Delivering Total Value in a Values-Driven Economy

Editor’s note: this is the first a three-part series exploring the impact of current FMCG trends on businesses and their supply chains.

As the U.S. fast-moving consumer goods (FMCG) sector continues to evolve, manufacturers, retailers and supply chain leaders are expected to go beyond delivering products to focus on total value creation. This means balancing speed, quality, affordability and innovation with growing consumer demands for sustainability, health and ethical responsibility. 

Simply put, total value reflects the full spectrum of what today’s shoppers care about when making their purchasing decisions. And, with the FMCG market projected to reach $1.1 trillion globally by 2030, the stakes are high. 

For FMCG companies, finding the balance between affordability and quality is an essential part of the total value equation.  

Customers increasingly expect “five-star” products at unbeatable prices, challenging businesses to optimize every aspect of their cost to serve. Whether it’s carefully selecting materials, refining processes or improving logistics, every business choice contributes to the final value proposition. 

One example of this trend in action is the growth of private label over national brands. Motivated by the perceived value of comparable quality at lower prices, a 2024-2025 survey reports that nearly half of North American consumers are buying more private label than ever before, with sales growing 4.1% year-over-year.

This is shaking up the competitive landscape. Many national brands are rethinking their cost efficiency and customer engagement, while retailers are innovating and growing their offerings. In some cases, manufacturers are dual-branding to produce both national and private labels under one roof. 

As a result of these market shifts, supply chains are becoming more connected to support innovation and speed to market. Manufacturers and retailers are forming strategic partnerships to co-develop products, share data and drive network-wide efficiencies.

While private label is one way the FMCG sector is addressing cost-conscious consumers, there’s also a steady, strong demand for ethical brands that focus on areas such as responsible sourcing and sustainability. 

Consumers are prioritizing products that align with their personal values. A 2025 McKinsey survey found that the majority of respondents are willing to pay more for sustainable packaging.

In response, brands are innovating with biodegradable, recycled, reusable or refillable packaging. Taking this a step further, major retailers that label products with sustainability credentials are seeing increases in consumer demand, according to a recent analysis. This trend highlights how providing clear, accessible information about a product’s environmental impact can directly influence purchasing behavior and drive stronger business outcomes.

These efforts don’t start and stop with packaging. True leaders in this space are looking beyond their product offerings to reduce carbon emissions and waste throughout their supply networks. This holistic approach maximizes sustainability credentials that help enhance brand perception and competitive advantage. 

Building Trust Through Data and Compliance 

Trust is at the heart of long-term consumer loyalty, and in today’s values-driven economy, it’s increasingly built on health, safety and transparency. 

Digital tools are redefining how brands deliver on these promises. From track-and-trace technologies and real-time monitoring devices to predictive analytics, data is enabling companies to ensure product integrity and make informed decisions.

Evolving regulations are accelerating this trend toward transparency and accountability. A prime example is the Food and Drug Administration’s ongoing updates to the Food Safety Modernization Act (FSMA), including the Final Food Traceability Rule, which requires businesses to strengthen their ability to respond to recalls. FDA also recently announced plans to phase out several synthetic food dyes, reflecting a broader push toward natural ingredients. 

While businesses have an opportunity to align with consumer preferences through data and compliance, capitalizing on new technologies can be costly, and reformulating products can present challenges with taste, production and shelf life. Successfully navigating these complexities requires strategic planning and close collaboration across internal teams and third-party partners. Yet these efforts can pay off by increasing consumer trust, brand loyalty, and long-term resiliency.

Strategies for Total Value Delivery

Organizations need to be more strategic and proactive than ever in delivering total value to stakeholders. Given economic pressures and uncertainties in today’s market, one of the key challenges is financial, pushing businesses to look more closely at operations and ways of working. To protect margins without compromising quality, some organizations are shifting from traditional cost-cutting to avoiding costs before they happen.

Supply chains offer key opportunities. For instance, the total cost of ownership for shipping platforms, like pallets, is often underestimated. Purchasing pallets may appear cost-effective, but hidden costs, such as repairs and replacements, can erode value. Pooled pallet providers reduce these burdens by handling logistics and externalizing costs. This exemplifies cost avoidance through greater efficiency and predictability. 

Another important factor in protecting the bottom line is reducing and mitigating risk. Risk is often the most expensive cost, especially when it’s unexpected. From product damage to reputational harm due to unsustainable sourcing, disruptions can have long-term consequences.

Too often, businesses overlook hidden risks in their supply chains such as deforestation or unethical labor practices, because they don’t immediately impact the balance sheet. Scrutinizing certifications, traceability and compliance is essential for protecting brand integrity and meeting both consumer and regulatory expectations to drive long-term value.

Key Tips and Takeaways

From product innovation and cost avoidance to smarter supply chain partnerships, the FMCG industry is redefining what it means to compete and thrive in a complex market. 

Following are three tips for manufacturers, retailers and supply chain leaders to address these growing pressures to deliver total value to the end consumer:

• Look at costs more holistically. Balance price and quality in products and services, evaluate the total cost of ownership to uncover inefficiencies, and proactively address risk as a form of cost avoidance.
• Align with consumer values and compliance needs. Partners across the end-to-end supply chain should prioritize ethical sourcing, sustainability, packaging innovation and traceability to meet growing stakeholder expectations.
• Make collaboration a priority. Executives should foster deeper collaboration across the supply network to create mutual value across partners, whether it’s co-developing products, streamlining logistics or sharing data and insights.

Drew Merrill is senior vice president, sales, marketing and customer growth with CHEP U.S.