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Some have automated, gateless check-in; some direct the drivers to check in with the shipping office. Case-in-point: my company FourKites will collaborate with 16 other supply chain industry leaders — including BlueYonder, e2open, Oracle, Uber Freight, and JB Hunt, to name a few — as part of the Scheduling Standards Consortium (SSC).
These retailers excelled in offering distinctive experiences and demonstrated functional maturity across all evaluated areas. In fact, speed of delivery has slowly become one of the top three purchase decision influencers, along with price and return policy. Why does this matter?
I can’t argue that this retailer is indeed capturing some extra profits as I will now buy that clearance merchandise at 25% or 50% off instead of waiting for the 70% or 90%, but now I had to update my cheat sheet for this new strategy. Consumers are getting smarter about paying for shipping. The Future is Bright.
Typical supply chains are vast networks affected by a multitude of factors ranging from things like weather, labor shortages, congested shipping ports, geopolitical situations, etc. Two things I heard at ICON really stuck with me: The first was, “Nobody wants to buy new software, what they want is a solution to a problem.”
For example, if there is a port congestion or weather event affecting a truck on the road or a ship in the ocean, or a delay in the customs clearance or a COVID-19 shutdown in Shanghai, China, then supply chain operations can look at alternative, proactive risk mitigation strategies.
According to Paul Brucker from Nucleus Research, “The WMS platform excels in outbound order orchestration, optimizing batch picking, routing, cartonization, parcel, and load building.”
They not only need to deliver excellent experiences across channels, but they also need to navigate macro-economic issues such as rising labor and transportation costs that decrease margins, as well as rising inflation, which is forcing consumers to think long and hard about what and how much they buy.
Heavy Reliance on Tenured Employees Too many wholesale distribution and manufacturing operations over-rely on tenured employees to keep track of inventory and keep the ship steady. According to McKinsey , today’s B2B buyers are using up to 10 channels to conclude the buying process, from self-service portals to video and phone calls.
Customers now want the ability to buy online and pick up or return those purchases in their local stores. In the omni-channel world, the forecast must now also include predictions on in-store fulfillment demand based on customer preferences for in-store pickup and returns, as well as the retailer’s expected ship-from-store volumes.
That role is where I learned more about using data to understand how consumers think or feel about the product/service they are buying. I’m a servant leader, and feel it is my job to ensure my team has all the tools they need to excel and thrive in their role. I can’t do my job, if I haven’t enabled my team to do their job.
That role is where I learned more about using data to understand how consumers think or feel about the product/service they are buying. I’m a servant leader, and feel it is my job to ensure my team has all the tools they need to excel and thrive in their role. I can’t do my job, if I haven’t enabled my team to do their job.
This means looking at their logistics and fulfillment strategies and ensuring their systems can make the complex decisions needed to decide where to pick, pack, and ship profitably, whether that’s from a distribution center, fulfillment center, store, or dark store. Frustration with Returns.
From production shutdowns and material shortages to blocked shipping lanes, we now accept supply chain uncertainty as an everyday fact. While these solutions might be excellent at achieving narrow functional results, their impact is naturally limited. As supply chain professionals, COVID-19 made us recognize that disruption is a given.
In the previous blog post , we discussed two MOTs: when a consumer decides to buy a particular brand, product or service, and then the experience (good or bad) that the consumer has after the purchase of a particular brand, product or service.
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