Hulken ramps up inventory ahead of the holiday sales peak
As Hulken expands across channels and adds products, it is adding a factory, consolidating warehousing and logistics, and evaluating air freight to meet inventory needs for retail partners such as Target and its DTC channel.
What are the key facts?
- 1Hulken added a third dedicated manufacturing factory
- 2The brand consolidated its U.S. warehousing and logistics operations
- 3Hulken products are sold in more than 2,500 stores
- 4Retail revenue accounts for approximately 34% of total sales
- 5The company is evaluating air freight for emergencies
What happened?
Hulken, a brand centered on wheeled tote bags, was founded in 2018 and has sold more than 1 million products to date, generating lifetime sales of more than $100 million. As the brand shifts from a primarily direct-to-consumer model to an omnichannel model that also includes wholesale, its products have entered retail channels such as Target and will be available in more than 2,500 stores in summer 2026. Retail revenue accounts for approximately 34% of total sales, up from about 16% the previous year, while the fourth quarter typically represents about 40% of annual sales. To meet holiday-season inventory commitments and those of new retail partners, Hulken has added a third factory dedicated to producing the brand and consolidated its U.S. warehousing and logistics operations. The company has also combined logistics arrangements that previously served wholesale and DTC separately under one 3PL, enabling inventory to be allocated between DTC and wholesale channels based on immediate needs. In response to demand peaks or inventory changes, management said it would consider higher-cost air freight when necessary. Meanwhile, the brand continues to expand its product line, including new tote bags and exclusive colorways.
What does this mean for cross-border sellers?
Omnichannel growth increases inventory pressure across DTC, wholesale and marketplace channels, making it important to prevent one channel from consuming stock needed to fulfill others. Before the peak season, evaluate demand forecasts, inventory allocation and emergency logistics costs in one plan, and use higher-cost transportation only when necessary.
What should sellers do now?
- 1Break down current inventory, inventory in transit and projected sales by channel this week, create a peak-season replenishment list, and assign replenishment priorities to key SKUs.Procurement List
- 2Use historical peak-season sales, current order trends and supply lead times to estimate replenishment dates and safety stock for each SKU, then create a weekly review sheet.Restock planner
- 3Review inventory allocation rules for DTC, marketplace and wholesale channels, identify SKUs that can be transferred between channels, and calculate the risks of slow-moving inventory or stockouts.Inventory turnover