Preliminary results of the latest "State of the Retail Supply Chain" survey underscore the many challenges omnichannel commerce poses for retail supply chains and those who manage them.
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
It's probably safe to say that many retail supply chain executives haven't been sleeping well of late. Ask any of them "What keeps you up at night?" and they're almost certain to respond with two words: omnichannel commerce. Consumers' demands for instantaneous, flawless online service—not to mention the ability to order, take delivery, and return merchandise however, wherever, and whenever they like—have created numerous challenges for retail supply chains and those who manage them.
To find out how retailers plan to address these and other supply chain challenges, the Retail Industry Leaders Association (RILA) conducts its State of the Retail Supply Chain survey each year. For the latest survey (the study's sixth edition), researchers from Auburn University polled RILA's members, DC Velocity's readers, and customers of the study's sponsor, Checkpoint Systems. To round out the picture, the research team conducted telephone interviews with some two-dozen retail supply chain executives. The results will be formally released at RILA's 2016 Retail Supply Chain Conference, scheduled for Feb. 28-March 2 in Dallas, but the preliminary findings provide some insight into how retailers are managing supply chains that are in constant flux.
THE OMNICHANNEL IMPERATIVE
The 36 respondents to date represented some of the largest U.S. retailers, with three-fourths reporting annual revenues of $5 billion or more. They are also well qualified to speak about supply chain strategy: 69 percent hold vice president or higher positions, and they have 24 years of supply chain management experience on average.
The survey and interviews explored three main areas: demand planning, store-based order fulfillment, and returns management, all key success factors in omnichannel commerce. To master them requires operational flexibility and precision as well as technical prowess—including the ability to track, manage, and deploy inventory across an enterprise, regardless of location or sales channel. It's no surprise, then, that half of the respondents said they plan to increase their investments in supply chain processes and upgrading supply chain software and technology in 2016.
Here are some highlights from the preliminary survey results and a sampling of what the researchers and retail executives had to say about each of the three areas.
Demand planning. Forecasting demand that comes through multiple channels, that is no longer bound by geography, and that fluctuates in response to Internet-driven consumer trends is among the toughest challenges facing retailers today. Accordingly, respondents said their top three demand planning challenges included achieving forecast accuracy goals (63 percent), peak-period demand forecasting (47 percent), and demand planning for online channels (43 percent).
Despite those difficulties, fewer than half of the respondents (45 percent) said that e-commerce retailing "greatly complicates" their demand planning activities. Still, some respondents clearly are struggling. Only 16 percent said their ability to forecast e-commerce demand is excellent, and just one-third claim to effectively adjust forecasts to account for marketplace uncertainty. One factor that may be hampering them: A mere 13 percent believe their existing technologies effectively support e-commerce planning. As one sporting goods retailer told the researchers, "We're either leaving money on the table or losing money in markdowns because we don't have the tools to make the right decisions."
Supply chain executives interviewed for this year's study also cited inadequate communication among merchandising, demand planning, and stores as a reason for their forecasting difficulties. A number of them said that aligning these functions by creating cross-functional teams of merchandising, store operations, and supply chain professionals will be a high priority in 2016, says Dr. Rafay Ishfaq, assistant professor and research fellow in supply chain management in Auburn University's Harbert College of Business. Other frequently cited priorities included more granular-level demand plans that cover multiple demand streams and fulfillment nodes; innovative store-replenishment and delivery processes to respond to changing demand dynamics; and adopting "pull-based" store replenishment, which leaves most stock at a DC with small quantities delivered to individual stores as needed.
Store-based order fulfillment. There appears to be no single, right answer to the question of who should be responsible for store-based order fulfillment activities, such as order allocation to stores, delivery planning, inventory accuracy, and labor scheduling. Take order allocation to stores, for example: 49 percent assign it to their supply chain group and 8 percent to store operations, while 44 percent make it a shared responsibility. At the opposite end of the spectrum is labor scheduling: 67 percent put store operations in charge, 10 percent assign it to the supply chain group, and 23 percent say it's a shared responsibility. (See Exhibit 1.)
"One of the surprises we had when we kicked off the study six years ago was that for almost all retailers, the supply chain ended at the back door of the store. From that point forward, inventory management and handling was 100 percent a store operations responsibility," says Dr. C. Clifford Defee, associate professor of supply chain management at Auburn University.
One thing that is bringing the two organizations together is the need to train store associates in efficient order picking, packing, and shipping processes. Most of the interviewees said they are using DC personnel not only to train store associates, but also to assist in developing store fulfillment processes and identifying system change requirements. Among survey respondents, 54 percent leave that up to store operations, with the rest making it a supply chain or shared responsibility.
Another is retailers' intensifying focus on customer service. A comparison of respondents' overall strategies in 2015 and 2016 shows that the percentage saying a cost-related strategy ("control supply chain costs" or "balance cost and service") was their primary strategic focus declined, while the percentage who identified "enhancing customer service" as their primary strategic focus more than doubled, to 24 percent in 2016 from 10 percent in 2015. Store operations and supply chain organizations historically have been separate divisions in the retail environment, with separate goals, according to Defee. "The fulfill-from-store movement has created a dynamic that brings these organizations closer together in some instances, but not all," he says. "We anticipate that store, supply chain, and omnichannel organizations will become better aligned in the next few years as the goal of serving the customer takes top priority, regardless of where the customer's order originates."
That trend seems to be well under way: Just 16 percent of respondents said that store-based fulfillment hinders their ability to provide quality service to customers. Still, the cost vs. customer service question is central to store fulfillment decisions. That's why some of the responses to questions about the impact of store-based fulfillment on costs, inventory, and efficiency were somewhat surprising. For example, 45 percent of respondents said that store-based fulfillment would force them to hire additional store associates, and 42 percent stated that store-based fulfillment requires higher in-store inventory levels—both implying significant ongoing additional costs—yet only 13 percent said that store-based fulfillment is not cost-effective.
In-store inventory accuracy, at 74 percent, is far and away respondents' most significant store fulfillment challenge, followed by effective labor scheduling (49 percent). Managing peak volume and achieving timely fulfillment tied for third place with 46 percent, while in-store inventory visibility was close behind at 41 percent.
Retailers are tackling those problems in a variety of ways. "Many are in the midst of system overhauls to provide a more holistic view of inventory across the network, but this does not deal with the issue of inventory being misplaced in the store itself," Defee says. A technology like radio-frequency identification (RFID) could give some retailers a way to verify inventories on the shelf relatively quickly, he says. In the short term, uncertainty about inventory accuracy has led some to require minimum in-store inventory levels for an order to be allocated to the store. In addition, retailers are still evaluating questions pertaining to the complexity of orders that can be effectively handled and the volume each store can support. Some are also following a "hub store" strategy, focusing store fulfillment inside a few larger and/or centrally located stores rather than offering this capability across the entire store network.
Returns management. Responsibility for handling returns from customers generally lies with store operations, while supply chain groups typically handle activities involving external logistics, such as moving returned items out of stores (61 percent), returning merchandise to vendors (58 percent), and executing the disposal process (50 percent).
Many retailers have taken "a very casual attitude toward returns," but omnichannel commerce is causing more of them to recognize that returns management is a big issue not only from a customer service standpoint, but also in terms of costs, says Dr. Brian J. Gibson, professor of supply chain management at Auburn University and the study's leader. One interviewee explained the magnitude of the impact this way: "Taking product back to a reprocessing center to be scrapped or liquidated is a huge margin hit. Moving it around not only has cost implications, but you are also losing time. And when you lose time, you lose margin, especially in fashion."
The relative importance of returns management to retailers depends to a large degree on the type of products they sell. For retailers of low-margin merchandise (discount stores) and perishable goods (grocers, pet supply stores), returns are not a priority, as the volume is either low or the product is destroyed at the retail location, Gibson notes. It's different for retailers with high stock-keeping unit (SKU) variety (such as style, size, and color), high-value and high-margin goods, "perishable" apparel, and online-only offerings. The cost and complexity of those returns can be high, especially when retailers allow online orders to be returned to stores. A product may not be sold in the store where the return is made, the product may be an online-only offering that is not sold in any store, and there are tax collection/refund issues, among other potential complications, he points out.
The biggest challenges in this area include maintaining visibility and control of returns, cited by 68 percent of respondents, analyzing returns-process performance (55 percent), and capturing maximum value from returned goods (50 percent). Even so, 78 percent of respondents believe that their customer returns policy is "appropriately aligned" with their supply chain capabilities. But that doesn't mean they have returns management completely under their thumbs. Almost half of the respondents (48 percent) said they needed to develop a more effective strategy for omnichannel returns. Tellingly, only one respondent strongly agreed with the statement "Our return-to-vendor process is highly effective." (See Exhibit 2.)
To address such challenges while protecting margins and customer service, many of the retailers in the study are making—or actively considering—technology investments, and a number of them are planning and executing process improvements, Gibson says. At a macro level, some of the retailers are engaging in network-design studies for their reverse supply chains. At a facility level, a few are streamlining processes, creating dedicated returns teams and establishing engineered time standards to promote operational consistency and efficiency. And at an information level, retailers are trying to use data to improve visibility, understand the causes, and minimize the frequency and cost of returns, he explains.
Editor's note: The full results of the 6th annual "State of the Retail Supply Chain" survey will be publicly available on the Retail Industry Leaders Association's website in early March, following the group's 2016 Retail Supply Chain Conference.
States across the Southeast woke up today to find that the immediate weather impacts from Hurricane Helene are done, but the impacts to people, businesses, and the supply chain continue to be a major headache, according to Everstream Analytics.
The primary problem is the collection of massive power outages caused by the storm’s punishing winds and rainfall, now affecting some 2 million customers across the Southeast region of the U.S.
One organization working to rush help to affected regions since the storm hit Florida’s western coast on Thursday night is the American Logistics Aid Network (ALAN). As it does after most serious storms, the group continues to marshal donated resources from supply chain service providers in order to store, stage, and deliver help where it’s needed.
Support for recovery efforts is coming from a massive injection of federal aid, since the White House declared states of emergency last week for Alabama, Florida, Georgia, North Carolina, and South Carolina. Affected states are also supporting the rush of materials to needed zones by suspending transportation requirement such as certain licensing agreements, fuel taxes, weight restrictions, and hours of service caps, ALAN said.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Two European companies are among the most recent firms to put autonomous last-mile delivery to the test with a project in Bern, Switzerland, that debuted this month.
Swiss transportation and logistics company Planzer has teamed up with fellow Swiss firm Loxo, which develops autonomous driving software solutions, for a two-year pilot project in which a Loxo-equipped, Planzer parcel delivery van will handle last-mile logistics in Bern’s city center.
The project coincides with Swiss regulations on autonomous driving that are expected to take effect next spring.
Referred to as “Planzer–Dynamic Micro-Hub w LOXO,” the project aims to address both sustainability issues and traffic congestion in urban areas.
The delivery vehicle, a Volkswagen ID. Buzz battery-electric minivan, will feature Loxo’s Level 4 Digital Driver navigation software, a highly automated solution that allows driverless operation. The van was retrofitted to include space for two swap boxes for parcel storage.
During the two-year pilot phase, Loxo’s Digital Driver will navigate a commercial vehicle several times a day from Planzer’s railway center to various logistics points in Bern's city center. There, the parcels will be reloaded onto small electric vehicles and delivered to end customers by Planzer’s parcel delivery staff.
Following the completion of the pilot phase, Planzer and Loxo will build on the program for rollout in other Swiss cities, the companies said.
The partners said the project addresses the increasing requirements of urban supply chains and aims to ensure the “scalability of their disruptive solution.” With largely emission-free delivery, it contributes to greater levels of sustainability for the city as a living space, they also said.
“The uniqueness of this project lies in the fact that it will have a direct impact on society,” Planzer’s CEO and Chairman Nils Planzer said in a statement announcing the project. “We didn't just want to integrate automated technology into existing systems, we wanted to develop a completely new concept and a new business model.”
As the hours tick down toward a “seemingly imminent” strike by East Coast and Gulf Coast dockworkers, experts are warning that the impacts of that move would mushroom well-beyond the actual strike locations, causing prevalent shipping delays, container ship congestion, port congestion on West coast ports, and stranded freight.
However, a strike now seems “nearly unavoidable,” as no bargaining sessions are scheduled prior to the September 30 contract expiration between the International Longshoremen’s Association (ILA) and the U.S. Maritime Alliance (USMX) in their negotiations over wages and automation, according to the transportation law firm Scopelitis, Garvin, Light, Hanson & Feary.
The facilities affected would include some 45,000 port workers at 36 locations, including high-volume U.S. ports from Boston, New York / New Jersey, and Norfolk, to Savannah and Charleston, and down to New Orleans and Houston. With such widespread geography, a strike would likely lead to congestion from diverted traffic, as well as knock-on effects include the potential risk of increased freight rates and costly charges such as demurrage, detention, per diem, and dwell time fees on containers that may be slowed due to the congestion, according to an analysis by another transportation and logistics sector law firm, Benesch.
The weight of those combined blows means that many companies are already planning ways to minimize damage and recover quickly from the event. According to Scopelitis’ advice, mitigation measures could include: preparing for congestion on West coast ports, taking advantage of intermodal ground transportation where possible, looking for alternatives including air transport when necessary for urgent delivery, delaying shipping from East and Gulf coast ports until after the strike, and budgeting for increased freight and container fees.
Additional advice on softening the blow of a potential coastwide strike came from John Donigian, senior director of supply chain strategy at Moody’s. In a statement, he named six supply chain strategies for companies to consider: expedite certain shipments, reallocate existing inventory strategically, lock in alternative capacity with trucking and rail providers , communicate transparently with stakeholders to set realistic expectations for delivery timelines, shift sourcing to regional suppliers if possible, and utilize drop shipping to maintain sales.
National nonprofit Wreaths Across America (WAA) kicked off its 2024 season this week with a call for volunteers. The group, which honors U.S. military veterans through a range of civic outreach programs, is seeking trucking companies and professional drivers to help deliver wreaths to cemeteries across the country for its annual wreath-laying ceremony, December 14.
“Wreaths Across America relies on the transportation industry to move the mission. The Honor Fleet, composed of dedicated carriers, professional drivers, and other transportation partners, guarantees the delivery of millions of sponsored veterans’ wreaths to their destination each year,” Courtney George, WAA’s director of trucking and industry relations, said in a statement Tuesday. “Transportation partners benefit from driver retention and recruitment, employee engagement, positive brand exposure, and the opportunity to give back to their community’s veterans and military families.”
WAA delivers wreaths to more than 4,500 locations nationwide, and as of this week had added more than 20 loads to be delivered this season. The wreaths are donated by sponsors from across the country, delivered by truckers, and laid at the graves of veterans by WAA volunteers.
Wreaths Across America
Transportation companies interested in joining the Honor Fleet can visit the WAA website to find an open lane or contact the WAA transportation team at trucking@wreathsacrossamerica.org for more information.