the building itself. Conducting shingles or tiles. Any damage that allows routine walk-arounds of the property can water to enter the building can lead to identify issues before they become larger interior damage, inventory losses, and problems during a storm. prolonged business interruption. Outdoor displays, shopping carts, trash Roof-mounted equipment should also receptacles, signs, pallets and other loose be inspected regularly to confirm that it materials should be secured or moved remains securely attached. This includes indoors whenever possible. These items HVAC units, solar panels, exhaust fans, can become windborne debris, damaging refrigeration equipment and other rooftop the building, neighboring properties or systems. Areas where pipes, conduit, passing vehicles. vents, or equipment breach the roof Retailers should also maintain an invenshould be checked to verify that flashings tory of their merchandise, review insurand sealants remain intact and watertight. ance coverage with their agent or broker Roofs should also be kept free of leaves, and regularly exercise their business branches, trash and other debris. During continuity plan. A plan is only effective high winds, loose debris can damage the if employees understand their roles and roof covering, while clogged roof drains have practiced how they will respond can prevent water from draining and before an emergency occurs. increase the risk of water intrusion. While no business can eliminate every risk, retailers can take meaningful steps Building Envelope to reduce vulnerabilities before severe The building envelope deserves the same weather strikes. Preparation is rarely level of attention. Many retail buildabout a single project or investment. It ings have large storefront windows and is the result of consistent maintenance, automatic sliding entrance doors that are understanding where vulnerabilities exposed to wind-driven rain. exist and addressing them before severe Over time, the perimeter sealants, glazweather arrives. ing, and weather seals around storefront The time spent preparing today can windows begin to deteriorate, creating significantly reduce property damage, pathways for water to enter the wall asshorten recovery time and help businesses sembly. Left unaddressed, these openings return to serving their customers when it can allow moisture to damage wall cavimatters most. ties, finishes and interior contents. Ross Haigler leads the commercial lines Automatic sliding doors present team at the Insurance Institute for Business additional challenges because they are

SEPTEMBER/OCTOBER 2026

& Home Safety (IBHS).

STORE SPACES

Store Environment Key to Customer Experience By Dave Harrington For years, retailers have been told that physical stores are relics, and that e-commerce is the next generation. Survey data from Accruent tells a different story. Shoppers are not abandoning brickand-mortar stores, but they are asking them to do more. They want experiences that are worth leaving the house for, and it’s the retailers who understand this distinction that are rewriting the rules of store layout and design.

consumers (78%) have walked out of a store due to environmental issues. This can also influence where consumers choose to shop and whether they return. A majority (85%) will bypass a closer grocery store if they know another location is better maintained. Even in convenience stores, where proximity is the usual draw, 64% would travel farther for a cleaner option. Accruent found that 86% of shoppers say a brand’s approach to maintenance shapes whether Malls they will return, and almost half say the Perhaps the most striking finding is level of influence is significant. shoppers’ desire for the mall format Beyond upkeep, shoppers are also drawn itself. Accruent’s Retail Survey found that to variety within a single trip. More than 71% of consumers want more lifestyle half (59%) percent of surveyed consumers centers that bring together stores, restau- say store-in-store concepts are effective rants and entertainment. This is not just engagement drivers, similar to Sephora at nostalgia — consumers still crave spaces Kohl’s or Apple at Best Buy. to walk around, browse, try new brands This is a strong signal for retail partand spend time with others. These expe- nerships, more than half of shoppers are riences are part of the appeal and should choosing where to go based on curated not be designed away. brands sharing space, not the anchor reThis distinction is important as tailer alone. For any team evaluating how consumers want more than just stores. to use square footage, this offers another They want shopping experiences that way to introduce new audiences to a space feel intentional and engaging. Malls and make existing space work harder. must be vibrant spaces that incorporate unique dining experiences, local busiPop-ups nesses and spaces that foster commuConsistency matters more than novelty nity. Thirty-four percent of consumers right now. Despite growing visibility say they would visit malls more often online, over half of consumers (54%) if local shops were featured, while 39% say they’d prefer fewer pop-up experiwould return more frequently for unique ences, a strong signal that shoppers want restaurants. consistency in their retail environments rather than relying solely on short-term Store Experience activations. Experiences in the store are just as importAfter years of brands leaning on popant. Cleanliness is top of mind for consum- ups to generate buzz, this suggests the ers. Accruent’s research shows that 39% of format’s built-in unpredictability may be shoppers notice cleanliness before anything working against it rather than for it.This else, even store layout or lighting. does not mean negate experiential retail. More than half have left a store that The enthusiasm for malls and lifestyle didn’t meet their standards, and 42% centers suggests otherwise. have walked out because of unpleasConsumers still want experience; they ant odors. Poor conditions can push just also want consistency. The opporconsumers away, nearly four out of five tunity for retailers is to build lasting, 20

well-designed environments, rather than relying solely on short-term activations. Omnichannel At the same time, brick-and-mortar shopping experiences cannot survive on their own. To thrive, physical and digital shopping must blend seamlessly into one. According to the survey, 61% of shoppers say seamless omnichannel flexibility is important or very important when choosing where to shop, while only 9% say it doesn’t matter — making a hybrid approach a baseline expectation for the modern shopper. Hybrid shopping is no longer an addon — it is a standard. Customers expect to move between channels with ease. For retailers, that means designing channels that work together as one single, frictionless journey. Retailers who succeed in this will strengthen loyalty and relevance, while those who fail risk being left behind. Layout Strategy Taken together, this data points to one clear trend for retailers: Shoppers want in-person experiences that feel intentional. This puts pressure on real estate, facilities and store operations teams to rethink how physical spaces are designed, maintained, and used. The retailers best positioned to capitalize on renewed interest in physical stores will be those that treat the store environment as an important part of the customer experience. Whether through destinations that combine retail with dining and community, store-in-store partnerships that add variety or spaces that prioritize cleanliness and comfort, the physical store is becoming less about simply making a sale and more about creating an experience worth the trip. Dave Harrington is global retail solutions architect at Accruent.

SEPTEMBER/OCTOBER 2026

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TRENDING STORES Foot Locker unveiled a new, community-inspired store concept developed in partnership with Nike. Described as a “first-of-its kind” retail destination, “The Crenshaw Rec by Foot Locker” is on Crenshaw Boulevard in South Los Angeles. It was inspired by the role that recreation centers have played as neighborhood gathering places for sports and culture. Designed as both a shopping destination and community hub, the space highlights “hyper-local” products and exclusive collections, and features an equipment room, open gym, “hyper-local” product collections, creative workspaces and a dedicated resource center that will host year-round community programming. Ongoing pop-ups will highlight local businesses and entrepreneurs. … Iconic guitar brand Gibson will open its immersive retail concept.. … Gibson Garage, at Miracle Mile Shops on the Las Vegas Strip in 2027. The 9,000-sq.-ft. store will feature an interactive and high-energy environment where visitors can pick up and play instruments and shop the company’s family of brands. It will also house a stage and a sound environment designed for artists’ live performances, special events, exclusive showcases, product launches and more. Other attractions will include a gallery spotlighting photography, visual art, music history, artist collaborations and iconic moments from Gibson’s legacy. … South Korean-based fashion accessories brand N.Cat has officially entered the U.S. with its first brick-and-mortar store at the Del

Credit: Foot Locker

Amo Fashion Center in Torrance, Calif. The company says the store marks the beginning of its long-term U.S. growth strategy, with a second location set to open at Brea Mall in Brea, Calif. … Target is rolling out its reimagined beauty destination, “Target Beauty Studio,” to 600-plus stores. The space will house more than 1,600 products from 90 prestige, emerging and global brands. … Build-A-Bear Workshop is opening an immersive, multi-level “retailtainment” destination at Icon Park in Orlando. Designed by Chute Gerdeman, the store will feature the brand’s firstever design studio, described as a high-touch, appointmentbased experience where customers can work one-on-one with a design consultant to create a truly one-of-a-kind furry friend. It will also include a bake shop, along with a scent bar where guests can personalize a scent to be added to their stuffed creation. The outpost will also feature an eye-catching façade with a circular rotunda entrance.

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STORE SPACES Q & A

Early Planning Key to Exterior Maintenance Programs When it comes to exterior maintenance, multi-site operators should plan their program early and treat their provider as a strategic partner, advised Christopher DeBoer of Case FMS. CSA spoke with DeBoer about this critical component of store operations. What are some of the biggest errors that multi-site operators make in their exterior maintenance programs? One of the biggest is managing exterior maintenance as a collection of individual locations rather than as one coordinated program. When each site operates differently, retailers often end up with inconsistent scopes, fragmented communication and limited visibility into overall performance. Another common issue is focusing primarily on price without evaluating the operational infrastructure behind the service. A low initial cost can quickly become expensive if it leads to missed service, safety concerns, inconsistent documentation or repeated escalations. Successful programs begin with clearly defined expectations across the portfolio. That includes consistent scopes of work, site-specific requirements, communication protocols, quality standards and a clear escalation process. Are there any specific mistakes related to ice and snow removal? The most common mistake is waiting too long to secure a snow and ice management provider. By the time winter approaches, the strongest local providers may already be committed, equipment may be allocated, and there may be less time to conduct site walks or develop detailed service plans. Another mistake is assuming the primary service plan will always work. Major storms can create equipment failures, labor shortages, material limitations and simultaneous demand across multiple markets. Retailers should understand what happens when the original plan is disrupted. That includes knowing whether replacement equipment, backup 22

national fleet of company-owned equipment. This structure allows us to maintain local responsiveness while providing consistency, oversight and the accountability required for a multi-site program. For clients, the model creates a single point of contact and a consistent operating structure across locations, markets and service categories. How does the company manage its contracted service providers? Christopher DeBoer, director of marketing, Case FMS Our management process begins with sourcing, vetting and assigning partners providers and regional support resources based on their capabilities, geographic are available. coverage, equipment, experience and abilTell us about Case and the services it ity to meet the client’s scope. All expectaprovides. tions are established before service begins. Case provides comprehensive exterior Once work is underway, performance is facility maintenance services for multi-site monitored through service documentaorganizations across the United States and tion, technology, operational reporting, Canada. We support more than 35,000 lo- client feedback and field inspections. Our cations through a network of locally based regional field managers can visit properservice partners, regional field resources, ties, complete Case Quality Inspections and company-owned equipment. and work directly with service partners to Our services include commercial snow resolve concerns. and ice management, landscaping, The objective is to create enough visibiliparking lot sweeping and striping, porter ty and field support to address issues early services, power washing, irrigation, tree and continuously improve service. care, concrete repairs, exterior enhance- What advantages does Case’s national ments, and other maintenance needs. fleet and dedicated fleet management Our goal is to simplify exterior mainstaff give customers? tenance for clients by providing one Our fleet provides clients with an added coordinated program, one point of aclevel of contingency support and operacountability and greater visibility across tional control. Case owns more than 500 their portfolios. pieces of equipment, supported by a dedWhat is Case’s service model? icated team that manages maintenance, Case uses a layered service model that readiness and deployment. combines local service delivery with If a local provider experiences an centralized management and compaequipment failure, a market faces an ny-owned field resources. unusually severe event, or additional Locally based service partners provide capacity is required, Case can deploy the day-to-day service at assigned proper- company-owned resources to support ties. Because these partners operate within the operation. Our regional field mantheir own communities, they bring local agers are also equipped to assist directly knowledge, established crews and faster when conditions require intervention. response capabilities. This is particularly valuable during wideThose local resources are supported by dedi- spread snow events, when multiple marcated case teams, regional field managers, our kets may be competing for the same rental solution center, centralized technology and a equipment, labor and outside resources. SEPTEMBER/OCTOBER 2026

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REAL ESTATE

Retail Real Estate’s Innovations & Breakthroughs Commercial real estate players are breaking the mold in a variety of ways By Zachary Russell

“Great Summer Dash encouraged shoppers to put down their phones – which sounds counterintuitive – by using digital tools to create meaningful physical moments in our shopping centers.” – Greg Udchitz, VP of events and partnership marketing, Centennial xxxxx

Centennial gamified its shopping experience at 13 malls this summer. (Image courtesy of Centennial)

s retail continues to be one of the most coveted assets in commercial real estate, owners, operators, developers and technology partners aren’t resting on their laurels. Despite an uncertain economic landscape, innovation remains key for continued success and differentiation from competitors. These companies are investing in new initiatives to draw customers to shopping centers, improve operations and offer more value to their partners: Centennial In an effort to drive repeated visits to its shopping centers with students on summer break, Centennial developed an initiative that brought gamification to the forefront of the shopping experience. The company’s Great Summer Dash program allowed visitors at 13 participating properties to take part in weekly, localized challenges to win prizes over the course of the summer. Integrated into digital touchpoints, including each property’s website and social media pages, as well as the in-center signage, shoppers registered for the Great Summer Dash, and once signed up, they completed weekly challenges. These ranged from going to see “The Super Mario Galaxy Movie” and uploading a ticket stub to dining at Chili’s and posting a picture of the meal. The platform tallied participants’ points to keep track of their progress throughout the summer months. “This platform encouraged shoppers to put down their

phones – which sounds counterintuitive – by using digital tools to create meaningful physical moments in our shopping centers,” said Greg Udchitz, VP of events and partnership marketing at Centennial. Centers hosting 4th of July programming built four to six challenges around those events for shoppers to complete that week. With the 2026 FIFA World Cup simultaneously taking place, some centers created challenges that drove visits to viewing parties at food and beverage venues or activations at sports-centric retail tenants. Over the course of the campaign, shoppers completed 8,320 challenges and earned more than 52,440 points across the select Centennial-managed properties. “We wanted to move beyond doing a typical event and create something that blends the digital and physical experience,” said Udchitz. “Everybody knows what a scavenger hunt is. We wanted to take that concept and make it interactive, connected to our shopping center audience and localized per asset. Centers modified the challenges based on what was happening at their specific property.” Piloted at Centennial’s Connecticut Post Mall last year, Great Summer Dash lasted throughout the summer and gave visitors a new way to experience their nearest property. Udchitz said most participating centers saw positive traffic increases throughout the program in conjunction with other summer activities and events. He added, however, that the program allowed Centennial to build a sense of loyalty with a wide audience – especially Gen Z visitors – and not just parents looking to entertain children on summer break. “Everyone in retail is talking about loyalty, and we wanted to find a unique way to build loyalty within our shopping centers SEPTEMBER/OCTOBER 2026

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without launching a full formal loyalty program or requiring an app download,” said Udchitz. “The Gen Z audience engaged with it heavily, because they are a digital-first generation, and we are seeing them return to the mall. We didn’t initially build it for that demographic, but they tapped into the gamification elements, as did adults visiting without children.”

their interests and what the tenant mix and community want to see,” said Hope. “None of our programs look the same. While overarching themes may align, the execution is tailored to the demographic.” To learn more about what its customers wanted to see out of events, Primestor began to leverage its social platforms and newsletter to ask which events were Primestor favorites in the past, and to learn which While on-site events can be greatly events people wanted to see in the future. beneficial for retail properties looking to The company also uses a scorecard sysdraw crowds, not all approaches have a tem where after every event, participants positive impact. Primestor Development, receive points if they fill out an online which owns and operates shopping cen- feedback form, which can be redeemed ters across California, Nevada, Arizona for gift cards and product giveaways and Texas, found this out firsthand after through Primestor’s partnerships. shifting its community engagement strat“Innovation doesn’t just mean hosting egy to a more “hyper local” one. events – it means changing our operShajira Hope, VP of marketing and ating model,” said Hope. “For us, that communications at Primestor, said that meant taking experiential marketing while the company was hosting events in from something that happens adjacent the past, dwell times were not increasing. to real estate, and integrating it into how This led to an overhaul of the strategy. we think about the health of the asset. Over the past year, the company hosted Communities lose trust in shopping cen64 property events across eight shopping ters when programming feels repetitive centers. Primestor said that it innovator cookie-cutter.” ed its event strategy by catering to the demographics of each community that it DLC serves, as well as welcoming feedback. The lack of new construction in “We operate in very community-driven commercial real estate is well documarkets, so we don’t believe in creating mented, but that hasn’t stopped DLC single programming and replicating it Management Corp. from taking on new across the portfolio,” said Hope. “We projects. The company’s vertical integralook at the community, the tenant mix, tion of construction and architectural deand what a particular property needs, sign into its total package of commercial and then build programming around real estate services gives it an innovative that. We wanted to shift their perception edge in the world of retail development. from simply receiving a free item, like DLC founded its own construction a back-to-school backpack or a holiday company, Renovo Construction, in 2020, toy, to having a complete experience.” and later went on to acquire an architecLast year, Primestor’s activations intural firm, NWS Architects, three years cluded seasonal and quarterly events, as later. While they operate as distinct entiwell as monthly music-driven events like ties with their own external clients, DLC “Jazz Under the Stars” or Cumbiatons (a is able to offer a complete, streamlined cumbia dance party), depending on the development and management process. property. For example, at Freedom Plaza In early September, DLC opened a new in Watts, Calif., Primestor hosts line 27,000-sq.-ft. Nordstrom Rack store at dancing every Friday from 6:00 p.m. to Colony Place in Plymouth, Mass., po8:00 p.m., where the community comes sitioning the off-price retailer alongside out to participate in the fun. Other tenants like Best Buy, Dick’s Sporting events include farmers’ markets and pop- Goods and Aldi. The ground-up store up meet-and-greets with local figures. opened less than a year after the project “We shifted to a hyper-local strategy broke ground, showcasing the power of to understand who lives in the area, the company’s vertical integration. CHAINSTOREAGE.COM

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Nordstrom Rack opened at Colony Place on Sept. 4. (Image courtesy of DLC)

“Outside of high-growth markets like Texas, Florida or Arizona, the number of ground-up, single-user retail boxes being built across the country is super low,” said Chris Ressa, chief operating officer at DLC, noting that ground-up construction at existing centers is typically reserved for quick-serve restaurant chains that open in parking lots. “This story highlights how rare groundup box development is today across America, how we successfully executed it, and how bringing our integrated platform together made the project economically viable,” Ressa said. While the “owner-builder-developer model” is more common in residential and industrial real estate, DLC says its vertical integration offers its retail partners a greater ability to connect leasing, development, construction, design, and property operations while moving projects forward faster. “Even without ground-up development, there is still significant demand for general contracting and architecture in tenant buildouts, store fit-outs and redevelopments,” said Ressa. “That’s where we saw the opportunity and took the plunge. Having those capabilities inhouse allows us to evaluate our portfolio continuously and unlock more opportunities to densify where it makes sense.” SRS SRS Real Estate Partners is one commercial real estate services firm that has continued to leverage new and emerging technologies to make life easier for its clients. Most recently, SRS has developed 25

REAL ESTATE

How Tanger is innovating by ‘lifestyling’ the outlet center Long known for name brand and designer products at value prices, outlet centers are becoming more than just a hub for affordable goods. Tanger Inc., which operates 42 outlet and open-air shopping centers nationwide, is routinely adding new tenants to its outlet properties in an effort to keep properties fresh – as well as competitive. CEO Stephen Yalof said due to population shifts, the company’s customer base is no longer “200 miles away” from the closest regional mall. Tanger’s properties, which are located largely across the South and in the Northeast, are now becoming all-encompassing centers for customers to eat, shop and play. “In the outlet space, we have broken the mold by ‘lifestyling’ the outlet center,” said Yalof. “We have significantly improved our food and food service offerings, which historically wasn’t a primary focus for outlet centers. We’ve introduced more hybrid retail and, in some instances, full-price retail, in non-traditional outlet categories like health and beauty.” Tanger has added an array of service tenants to its centers, including health and beauty services and group fitness. Yalof added that existing tenants are excited by the prospect of being joined by in-demand full-price retailers, even in an outlet setting. “If you ask the head of real estate for any of our core brands whether they want a Sephora customer in the parking lot, 10 out of 10 times they will say, ‘absolutely, bring them in,’ because their target customer cross-shops extremely well with those brands,” he said. Despite the new additions, value will remain a staple of the outlet center concept going forward, with future additions to centers being determined on a property-by-property basis, not a one-size-fits-all approach. “The cardinal rule in retail is that you never want to alienate your core customer,” said Yalof. “We maintain enough traditional outlet presence that we aren’t alienating our core shopper. All of our centers have unique geographies, shopping patterns and tourist-versus-local dynamics.” 26

its latest technology platform – Atlas – to give retailers and investors a “single, live view” of their real estate portfolio and active transactions. The AI-powered Atlas combines transaction and portfolio data together with Geographic Information System (GIS) mapping, demographic insights and market-planning tools. Through the platform, SRS clients can view locations, market strategies and deal activity in one place instead of searching through emails, spreadsheets, shared drives and multiple third-party platforms. “A portfolio client can see their assets on a map, review the performance of each location alongside demographics and trade areas used for market planning, and view the current status of every transaction we’re managing for them,” said Ryan Tharp, senior VP of research and client technology at SRS. “For a retailer managing hundreds of locations, that turns portfolio decisions that used to take weeks of back-and-forth into something they can look at and act on the same day.” SRS noted through Atlas, which is now used by approximately 50 retail clients, real estate opportunities can be evaluated more efficiently. For retailers, the platform creates a more “efficient and informed” approach to client service. “By reducing the time spent collecting, organizing, and reconciling information, our teams can focus more of their attention on strategy, market insights, negotiations and execution,” said Tyler McRae, senior VP and managing principal at SRS. “Because clients and their SRS teams are working from the same current information, communication is clearer, collaboration is stronger, and decisions can be made more quickly.” Buxton (now part of Audiense) Retail intelligence company Buxton, which became part of Audiense last year, is another firm that has improved one of its core product offerings for its real estate clients. Last year, the company introduced the ability to mix and match its site selection datasets to create customized reports on demand. This year, it announced the development of the next

“Atlas serves as a centralized, onestop resource for the information required to make informed real estate decisions.” - Tyler McRae, senior VP and managing principal, SRS

version of its Scout application. Buxton (now part of Audiense), says the enhanced Scout will introduce a more “intuitive, streamlined” interface so users can access the insights they know and trust even faster. It also noted that its most significant investment of the past year has been in its data foundation. With the enhancements, site selection teams at expanding retailers will now have the option to quickly create a new report for a real estate committee or franchise development meeting that includes the exact data fields they want, in the order they want them. Teams can even save the report as a template so others in their organization can quickly pull that same report for consistency. “Customers love having the power to create the exact report they need, whenever they need it,” said Katie Russell, director of product marketing at Buxton (now part of Audiense). “We’re now working on taking that to the next level by adding the option to include map visualizations in the customized report – so you see the data not only in table form, but also visually.” The newest version of Scout is still in development, but early feedback from beta testers has been positive, according to the company, adding that it will soon be rolled out to its broader customer base. “Buxton’s site-selection and market-planning tools have always been built on who lives and shops in a trade area,” added Russell. “As Audiense, we are now bringing together consumer behavior data from new sources that have never been combined before: in-person visitation, online shopping activity and social and interest data.”

SEPTEMBER/OCTOBER 2026

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Turn Real Estate Into Revenue From lease exposure to asset recovery to clean turnover, store closures are complex projects. But complexity also creates opportunity. Work with an experienced team that specializes in end-to-end closure execution to turn multiple moving parts into a seamless process. We partner with clients every step of the way, working through a recovery roadmap, execution plan and sale coordination for inventory and FF&E, all the way to resolving lease obligations and ﬁnal recovery. One partner. Cleaner exits. Guaranteed outcomes.

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Speed to Site: Retail’s New Competitive Advantage In-place infrastucture has made second-generation space strategically valuable. By Michael Burden For decades, retail real estate has lived by three words: location, location, location. But in today’s increasingly supply-constrained market, a fourth is quietly reshaping the game: speed. How quickly retailers can identify an opportunity, evaluate it, secure it and begin generating revenue is becoming a meaningful competitive advantage. Retailers routinely measure supply-chain efficiency, customer acquisition costs, inventory turns and speed to market. The time required to move from approving a trade area to opening a store is often treated primarily as a real estate or construction issue, but it should be viewed as a broader business performance metric. The hunt for top properties High-quality retail space remains difficult to secure in many markets. Elevated land, construction and financing costs have constrained new development. This leaves expanding retailers, restaurants and service businesses competing for the same well-located properties. But finding a site is only the beginning. Entitlements, permits, zoning, construction, utility capacity and specialized improvements can add significant time and uncertainty. Every month a location remains in development represents capital committed without revenue, which changes the economics of site selection. The best location will be the one offering the strongest combination of market potential, occupancy cost, conversion expense, execution certainty and opening speed. This is one reason second-generation space has become so strategically valuable. A former restaurant, pharmacy, bank branch, fitness facility or medical office may already possess infrastructure that is expensive and time-consuming to recreate. Existing drive-through approvals, commercial kitchens, utility capacity, 28

Speed to site scores Real estate, finance, operations and construction teams need a common framework for assessing opportunities. In addition to projected sales and rent, the analysis should consider time to possession, approval periods, reuse of existing improvements, capital requirements and the probability of opening on schedule. The most sophisticated organizations may go further, developing a “speed to Michael Burden site” score for prospective locations. That parking configurations and signage score could combine estimated opening rights can materially shorten the path to time, conversion cost, entitlement risk, opening. competitive intensity and expected time to Retailers that identify these opportuniprofitability. Decision-makers could then ties early and evaluate them quickly gain compare opportunities based not only an advantage over competitors that rely on where they are located, but also how solely on conventional listings and devel- efficiently they can become operational. opment pipelines. The implications extend to landlords. Early visibility is therefore increasingOwners that provide reliable property inly valuable. Strong opportunities may formation, address outstanding approvals surface through portfolio reviews, lease and offer a clear path to possession can expirations, corporate transactions or differentiate their properties even before strategic market exits well before a prop- negotiating economics. Certainty has erty is broadly marketed. Retailers with value, particularly when retailers are puractive industry relationships can position suing aggressive growth targets. themselves to evaluate these locations None of this means sacrificing discipline before a competitive process begins. for speed. Moving quickly on the wrong Speedy decision-making also requires location only creates a long-term proban integrated approach to data and analem faster. The objective is to eliminate lytics. Lease data, property characteristics, unnecessary delay while improving the market analytics and store performance quality of decision-making. Retail real esmetrics are often housed in differtate has traditionally focused on securing ent systems or controlled by different the right location at the right cost. departments. Bringing that information The next generation of strategy must together allows retailers to act faster and add a third dimension: the right time. In avoid losing time reconciling incomplete a market where attractive space is limited or inconsistent data. and growth windows can close quickly, the Governance matters, too. Companies winners may not simply be those willing to with established investment criteria and pay the most. They may be the organizaclear decision-making authority can tions best prepared to recognize an opporrespond confidently when compelling tunity, make a decision and turn real estate sites emerge. Organizations that begin de- into revenue before their competitors do. bating strategy only after an opportunity Michael Burden is the co-head of North appears may find the market has already America Real Estate Services at Gordon made the decision for them. Brothers.

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REAL ESTATE

CoStar: Store openings continue to outpace closures Brands moved into 97.6 million square feet in Q2, the highest total since 2022. By Al Urbanski

ew store openings surged in the United States in the past year, with retailers backfilling vacant space faster than anticipated, according to CoStar Group. Retail real estate in the United States posted 12.4 million square feet of net occupancy growth in the second quarter of 2026 after losing 4.4 million square feet if the first quarter, the strongest quarterly gain since mid-2024 according to the real estate data and analytics provider. Tenants moved into 97.6 million square feet, the highest total since 2022. The same trends are showing in second-quarter CoStar’s Brandon Svec: “The landlord is in the catbird seat.” earnings from major retail REITs, where high occupancy, scarce available space, and continued leasing activity lead to strong results for landlords. “A lot of the occupancies were backfills net addition of 28.6 million square feet of of Jo-Ann, Big Lots and Walgreens cloretail space. sures. Interest rates aren’t coming down, Leading acquirers of new space, accordand rents are reaching record high levels. ing to Coresight, include: There’s less space out there to fill, and landlords are expecting full price rents,” Aldi: Plans a net increase of 173 stores, according to Brandon Svec, CoStar’s reflecting 180 planned openings and national director of retail analytics. seven planned closures. It is pairing The numbers suggest the weakness new-market entry with Southeastern experienced earlier this year was driven Grocers conversions and adding distrimore by the timing of store closings than bution capacity, giving it a faster route a contraction of physical retail. As weaker into the Southeast and West. operators shrink their footprints, stronger retailers, service providers, and value-foRoss Stores: Plans a net increase of cused concepts are swooping in to take 103 stores year-to-date, reflecting an their place. With little new retail space estimated 105 planned openings and two being built, this turnover is also helping closures. The net growth represents 5% keep vacancies consistent and preserve the of its total store base of 2,272 stores and seller’s market. adds an estimated 2.1 million square feet According to Coresight Research, the of net retail space. 3,389 year-to-date announced store openings and 3,262 store closures (as of Warby Parker: Plans an increase of 50 Aug. 28, 2026), representing 64.5 million stores year to date, reflecting 50 planned openings and no announced closures. square feet of new retail space and 35.9 The growth represents 16% of its total million square feet of closed retail space, store base of 322 stores and adds an respectively, will result in an estimated CHAINSTOREAGE.COM

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estimated 106,000 square feet of retail space. Nordstrom: Plans a net increase of 18 stores year to date, reflecting 23 planned openings and five planned closures. The net growth represents 5% of its total store base of 353 stores and adds an estimated 1.3 million square feet of net retail space. Nordstrom is driving most of this growth through Nordstrom Rack, using the off-price banner to enter more suburban markets. Whole Foods Market: Amazon plans an increase of 13 new stores that will inhabit 533,000 square feet of space and no announced closures. Whole Foods is broadening its reach with both traditional supermarkets and the smaller Daily Shop format. Primark: American British Foods plans an increase of nine Primark stores year to date, reflecting nine planned openings and no announced closures. The growth represents 25% of its total store base of 36 stores and adds an estimated 315,000 square feet of retail space. Lidl: Plans an increase of four stores year to date, reflecting four openings and no announced closures. The growth represents 2% of its total store base of 197 stores and adds an estimated 136,000 square feet of retail space. Lidl is adding stores mainly within its established East Coast footprint, including New York, New Jersey and Virginia. “There’s kind of a new game going on for quality institutional space availability. The landlord is in the catbird seat,” said CoStar’s Svec. “Rents are high, but retailers continue to do more out of smaller boxes.” 29

REAL ESTATE

Developers engage in a hockey face-off in Atlanta Jamestown and Krause Sports vie for an NHL expansion franchise to play in new and redeveloped centers. By Al Urbanski

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North Point Arena (Rending courtesy of Jamestown)

ince it opened as one of the nation’s largest malls in 1993, North Point Mall in Alpharetta, Ga., has rarely stood still. Anchors came and went on a regular basis. In 2014, Apple closed its store at North Point and moved across town to the new Avalon mixed-use development. In 2022, Brookfield Properties sold the mall to New York Life, which aimed to redevelop the project as “North Point” and add apartments, new retail areas, and parks. The Alpharetta city council denied the plan. In 2024, one of the boldest and oddest new plans was laid out for North Point and municipality officials. Alpharetta Sports & Entertainment, led by former National Hockey League right winger Anson Carter, proposed a redevelopment of North Point Mall site that would be anchored by an NHL-sized arena with the hope of making it the site of a new NHL franchise. In collaboration with New York Life, the real estate investment firm Jamestown announced that it would be overseeing pre-development activities for the 100-acre North Point property and seeking entitlements that will position the site for a potential 30

“A lot has changed in Atlanta since the Thrashers left the city in 2011. Atlanta has grown north and south. The population is now 6.5 million people and there has been a lot of talk about Atlanta and Houston as top markets for NHL franchises.” – Tim Perry, chief investment officer of Jamestown

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NHL franchise expansion to the greater Atlanta market. In August, the Alpharetta Planning Commission approved a plan put together by Alpharetta Sports & Entertainment (ASE) and New York Life — the owner of the North Point Mall in Alpharetta — to renovate the site whose new centerpiece will be the second largest hockey arena in the United States. Over the past 45 years, Georgia’s Fulton County watched two NHL franchises depart from its borders. In 1980, the Atlanta Flames left and set up shop in Calgary. The Atlanta Thrashers brought top-level hockey back to Georgia in 1999 for just a dozen years before True North Sports & Entertainment bought the franchise and remade it as the Winnipeg Jets. Meanwhile, Krause Sports and Entertainment approached the NHL with a proposal for a team to make its home at the under-construction Gathering at South Forsyth, whose definitive documents were approved by the Forsyth County Commission in Georgia. The project is described in a company press release as “a transformational $3 billion mixed-use development that is anchored by an NHL-ready hockey arena.” Krause also plans to introduce two ice rinks in the Atlanta area for youth hockey development programs for youths and to be used as practice facilities for local high schools.

and proposed Tax Allocation District (TAD), seek to maximize the potential of the site to deliver jobs, increase the tax base, provide new community amenities, and preserve the North Point area as a regional destination for future generations. Jamestown’s managing director and chief investment officer Tim Perry is not worried that another NHL franchise will escape from the Atlanta metro. “A lot has changed in Atlanta since the Thrashers left in 2011. Atlanta has grown north and south, and it’s been re-urbanized. The population is now 6.5 million people in the metro, and there has been a lot of talk about Atlanta and Houston as top markets for NHL franchises,” Perry said. Perry describes today’s Atlanta as a “redevelopment city” that will continue to grow and blossom over the coming 30 years and widen the borders of the Atlanta metro. “We think that in Alpharetta, we’re closer to home for where hockey fans live. When the Braves moved to Cobb County, they expanded gameday attendance, because that’s where most of their season tickets holders lived,” Perry noted. Also involved in the development of the project is Machete Group, a real estate advisory and development firm that specializes in sports arenas, stadiums and surrounding mixed-use districts. Machete is an international sport site The new North Point developer that has worked in the U.S. North Point Mall’s renovation will be with the NHL, NFL, NBA and MLS. a full-scale makeover, anchored by the The NHL’s television contract will be 20,000-seat NHL arena, a 4,000-seat finalized in 2028. Atlanta is high on its music hall and performing arts center, a expansion list, but so, too, are Austin, 4,000-seat music hall and performing arts Houston, and Quebec City. center, a 2,000-seat community hockey “We’ve met several times with rink, and a 500-seat movie theater. Commissioner (Gary) Bettman,” Perry The re-do will also include nearly a mil- said. “His top job is creating maximum lion square feet of retail and dining spaces, value for NHL team owners. There is a lot 750,000 square feet of office space, and of motivation for them to expand. We’re 1,385 multifamily residential units. More working as well on capital formation for than 16 acres of park, plazas, and multithe for the team. End-of-day, we know use trails are also in the part of the mix. that North Point is the better site.” The redevelopment plans, which align Krause Sports declined to comment for with the Alpharetta Comprehensive Plan this story. CHAINSTOREAGE.COM

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The Gathering at South Forsyth (Rendering courtesy of Alpharetta Sports & Entertainment)

Hockey lovers are the richest sports fans One-third of NHL fans make more than $100,000 a year, endowing them as the highest earners of all professional sports audiences, according to a survey from S&P Global. Forty-five percent of them are 55 or older, whereas just 20% reside in the 18-to-35 age group. More on hockey lovers from the S&P Global survey: • The top three retail stores used by NHL viewers were Amazon, Walmart and Home Depot. • They spend 25% of their average daily viewing hours watching sports, compared to only15% among total survey respondents. • 80% of highly engaged fans attend games in person. • 74% buy merchandise related to players or teams. • 79% are also big football fans. • More than 60% of hockey fans watch Netflix and Amazon Prime Video.

TECH VIEWPOINT tent needs to be described by factors such as specific materials, what climates or parts of the country it is ideally suited for and level of user expertise it is appropriate for.

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Retailers Need to Optimize for AI Search — Here’s How

The premier newsletter showcasing technology and multi-channel, seamless retailing.

Strong placement in artificial intelligence search results is crucial — and the rules of the game are different than for traditional search engine optimization. Consumers are increasingly leveraging AI for product search. This means retailers now need to optimize their marketing and merchandising efforts to show up at or near the top of AI search results. AI search optimization prioritizes different factors than traditional search optimization and requires a different approach. Here are a few areas that retailers need to align with AI search.

From e-commerce and mobility to in-store technology and social media, Connected Retail keeps retail executives in the know about the fast-paced, ever-evolving world of retail tech.

Product attributes An increasing number of retailers are offering conversational shopping experiences. By leveraging the natural language capabilities of agentic AI, retailers can let customers search for products based on factors such as where they’ll be going and what they’ll be doing — and even who’ll they be with. Before the advent of conversational search, a customer planning a camping trip, for example, would individually search for products such as tents, sleeping bags, hiking boots, etc. During each search, they would drill down based on attributes such as price, climate conditions and level of expertise/difficulty. With conversational search (which customers can perform via AI platforms like ChatGPT), consumers can instead describe an event in detail and then search products that match their needs as determined by the event. To ensure their products will show up in conversational searches, retailers need to include attributes beyond traditional features such as color and size. A camping

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Be part of the discussion Online discussion forums are a critical source of content that can boost a retailer’s AI search optimization score. Positive mentions on sites where consumers discuss companies and brands among themselves, such as Reddit and Yelp, can go a long way toward maintaining a strong presence in AI search results. On Reddit, retailers should create their own subreddits (dedicated discussion threads) where they actively engage customers and also participate in other relevant subreddits they do not control, with an eye toward promoting positive commentary and quickly responding to and fixing any potential negative remarks. Similarly, retailers should maintain active Yelp pages where they thank customers for leaving positive comments and engaging with and resolving any bad reviews or complaints. Exceptionally positive commentary on any online forum can be encouraged with targeted rewards, such as coupons or free products. Keep influential company Influencers, content creators and celebrities all represent a significant opportunity for retailers to obtain credibility, gain access to built-in fan bases, and potentially extend their commercial reach via affiliate marketing and sales. Consumers, especially younger Gen Z and millennial shoppers, now often look to influencers as their primary source of product discovery and purchase inspiration. AI search engines also give significant weight to influencer content, especially videos and product reviews. If possible, retailers should partner with multiple influencers as AI platforms also analyze if there is a broad third-party consensus on the value of a particular brand or product. In addition, content such as “haul” videos where influencers sort through items they purchased on camera is extremely valuable for boosting AI search ranking.

Dan Berthiaume dberthiaume@chainstoreage.com

SEPTEMBER/OCTOBER 2026 7/14/21 4:03 PM

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TECH

Target Develops Digital Twin Technology By Dan Berthiaume

Target Corp. is using proprietary modeling technology to improve the flow of goods from warehouses to stores. The company has developed a digital twin solution called Proxima to improve decision-making and performance in the “middle mile” of its supply chain — where goods travel between warehouses or from a warehouse to a “last mile” pickup point. (A digital twin is an interactive, AI-based virtual model that serve as digital replicas of real-life objects and/ or environments.) Chain Store Age spoke with Jake Krings, Target has developed a digital twin solution VP technology, global supply chain & called Proxima. logistics, Target, about the solution. Below are edited remarks from the Given the many different variables in a conversation. supply chain, such as lead time, demand forecast, promotional impact, vendor What type of supply chain challenge schedules and transportation schedules, was Target facing? we needed a high degree of accuracy in Target is always trying to improve our driving a simulation that we can rely on. in-stocks for customers in the store and Our digital twin solution leverages the inventory position for our online Monte Carlo analysis (editor’s note – inventory. We think about this in three repeated random samplings), which uses ways: We need to sense what’s happening the same algorithms that financial planoperationally in the supply chain, simuners use with a high degree of accuracy. late our operational responses to what’s happening and then, ultimately, we need Why did Target focus on the middle to solve. mile? There are some great capabilities The middle mile is ultimately how we get around sensing and solving, but we saw products to our stores, and ensuring we the simulation capability as missing. have the right in-stocks is mission-critiTarget has so many variables in what cal for us. The best way to influence this we can do and how we position our process is via our middle mile capabilities inventory. which deliver products from our regional Being able to simulate what would distribution centers into our stores. happen with a high degree of accuracy allows us to continue to advance our What benefits has the technology inventory position capabilities to drive delivered? better in-stocks for our customers and a Months ahead of launch, we leveraged better customer experience. Proxima to run different simulations. One of the things that we found was our What made Target select digital twin trailers weren’t going to be as full as we technology? would have liked, leading to inefficiency We evaluated a few different options in transportation. but landed on digital twin because of Because we had identified that issue the accuracy that it was able to provide. literally months ahead of launching the CHAINSTOREAGE.COM

SEPTEMBER / OCTOBER 2026

receive center, we were able to tweak the inputs and variables and logic to ensure that we balanced that trailer inefficiency with those store in-stocks. Doing that allowed us to get everything tuned and then predict with 98% accuracy what product was going to flow through the distribution center when we launched. Instead of learning as we went and reacting to things days and weeks after launch, we were able to anticipate exactly what was going to happen months in advance and be well prepared. How has it helped with the food category? Food is incredibly complex due to the perishability factor. We are always trying to improve our in-stocks for food, especially with the aim of having our menu for customers when they need to make their evening meal, so we look for ways to balance demand, lead time, perishability and transportation schedules for food. With Proxima, we are able to test improvements of the algorithms to understand exactly what’s going to happen. For the food categories we have activated on this new inventory positioning system, we are already seeing a 2.5% lift in those in-stocks. Digital twin technology positions supply chains such as Target’s to be much more reactive in what we’re able to do compared to executing on a plan that is static. I’m excited to see the possibilities unlocked. How have employees responded? They are absolutely loving it! As we make changes to inventory positions or inputs, inventory analysts have confidence in being able to understand what will happen through their network — what’s going to move to the distribution centers and what the store should anticipate receiving. They can plan ahead of time instead of reacting in real time. 33

TECH Q & A

Coping With Supply Chain Challenges By Dan Berthiaume As a variety of factors strain retail supply chains, retailers are looking beyond traditional warehouse space and inventory management practices. Taking a flexible approach to storage and inventory can help. Chain Store Age recently sat down with Brent Russell, chief commercial officer of Milestone, a provider of transportation management and shipping optimization solutions and services, to discuss a variety of supply chain issues. Russell discussed the supply chain impacts caused by events and factors such as the COVID-19 pandemic, changing consumer spending patterns, stockouts, warehousing expenses, fleet costs, supply chain disruptions and reshoring initiatives.

reduction (Editor’s Note: Kaizen is a business philosophy originating in Japan that focuses on eliminating inefficiency through constant small improvements), or asking manufacturers and suppliers to hold inventory or safety stock at their facilities. Many retailers also moved more transportation in-house rather than relying solely on common carriers. What can retailers do to help keep supply chains agile in the face of unexpected disruptions and shocks? Retailers must continuously evaluate their supply chains and maintain close communication with vendor partners. Some retailers are gaining more control by owning or leasing part of their fleet and reducing reliance on common carriers. Retailers should also leverage artificial intelligence and other modern technologies to stay agile and informed. A focus on continuous improvement, supported by strong communication, is essential. Many retailers are also increasing inventory levels to reduce stockouts during supply chain shifts, while expanding their supplier base to help keep products available during delays or shortages.

Brent Russell, chief commercial officer, Milestone.

How does Milestone assist retailers in solving these supply chain issues? How did the COVID-19 pandemic Milestone helps retailers address supply affect retailers’ stock levels? chain challenges through proactive Prior to the COVID-19 pandemic, planning, balanced fleet strategies and retailers’ inventory was often back-orguidance on matching the right number dered or managed just-in-time. During and type of assets to each need. We listen the pandemic, global events and shipping closely to retail customers, emphasizing disruptions strained supply chains for retail ease of doing business, practical policies and nearly every other industry. and support across the full trailer lifecyAt the same time, consumer spending cle — from delivery and maintenance to shifted from services to goods, driving disposal. demand to record highs amid major Our team takes the time to understand disruption. These factors prompted many each customer’s needs and brings transretailers to redesign their supply chains, In response to tariffs, many retailers portation expertise to every engagement, with the strongest ones adjusting their are reshoring their supply chains. often serving as a trusted advisor within supply chains to overcome disruptions to How can they keep cost and time retailers’ supply chains. By staging storage meet demand. expenditures down? trailers on existing property, such as store Reshoring gives retailers an opportuparking lots or distribution center yards, How can retailers shift storage nity to reassess their supply chains and retailers can expand their effective warecosts from expensive warehouses? identify more efficient ways to operate. house footprint without taking on addiAs previously mentioned, many retailers Consolidating packaging and vendor part- tional long-term real estate obligations. redesigned their global supply chains in nerships will be critical to any supply chain This flexibility is especially valuable response to disruption caused by the glob- redesign. Retailers should also look for op- during reshoring transitions and periods al COVID-19 pandemic. Some increased portunities to reduce weight and distance, of ongoing supply chain disruption, inventory levels, while others added which can lower costs and fuel usage. when space needs can change faster than regional distribution centers and shifted Careful decisions about where to locate traditional real estate can accommodate. toward a more just-in-time approach. distribution centers or manufacturing With our world-class customer portal, A flexible mobile trailer strategy can help plants can further support cost manretailers can track utilization and avoid manage storage needs and reduce costs. agement. Demand will also increase over-renting or over-leasing equipment, Retailers can also shift costs by moving when customers pre-buy ahead of tariff turning to Milestone to help them rebalwarehouses to lower-cost locations, increases. ance their fleet. applying a Kaizen approach to inventory 34

SEPTEMBER / OCTOBER 2026

CHAINSTOREAGE.COM

TECH

Supply Chain Trends

Major retailers focused on ultafast delivery, automation and sustainability By Dan Berthiaume Retailers are focusing on supply chain efficiency and sustainability. Tier I retailers such as Amazon, Walmart, Gap Inc. and Best Buy are establishing themselves as pioneers in the supply chain trends of ultrafast delivery, robots in the distribution center and zero waste operations.

a designation from Green Business Certification Inc., the non-profit organization behind the LEED green building rating system, by diverting more than 90% of their waste from landfills. The company began working toward this goal in 2021, when its Chino, Calif., facility became the first Best Buy location to achieve TRUE certification for zero waste. Ultrafast Delivery As of 2024, 20 Best Buy supply chain facilIncreasingly, retailers providing ities had received TRUE ratings. Gap has deployed Kindred Sort picking robots in delivery can be said to fall into the The company has taken the following its U.S. distribution centers. categories of the “quick and the dead.” steps to reduce waste as its supply chain And the two biggest U.S. retailers have Distribution Center Robots facilities: been taking steps to gain yet another Apparel giant Gap Inc. is one of sever• Reusable pallets: Best Buy reuses competitive edge by being quicker with al leading retailers that have long been pallets and totes to support the circular delivery. utilizing robots in its supply chain. In economy and reduce environmental Amazon Now, which delivers thousands 2025, the company began utilizing Boston impact. of items including household essentials, Dynamics “Stretch” robots to automate • Labeled bins: Each facility has implepersonal consumer electronics and grothe inbound processing of boxes into mented color-coded waste, recycling ceries to customers’ doorsteps in about distribution centers in Tennessee, Ohio, and compost bins to make it easier for 30 minutes or less, is available in dozens New York, and California. employees to sort waste correctly and of U.S. cities and will be rolled out to Stretch robots are designed to supplehelp divert waste from landfills. millions of customers across the country ment employees and reduce injuries while • Green Teams: Employee engagement by year’s end. increasing the volume of inventory that is a key component of the chain’s waste Meanwhile, Walmart is supporting can be received into a distribution center. reduction strategy. Employee volundelivery in 30 minutes or less with One to two warehouse associates in the teers run “Green Teams” in each facility a rapidly expanding drone delivery inbound department can now process to help support waste diversion goals program (of course, Amazon is an early 10,000 cases in a day, a task that would and educate and train colleagues. drone delivery pioneer). The discounter have taken 12 to 15 employees before the • Condensed Styrofoam: Throughout expects to have a network of more than robots were implemented. Best Buy’s supply chain, foam mate270 drone delivery locations operational In addition, Gap has deployed hundreds rials like Styrofoam are broken down by 2027. The network will stretch from of Kindred Sort picking robots in its U.S. and condensed to cubes through a Los Angeles to Miami and service about distribution centers and has also designed densifier to increase truck capacity 40 million U.S. consumers. and integrated an Exotec Skypod System and make shipping more efficient. The While not every retailer can offer super to optimize its returns picking process. material is then shipped to partners fast delivery, all retailers looking to wind who repurpose it into new packaging, up on the quick side of the delivery Zero-Waste Operations building materials and a variety of othequation need to offer delivery in as little Supply chain sustainability is an increaser products such as picture frames. time as possible. ingly important topic, with many younger In other efforts to improve the susSteps to help achieve this goal include consumers in particular factoring the tainability of its supply chain facilities, a collaborating with third-party delivery environmental responsibility of a retailer’s new solar field at Best Buy’s distribution platforms (some of which can deliver in supply chain operations into their purcenter in Dinuba, Calif., generates apas little as 15 minutes or even less), using chase decisions. proximately 5.87 million kilowatt-hours local brick-and-mortar stores as delivery Best Buy has certified all its 29 supply (kWh) of electricity each year. The stations and leveraging dark stores that chain facilities as zero waste. The reenergy generated by the system will help only serve personnel helping fulfill deliv- tailer recently achieved TRUE (Total run the distribution center, reducing Best ery orders. Resource Use and Efficiency) certification, Buy’s energy usage. CHAINSTOREAGE.COM

SEPTEMBER / OCTOBER 2026