Sender Shamiss co-founded goTRG, a global reverse logistics platform that works with the world’s largest retailers and vendors to solve the problem of returns.
The excitement around the Super Bowl can be a boon to retailers, as the big game ignites not just fan enthusiasm but also spending. This year the National Retail Federation (NRF) projected that consumers would spend $17.3 billion as they prepared for game day with purchases ranging from food and beverages to televisions, furniture, and decorations as well as team apparel and accessories. However, this spike in sales is shadowed by the darker side of consumer behavior—return fraud.
Amidst the pre-Super Bowl spending frenzy, electronics retailers, for example, see a drastic increase in TV sales as fans buy new TVs, often for watch parties. Some of these shoppers, however, purchase the TVs with the intention of returning them after the big game, a practice referred to as “wardrobing“ or “renting.” Each year following the Super Bowl, retailers and manufacturers brace for the annual swell of returns—a “buy-watch-and-return” pattern that’s become almost as predictable as the game itself.
Indeed, according to goTRG’s internal returns data, the average monthly TV return rate is 8%. But in March, the month after the Super Bowl, the return rate for TVs climbs to 11%—a 36% increase. Similarly, March also sees the highest monthly return rate for TVs with cracked screens, jumping up by 15%. Such a big increase suggests the likelihood of return fraud.
But return fraud is not just a phenomenon exhibited by football fans. While 2023 brought a notable decline in overall retail returns—dropping 8.95% and breaking the pattern of consistent annual increases—the industry saw a surge in fraudulent returns, soaring to a record $101 billion—a $16 billion increase from the previous year.
In goTRG’s most recent “2024 Retail Return Fraud Survey,” which had participation from more than 400 retailers and brands across the United States, a staggering 68.43% of businesses responded that fraud has become a bigger problem over the last 12 months. The most common types of return fraud experienced among retailers over this past year include return of stolen merchandise at 20.4%, wardrobing (using an item and then returning it) at 17.8%, and return of merchandise purchased using stolen or fraudulent credit cards.
With 73% of retailers reporting that they have lost more than $500,000 in 2023 due to returns fraud, retailers need to protect themselves from this threat by developing a comprehensive mitigation strategy with preventative measures set in place at each step of the purchase and post-purchase journey. The following recommendations are ones that can be easily implemented by retailers, both large and small, to protect against return fraud for all products, not just TVs.
1. IDENTIFY POTENTIAL RETURN FRAUD
Certain patterns and behaviors can alert retailers that return fraud is occurring. Some red flags retailers should be aware of include a sudden jump in the number of returns, numerous returns from the same person or persons (also known as “serial returners”), and suspicious customer data. Examples of suspicious data include mismatched shipping and billing addresses, profile name and credit card name not being the same, and multiple credit card attempts. All these inconsistencies depict patterns of return abuse. Having advanced returns management software in place will pick up on these red flags and alert the retailer of suspicious activity.
Furthermore, irregularities in employee handling of returns, such as incomplete capture of necessary information, failure to enforce return policies for ineligible items, or repetitive handling of certain returns by the same salesclerk, can raise red flags. Similarly, heightened return activity at particular store locations warrants attention. Diligent monitoring of these indicators is crucial for early detection and effective mitigation of fraudulent returns.
2. USE RETURNS MANAGEMENT SOFTWARE
Technology plays a crucial role in combating retail return fraud, particularly during peak periods like post-Super Bowl and seasonal surges. For instance, the aftermath of home improvement season, April through June, sees a surge in returns for home, garden, and appliance items, while holidays like Halloween and Easter prompt an influx of decoration returns. Similarly, the back-to-school season in August results in a spike in supply returns. Investing in advanced returns management software that seamlessly integrates with a retailer’s point-of-sale (POS) system is paramount. Such software ensures transparency and traceability in returns, enabling the identification of habitual returners and fraudulent activity with greater efficiency.
Retailers should use software that has the capability to capture serial numbers when appropriate and identify the entire chain of custody for each product, including its every touchpoint and movement for reconciliation purposes. This level of detail will allow a retailer to narrow down where specific items came from and attain the business intelligence needed to help catch criminals when any fraudulent activity occurs.
3. WORK WITH A REFURBISHMENT PARTNER
Teaming up with a sophisticated and certified refurbishment partner is essential for uncovering theft post-return. Through meticulous inspection, diagnostic testing, and refurbishment processes, technicians can identify missing parts within electronic gadgets and ensure the right generation model was returned.
Trained technicians can leverage a software's detailed tracking of product interactions across every touch and movement to identify the original source of the fraudulent activity. They can then provide granular feedback to the retailer, helping stores to tighten return policies and analyze customer data to pinpoint fraudulent behavior. The combined efforts between returns experts and cutting-edge software have proven to be powerful combatants for return fraud.
4. IMPLEMENT EFFECTIVE RETURN POLICIES
Many retailers provide shoppers with flexible return policies, including free returns. Due to rampant wardrobing and other types of return fraud, retailers have begun implementing and testing out stricter return policies to combat return fraud, including 44% of retailers who are now charging restocking fees for returns according to responses from our “2024 Retail Return Fraud Survey.”
When it comes to creating more stringent return policies, retailers are advised to require a receipt for every return, ensure product packaging is intact, and allow only short time frames for returns. When a receipt is not present, offering exchanges or store credit instead of cash refunds can reduce the risk of fraudulent returns. In addition, asking for an ID to match customer and payment data would help deter criminals from targeting a merchant. During the post-Super Bowl season and other periods of high return rates, retailers should enact stricter return policies as these are the most active times for criminals to prey on retailers’ vulnerabilities.
5. RECOGNIZE THE ROLE OF EMPLOYEES
When an employee lacks incentive or proper training to spot suspicious activity, that store can easily become a target for fraud. Employees play a pivotal role in managing in-store returns and identifying fraudulent ones. All staff involved in the returns initiation process should be trained to spot signs of fraud. By noticing mismatched product packaging, sketchy receipts, and inconsistent data, store employees can act as your first line of defense in fighting fraud. Conversely, if they are not trained to look for these signs (or choose to ignore them), store employees can become the biggest enablers of fraud.
Enhanced employee training, coupled with incentives and rewards, are pivotal in fortifying defenses against fraudulent returns. These can include initiatives like offering store credit for reporting crime or suspicious activities, employee recognition programs such as "Team Member of the Month," and highlighting star employees on social media channels. Fostering a positive work environment further bolsters this protection. It's crucial for staff to maintain meticulous records of transactions and returns, enabling them to trace the history of purchased items and spot patterns indicative of fraudulent behavior. In encouraging news, our “2024 Retail Return Fraud Survey” revealed that 90% of retailers provide training to employees on how to detect fraud or prevent fraud.
SAFEGUARDING RETAIL INTEGRITY
These insights into consumer returns underscore the need for vigilance and advanced retail strategies. Retailers, in response to this trend and the potential for fraud, should tighten return policies and employ tracking systems to identify serial returners, ensuring the sustainability of their sales strategies during peak retail return fraud periods. To combat return fraud, innovative processes and fraud identification processes are imperative.
Retailers must tackle return fraud head-on, ensuring that the Super Bowl and other seasonal periods of strong sales are not only a time of celebration for consumers but also a victory for retail security and integrity. It's essential for retailers to understand and anticipate these trends, not just for crafting more robust fraud prevention measures but also for optimizing inventory and sales strategies.
Companies in every sector are converting assets from fossil fuel to electric power in their push to reach net-zero energy targets and to reduce costs along the way, but to truly accelerate those efforts, they also need to improve electric energy efficiency, according to a study from technology consulting firm ABI Research.
In fact, boosting that efficiency could contribute fully 25% of the emissions reductions needed to reach net zero. And the pursuit of that goal will drive aggregated global investments in energy efficiency technologies to grow from $106 Billion in 2024 to $153 Billion in 2030, ABI said today in a report titled “The Role of Energy Efficiency in Reaching Net Zero Targets for Enterprises and Industries.”
ABI’s report divided the range of energy-efficiency-enhancing technologies and equipment into three industrial categories:
Commercial Buildings – Network Lighting Control (NLC) and occupancy sensing for automated lighting and heating; Artificial Intelligence (AI)-based energy management; heat-pumps and energy-efficient HVAC equipment; insulation technologies
Manufacturing Plants – Energy digital twins, factory automation, manufacturing process design and optimization software (PLM, MES, simulation); Electric Arc Furnaces (EAFs); energy efficient electric motors (compressors, fans, pumps)
“Both the International Energy Agency (IEA) and the United Nations Climate Change Conference (COP) continue to insist on the importance of energy efficiency,” Dominique Bonte, VP of End Markets and Verticals at ABI Research, said in a release. “At COP 29 in Dubai, it was agreed to commit to collectively double the global average annual rate of energy efficiency improvements from around 2% to over 4% every year until 2030, following recommendations from the IEA. This complements the EU’s Energy Efficiency First (EE1) Framework and the U.S. 2022 Inflation Reduction Act in which US$86 billion was earmarked for energy efficiency actions.”
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain.”
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.