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That means consumers everywhere are making resolutions, joining gyms, journaling, cutting back on alcohol and calories, and engaging in other self-improvement activities. And, since the cost of processing a return averages about 30% of the products original price , this storm of product returns is every retailers nightmare.
Yards are a choke point between transportation and warehousing — and wherever you have choke points, you have a higher risk of inefficiencies that drive up labor costs, detention fees and delivery commitments. A recent conversation with a major distributor of consumer beverages encapsulated many of the most common issues. They aren’t.
Trends such as artificial intelligence (AI) and machine learning (ML), new selling channels and store fulfillment are having an outsized impact on retailers commerce and order management strategy. This survey asked respondents to report: Which trends are impacting your commerce and order management strategy?
With high processing, sorting, and restocking costs and ever-rising return rates, it’s clear that returns are implicated in many of the challenges that retailers face today. The key is implementing an efficient returns strategy that ties into the business’s wider goals. The Returns Owner A strategy without an owner is unlikely to work.
Blue Yonder OMS eliminates this pain point by dynamically displaying real-time inventory across the entire network. Blue Yonder Order Management provides all available fulfillment options for items in the cart, showing detailed order deadlines, delivery timeframes, carrier information, shipping costs and number of expected shipments.
Driving down costs across the supply chain is a key goal for third-party logistics (3PL) businesses, particularly during inflationary pressure and labor market shortages. Sophisticated returns processes provide LSPs with immediate cost-saving benefits by freeing staff time, reducing transportation costs, and boosting warehouse efficiency.
Companies importing and exporting goods, be it finished retail products, manufacturing components or materials, now face substantial cost and price pressures that squeeze margins and force difficult pricing, sourcing, operations and distribution decisions. The result?
The traditional metrics of excellence cost efficiency, on-time delivery while still important, are no longer sufficient in an era defined by volatility, complexity and political changes. This approach has enabled some organizations to reduce inventory by significant amounts while actually improving service levels.
Unfortunately, the pressure to meet demand often leads to reactive strategies that can damage brand reputation and bottom line. By anticipating and accounting for peak seasons, you can shift from a reactive to a proactive approach, helping you meet omni-channel demands while balancing speed and cost during high-pressure times.
in 2022, costing retailers $101.91 These apps are being used to guide users on how to navigate the returns process and trigger high-volume, high-cost fraud. But there is a balance retailers must strike to keep returns both cost-effective and customers happy. To make matters worse, returns fraud is also on the rise.
Dan Gilmore is a recognized thought leader in WMS, with experience prior to his role at Softeon as the founder of Supply Chain Digest, CMO at RedPrairie (now BlueYonder) and as lead WMS analyst at META Group (later acquired by Gartner). About Dan Gilmore. About Softeon.
They must find faster, more efficient strategies to surgically and profitably match supply with fluctuating demand and ensure operational excellence across their value chain. Did we mention inflation and rising cost pressures? Today, life sciences companies face an entirely new competitive landscape.
Tariffs are designed to protect domestic industries, but they also pose challenges for industrial manufacturers, including higher costs, supply chain disruptions and market volatility. Tariffs on these imports raise material costs, squeezing profit margins unless businesses pass these costs on to consumers.
Here are the trends our Blue Yonder Industry Strategy team sees for the upcoming quarter: Supply Chain and Technology Supply chains will remain volatile with escalating disruptions as a result of extreme weather effects and unrest across the globe. Speak to one of our Industry Strategy leaders today! Reach out at blueyonder.com.
Leaders in logistics today: there are pressures to reduce labor costs, exceed service levels, balance inventory in the right locations to match demand, collaborate with suppliers and carriers, and connect all your decisions among your operations. Waste increases your cost and reduces first time quality and your customers’ trust.”
Improved margins Today, many manufacturers are producing excess inventory to buffer against demand complexity — but there are both high capital investments and high operating costs associated with this strategy. Any surprise — like stockouts, or products that weren’t allocated correctly — can lead to much higher transportation costs.
Inaccurate forecasts lead to either excess inventory or stockouts, causing increased costs, an abundance of stock that cannot be sold, lost sales and customer dissatisfaction. Rising supply costs and geopolitical issues The high-tech OEM landscape is facing a perfect storm. In response, OEMs are rethinking their strategies.
Manual Analysis No Longer Cuts It The Source produces more than $400 million in annual revenue across more than 300 retail locations and online. Reduced inventory investments: The Source didn’t simply see more sales and a better customer experience. The company also slashed costs. That means “high levels of shopper satisfaction.”
Here are the key insights from this gathering of minds, highlighting strategies for navigating complexities and enhancing operational resilience. This reliance necessitates a reevaluation of sourcing strategies and the development of contingency plans to ensure continuity of supply. The recent LogiMed conference in Carlsbad, Calif.,
In the immediate, companies are stockpiling products , moving warehouses, and updating production schedules to keep costs as low as possible. Prioritize resilient strategies for all products Tariffs can change the supply chain overnight. Tariffs certainly will impact costs most directly, which likely cannot be avoided.
In a mainstage session at the Symposium—“PepsiCo’s Control Tower Strategy—Innovating E2E Process Flows”—Raphael Cyjon, Vice President of Strategy and Transformation, Transportation & Fleet, discussed the success PepsiCo has achieved with Blue Yonder Supply Chain Command Center.
Our strategy of supporting our customers on a “composable journey” aims to streamline technology deployment and tailor capabilities to meet each manufacturer’s unique business requirements. Blue Yonder APS capabilities are purpose-built to smooth and balance production, maximizing cost control, asset utilization and customer service.
A task that would have taken days, or even months, was cut down exponentially. But everyone wanted to reduce the impact of labor shortages on their supply chain. Unfortunately, the solutions dont seem to be as cut and dry as data cleanliness. However, there are ways companies can improve the hiring process to reduce turnover.
Meanwhile, suppliers like Lear, Dana, Magna International, and BorgWarner have announced layoffs, factory closures, and spending reductions in recent months. If tariffs remain in place for six months, greater than 50% of suppliers indicated they would cut or delay investments. and Automakers could face a loss of up to 3.2 million U.S.
Everything from changes in supplier availability to geopolitical issues force companies to update their plans to avoid risk and extra costs. The two ways to make a company more efficient are by streamlining operations or reducing mistakes. Modernizing the supply chain to be powered by AI tools improves both simultaneously.
The right planning and scheduling decisions can be made in seconds, powered by AI, based on achieving predefined cost, service, utilization, sustainability and other targets. The customer reports there are no additional costs caused by last-minute rescheduling, since the Blue Yonder solution supports fact-based, profitable decisions.
However, at the same time, nonessentials like alcohol within the grocery category are likely to see reduced demand as shoppers reprioritize their budgets.Similarly, as consumers become more value conscious, they’re less likely to one-stop-shop, and more likely to visit multiple retailers to get the best value for money.
A rise in nearshoring and away from single-source dependency The pandemic was a wake-up call that exposed the fragility of globally interconnected supply chains and the risks of over-reliance on distant suppliers and single-source strategies. The result was a shift and acceleration towards nearshoring, reshoring, and source diversification.
In todays world, companies will not generate market share without a well thought out and activated network effect strategy. If a companys business strategy does not include a move into an industry-based network, its market share will erode over time, along with its ability to leverage lower costs and logistics on a global basis.
alone, the carbon dioxide cost of returns is equivalent to the output of 3 million cars. However, there are ways for retailers to implement both cost-effective and sustainable returns. Reducing Miles To Reduce Emissions The more miles returns have to be transported, the more emissions they will produce. In the U.S.
About 30% believe AI significantly boosts productivity and cutscosts. By implementing advanced forecasting and production sequencing powered by AI, Swire Coca-Cola reduced production changeovers by 5.2%, decreased changeover times by 6%, and significantly improved market responsiveness.
In the age of Amazon, consumers want customized fulfillment and delivery options, with fast service at a low cost. They need to monitor changing conditions in real time — like freight rates, carrier and warehouse space availability, and order volatility — and always make decisions that balance service and costs.
More LSPs are now turning to automation as a proactive strategy to navigate an increasingly complex and disruption-prone environment. Implementing advanced automation technologies can achieve significant costreductions in transportation and logistics operations, alongside improvements in asset utilization and operational throughput.
Generative AI: a reinvention of the wheel Blue Yonders aim has always been to offer a best-in-class, end-to-end platform, and this proposition is not only being aided by recent acquisitions, but through a concerted strategy to leverage generative AI. Interested in where you can meet with Blue Yonder?
Real-time insights and predictive analytics further empower companies to make proactive decisions, reducingcosts and enhancing service levels. ICON 2025 ICON 2025 is a premier event for supply chain professionals and offers a platform to explore the latest innovations and strategies in the industry.
The key deciders of “how” are: accuracy (get it right), speed (get it fast), and efficiency (get it with minimal cost and effort). Regardless of the business model or industry, supply chain planners must evaluate alternatives, calculate costs, and develop a plan of action before the window of opportunity closes. Online orders?
Our WMS solutions have transformed supply chain operations, significantly reducing order processing times and optimizing warehouse resource utilization. Our solutions streamline logistics processes, resulting in improved productivity and reduced operational costs game-changers for distribution networks.
The UK-based economics research consultancyestimates that the keep-or-return game and other serial returner behaviors are costing retailers about $7 billion annually in the UK alone. Fashion retailers like Zara, H&M and ASOS are now charging returns fees to customers to discourage hauls and offset the costs of reverse logistics.
Puneet Saxena, Corporate Vice President, Global Manufacturing Industry Strategy at Blue Yonder, kicked off proceedings by welcoming attendees and setting the stage for the speakers and the panel discussion that were to follow. This annual event, that facilitates sharing ideas on supply chain innovations, has been a draw amongst our customers.
On the other hand, the usual daunting cost control challenges are intensified by increasingly complex supply chains that are still recovering from residual post-pandemic factors. So, what’s the best inventory and workforce strategy for lining up opportunities and dodging cost pitfalls through the 2023 holiday season?
However, the companies that change their foundational supply chain execution practices to enable efficient and effective transportation routes and asset management, not only operate optimally and profitably but also dramatically lower their waste, reduce hazardous emissions, and promote their overall environmental sustainability.
We believe this recognition highlights the Completeness of our Vision and our Ability to Execute by providing cutting-edge technology to address the complex and evolving needs of our customers. Learn how Bayer is reducing Global Transportation costs by 4% across 70+ countries. Read more about Arcadia Colds journey.
For us, this recognition underscores our unwavering commitment to delivering cutting-edge solutions that drive efficiency and innovation in warehouse management. Kimberly-Clark leveraged Blue Yonder Transportation Management to achieve significant freight costreductions and operational efficiencies.
The following are the insights gained from my discussion with Sunil Roy , who leads Blue Yonder’s Industrial Manufacturing Industry Strategy, during a recent Blue Yonder Live and executive customer events that we prepared for jointly. How would manufacturers reduce working capital? The most common one is the rise in complexity.
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