Eurogroup Consulting - Shopping 2020 - Supply Chain Final

BUILDING THE SHOPPING 2020
SUPPLY CHAIN
Rapportage expertgroep Supply Chain

Januari 2014

© Shopping 2020

Preface
Shopping 2020: Supply Chain

Shopping 2020: the battle of supply chains!
Online retail is growing faster than many of us expected. Consumers are ready and should be buying over 30% of their purchases online by 2020. Are
retailers and manufacturers prepared for this? Are they ready to pick individual items in these quantities and prepare the corresponding shipments for
the consumer? Some companies already act on the rapidly changing behavior of consumers. A good example is Amazon®. By using a clever business
model, they can offer lower prices than retail giant Walmart. This will fuel their attractiveness for investors and will enable them to build state of the art
supply chain capabilities. By now, in Germany alone, Amazon® already has 800.000 m2 of distribution space. Google® has started Google Express®, a 1
hour delivery service for Google Shopping®. What will be your answer to this?
Shopping 2020 will become the battle of supply chains. 2020 still looks far ahead but those who don’t take action now will be out of business tomorrow.
If there is one conclusion we can draw from our research and vibrant discussions, it is the necessity to start moving now, in order to be ready on time
for 2020! Are you prepared?
The expert group Supply Chain (see next page) has compiled their expertise and insights in this report. It contains over 25 recommendations on how to
build competitive supply chain competences over the next 6 years. The number of recommendations might look quite high, but condensing them would
lead to a loss of practical insights. Reference cases have also been included to bring the recommendations alive.
For us, taking part in this expert group and the Shopping 2020 program brought us an incredible amount of new insights and a clear view of how supply
chains are impacted by them. I hope that reading the report will have a similar effect on you and that it will motivate you to continue discussions and
initiatives to prepare our country, your company and its supply chain partners for 2020. We kindly thank the expert group members and interviewees
for sharing their vision, experience and insights from which this report has been constituted. It has been a pleasure working with you!

Frits
van den Bos
Frits van den Bos
Innovation manager GS1 Netherlands
Host Shopping 2020 expert group Supply Chain
+ 31 (0)6 50654722
frits.vandenbos@gs1.nl

Axel
Groothuis
Axel Groothuis
Partner Eurogroup Consulting
Chairman Shopping 2020 expert group Supply Chain
+31 (0)6 51243288
a.groothuis@eurogroupconsulting.nl
© Shopping 2020

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Expert group Supply Chain

Henk-Jan
Groeneveld

Kees Jan
Roodbergen

Theo
Heemskerk

Jacco
Timmerman

Jos
Visee

Hans
Elshout

Benjamin
Grugeon

Bart
Lammers

Erwin
Grondman

Rowell
Versleijen

Robin
Tichler

Pieter
Aarts

Rens
Tap

Martijn
Arkesteijn

Ferry den
Hoed

Erik
Velthoven

Maarten
van Welsem

Jerry
Tracey

Interviews

Frank
Balder

Frits
van den Bos

Axel
Groothuis

For more details: see appendix

© Shopping 2020

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Contents

▪
▪
▪
▪
▪
▪
▪
▪
▪

Management summary
Research approach
Future trends
Supply chain trends
Business models
Scenarios 2020
Building the future supply chain

Conclusions
Appendices

– Expert group and interviewees
– Program information Shopping 2020

– Reference cases

© Shopping 2020

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MANAGEMENT SUMMARY
Building the shopping 2020 supply chain

© Shopping 2020

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Management summary (1)
Introduction: the battle of the supply chains
Shopping 2020 will become the battle of the supply chains. 2020 still looks far ahead but those who don’t take
action now will be out of business tomorrow. The expert group Supply Chain has researched trends and scenarios
and comes up with concrete recommendations for supply chain partners
Research questions: the future supply chains
The research approach (scope: all sales channels) is aimed to answer the following questions:
▪ What is the impact of current trends and future developments on the supply chain?
▪ What capabilities are required in supply chain dimensions like sourcing, planning, inventory and returns?
▪ Which actions can companies take to respond to those developments?
Approach: pragmatic and expert based
Both overall and supply chain trends are
described, including current best practices. Several
possible scenarios are detailed. By making use of
four concrete business models, and taking into
account all trends, supply chain models are
developed.
Concrete recommendations per supply chain
dimension are then presented to (further) develop
these capabilities.

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Future trends lead the way
The future trends are grouped into four areas:
1.
2.

3.
4.

Consumer. The consumer requires 24x7 transparency in the supply chain. There is 24x7 connection and the consumer requires
increased responsiveness to his needs.
New technologies. Modern technology (Mobile, Big Data, Digitization) raises consumer expectations in terms of
products, availability, information and services. Furthermore, it is conceivable that disruptive change will arrive with new
technologies such as 3D printing and ‘the internet of things’
Sustainability. Supply chain partners need to collaborate to achieve sustainability.
New legislation. EU legislation moves towards strengthening consumer rights, which raises extra challenges for the supply chain.

Supply Chain trends in six dimensions
Supply chain trends are grouped into six dimensions:
1.
2.
3.
4.
5.
6.

Sourcing. Shorter product life cycles require responsiveness to minimize stock risks. Also assortments and customization will grow
further.
Supply Chain Control. Borders between retail and product brands dissolve. Margins will become smaller, leading to elimination of all
non value-add activities.
Handling and Transport. Delivery times will diminish further. Congestion requires bundling of transport.
Inventory & Planning. (Online) shelf availability will be increasingly important. Stock visibility across the supply chain will become a
key requirement.
Information. There is a growing amount of information to share across the supply chain, leading to high data volumes to be handled
and making further standardization a necessity.
Returns and leftovers. The number of returns increases and mass customization and fashionability lead to difficulties in reselling
returned items.

© Shopping 2020

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New business models arise
In the current and future (online) market new commercial business models emerge.
We distinguish between four basic models which are used in related supply chain models:
1.
2.
3.
4.

Marketplace (e.g. Ebay, Kieskeurig);
Generic reseller (e.g. Amazon, V&D);
Specialist reseller (e.g. Camerashop, Run2Day);
Brand direct-to-consumer (e.g. Apple)

Supply Chain models show complexity
The set up of a supply chain is largely dependent on the business model.
The four basic business models have been translated into their matching
supply chain models and the 3D printing supply chain model has
been added.
Scenarios 2020 take uncertainties into account
Future scenarios show the importance of supply chain flexibility and transparency. Extreme outcomes of current
uncertainties may significantly impact the 2020 supply chains. Examples of this are:
•
•
•

When a large orchestrator will dominate the market, the only way to survive may be to join;
When one hour delivery becomes the norm, storage of products near consumers becomes necessary;
When 3D printing will explode, it means disruptive change in many physical supply chains.

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Building the future supply chain. Will you be ready in time?
Actionable recommendations for all dimensions. Key examples:
• Sourcing: Differentiate in sourcing locations and consider vertical integration to improve responsiveness;
• Inventory and Planning: Acknowledge complexity in planning and professionalize. Collaborate to improve
forecasting and use online opportunities to demand sensing. Introduce an ‘inventory captain’ role to optimize
stock availability across channels;
• Handling and transport. Determine stock locations based on delivery times to consumer. Organize stock
flexibility and efficiency across bulk and consumer units (merge online and offline). Offer different delivery
options and centralize personal preferences.
• Returns and Leftovers: Implement clear return policy and charge reasonable cost. Speed up the return
process and prevent returns using product information, standardization and consumer interaction. Consider
specialized partners for return and repair handling.
• Supply Chain Control: Focus the supply chain control on integral profitability and measure profitability across
channels.
• Information: Build information exchange with partners on cross industry standards. Manage data quality.
Prepare for the internet of things!
Two additional topics for recommendations are 3D printing and ‘small retailers’:
• 3D printing: Facilitate consumers in production and implement raw materials transport to consumers;
• ‘Small retailers’: Participate in buying groups and shared services to create buying power. Collaborate to reach
and service the consumer.

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Conclusions: Winning the battle!
In order to win the ‘battle of the supply chains’ in 2020, it is essential to develop key supply chain capabilities
around ‘Flexibility’, ‘Collaboration’ and ‘Information’. These are the key elements:
1. Flexibility: Think about your specific role in the new competitive landscape. Focus on distinguishing added
value you can bring. Create flexibility in sourcing and stock in order to have all stock available to all channels.
2. Information: Invest in standardization and information exchange by building an information exchange with
partners on cross industry standards. Supply chain visibility (stock and tracking & tracing) and operational
excellence in data quality will become key.
3. Collaboration: Seek flexible partnerships and ‘dare to share’ information with your partners. Create
transparency. As a ‘small retailer’: work together in buying groups and consumer marketing.
And: in order to win in 2020: start now!

© Shopping 2020

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RESEARCH APPROACH
Expert Group Supply Chain

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Building the Shopping 2020 supply chain
Research approach: Objectives and scope
Objective and research questions:
Supply chain requirements are changing as a result of the online ambitions of the Netherlands, macro developments
and changing consumer habits. To identify these changes and potential responses, the following research questions
were formulated:
1.
What is the impact of current trends and future developments on the supply chain?
2.
What capabilities are required in supply chain dimensions like sourcing, planning, inventory and returns?
3.
Which actions can companies take to respond to these developments?
Scope:
• Channels: the starting point is sales via all channels, with a focus on the growth of digital channels (web
shops, mobile commerce, et cetera) taking into account that the distinction between online and offline is becoming
blurred for the consumer.
• Target Groups: All companies whose products are sold online (B2B2C).
• Industries: Only physical products (food & non-food), no travel and finance.
• Regions: International developments and cross border e-commerce are considered,
the research is primarily focused on the Dutch consumer and Dutch companies.
• Supply Chain scope: From finished product to end consumer
• Including customization / assembly
• Excluding “the last mile” delivery (= expert group Delivery)
• Excluding warehouse operations (WMS, picking technology et cetera)
For more information regarding the Shopping 2020 program: see appendix
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From trends to concrete recommendations
Research approach: Methodology

Methodology

Supply chain
models

• Interviews
• Expert Group
meetings
• In depth topic
discussions
• Best practices
research
• USA visit

Supply chain
dimensions

Current trends and possible future developments impact the supply chain models. This impact shows some crucial
supply chain capabilities to remain competitive in 2020. Concrete recommendations per supply chain dimension are
given to develop these capabilities.
© Shopping 2020

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FUTURE TRENDS
Trends that impact the future supply chain

© Shopping 2020

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New requirements are changing the supply chain landscape
Future trends: Overview
CONSUMER

SUSTAINABILITY

REQUIRES 7x24 TRANSPARENCY

REQUIRES COOPERATION

•
•
•
•

• People require
sustainability
• E-commerce effects on
the planet increase
• Profits leave
little room
for large
investments

Social media
24/7 connected
In control and informed
Responsible individual

Growth
e-commerce

NEW TECHNOLOGIES

NEW LEGISLATION

LEAD TO NEW REQUIREMENTS
AND OPPORTUNITIES

IMPACTS THE E-COMMERCE
SUPPLY CHAIN

• Mobile, location
based, touch points
• Big data
• Digitalization
(products and services)
• 3D printing
• AutoID: RFID, barcoding
• Internet of things

• Privacy
• Consumer
rights
• Safety
• Sustainability
• Cross border e-commerce
• City distribution
© Shopping 2020

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The consumer requires ‘7x24 transparency’ in the supply chain
Future trends: Consumer
▪ Social media
– Consumers are using social media to get informed and to express their
▪

▪

▪

opinions
– Via social media companies receive direct feedback on their activities
24/7 connected
– Connected always and everywhere is the new standard for consumers
In control and informed
– The amount of available information will make consumers increasingly
informed and bring them more and more into control; customer loyalty is
declining / becoming more rational
Responsible individual
– Consumers would like to know origin and characteristics of products
– Social responsible organizations have a higher appeal for consumers

Increased connectivity and social
media use of connectivity…
Towards 24/7Dutch consumer…

> 60% …of Dutch people between 16-

74 years are using social media
(20111)

> 60M …hours spent on social media in
the Netherlands (20122)

> 73% …of Dutch people between 1825 years use mobile phones
daily for social networking
(20111)

The modern critical consumer requires transparency throughout all links in the supply chain, 7 days week 24 hours per
day. To meet this requirement, companies have to register, check and share a growing amount of information.
Moreover, the consumer gets more and more into control, which requires an increased responsiveness to his latest
needs and desired changes.
1

© Shopping 2020

2

cbs.nl
comscoredatamine.com

15

New technologies lead to new requirements and opportunities
Future trends: Technology
▪ Mobile, location based
– The number of touch points will keep on growing; in the end touch points will be

▪

▪
▪
▪
▪

everywhere
– Consumers are recognized ‘everywhere’ via mobile or via biometrics technology
and their location is ‘always’ known
Big data
– Due to an abundance of information consumers only respond to relevant
information and offerings
– The growing use of smaller (mobile) devices increases the need for relevance in
information presented
Digitization (products and services)
– Products and services (as books and movies did) turn into digital appearances
– The role of physical stores diminishes and changes
AutoID: RFID, bar coding
– Physical tagging allows continuous identification, tracking and tracing of products
Internet of things: see next slide
3D printing: see next slide

Technology drives number of
touch points, online sales & 3D
market

> 8M

…Dutch people possess a
smartphone (20121)
connected to the internet.

24%

…Expected retail sales via
the internet in 20202

$2.2B

…the worldwide market for
3D printer & serivces
(20123)

Modern technology raises new consumer expectations in terms of products, availability, information and services.
Supply chain partners need to collaborate to provide crucial, rich and varied product information in an efficient way.
Further digitization of products & services and 3D printing will finally mean a disruptive change to many supply chain
structures.
1

© Shopping 2020

2
3

http://www.gfk-retailreports.nl/#telecom
Source: Forrester Research; team analysis
Source: Economist

16

Internet of things and 3D printing may cause a disruptive change
Future trends: Technology

Internet of things
Products are communicating 24/7 with the world via
the internet…

3D Printing
Consumers are able to print products themselves based
on designs and raw materials…

Products are always connected to the internet. This
means that consumers have access to all relevant
information regarding these products. Information
about products automatically comes to consumers and
supports them in all kind of activities.

Consumers become producers, who are only
dependent on third parties for raw materials.
Companies become less dependent on premade, expensive molds for production and on spare
parts.

Supply chain impact
As a result, consumers and companies are
continuously informed about products, their location
and status throughout the entire supply chain.

Supply chain impact
The supply chain for 3D printing is more flexible with
less inventory, less returns and forecasting of raw
materials on a centralized level.

© Shopping 2020

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Supply chain partners need to collaborate to achieve sustainability
Future trends: Sustainability
▪ People require sustainability
– Consumers and legislation increasingly require insight into product

▪
▪

origin and are not satisfied with current information on product labels
– Companies being the last link of a supply chain currently bear the
overall supply chain responsibility towards consumers
E-commerce effects on the planet increase
– E-commerce leads to an increase in parcels, returns, packaging material
and possibly truck / car kilometers
Profits leave little room for large investments
– Efforts in sustainability may result in a negative effect on profitability
in the short run, but must be considered as a long term investment.
However, current profits in general are limited, which leaves little room
for investments

Returns and non-deliveries
impact the environment1
28%

…of parcels are not
delivered upon the first
time.

25%

…of 88 million orders was
sent back by Dutch
customers in 2012

75%

…of carton packages are
used for transport, of which
90% for e-commerce

Although the net effect is hard to determine, e-commerce causes some negative effects on sustainability through
increase in parcels, returns, packaging material and inefficient transport. Retailers, partners and consumers need to
collaborate to achieve more sustainable supply chain solutions and arrange proper consumer information like product
origin and ingredients.
© Shopping 2020

1

Sources: Selektvracht, J.Visser & J.
Francke, 2013, Vereniging Golfkarton)

18

New legislation impacts the e-commerce supply chain
Future trends: Legislation
▪ Consumer rights

– EU legislation moves towards strengthening of consumer rights, e.g. 14 days withdrawal right

▪

and increased price transparency
Especially sellers of fashionable and return intensive products will suffer from these rules

–
Privacy
– An increasing amount of customer specific information will be captured online, which needs
to be safeguarded

▪ Sustainability

– Legislation for provision of green supply chains is expected when retailers, service providers

EU legislation impacts supply
chain by giving more rights
to consumers

and consumers together do not reduce the environmental cost of delivery, returns and
packaging.

14

– Common rules for simplifying cross-border trade will be introduced by legal bodies such as

14

▪ Cross border e-commerce

the EU; for trade outside Europe this will be much harder to achieve

▪ City distribution (urbanization/infrastructure)

– Barriers for 24/7 deliveries in city centers may grow

2%

…days withdrawal right will
be the new standard
…days instead of 30 days
will be the time suppliers
have to refund after
withdrawal
…of global revenue is the
maximum fine for noncompliance with privacy
legislation

EU legislation moves towards strengthening consumer rights, which raises extra challenges for the supply chain. Strong
governmental influence is expected when suppliers and consumers do not reduce the environmental impact of
deliveries, returns and packaging.

© Shopping 2020

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Until 2020 online shopping is expected to double or triple in size
Future trends: Growth of e-commerce
Online penetration
Cross border as a % of total

2020

VOC 2.0 – “Attract
shoppers from
outside of Europe”

24.4%
15.1%

2020

BEST IN EUROPE
– “Boost cross
border sales within
Europe”

22.5%
8.1%
2020

WORLD CLASS
HOME MARKET –
“Accelerate
domestic growth”

21.6%
4.1%

2020
14.3%

“Do nothing”

6.1%
2012
Current state

8.8%
6.1%

NL
Europe
World1
Total

NL
Europe
World1
Total

NL
Europe
World1
Total

NL
Europe
World1
Total

NL
Europe
World1
Total

28.2
2.5
0.0
30.7

28.2
1.1
0.0
29.3

28.2
2.5
2.5
33.2

▪

▪

18.3
1.1
0.0
19.4

▪

9.8
0.6
0.0
10.4

▪

Source: Forrester Research and McKinsey / GFK for Shopping2020

The percentage online spending as
part of total consumer spending is
expected to grow to 28% in 2017
and 36% in 2020
For non-food physical goods the
online market share per segment
differs between 22% and 51% in
2020
Cross border e-commerce will be
15% of total e-commerce at
maximum
Triple size e-commerce will mean a
significant increase in complexity in
producer and retail supply chains

The potential growth to € 28.2 Billion online turnover in the Netherlands and to € 33.2 Billion including cross-border ecommerce will mean a significant increase in supply chain complexity. Winners are expected to be those who are able
to create a ‘total retail experience’ in both online and offline channels.

© Shopping 2020

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SUPPLY CHAIN TRENDS
Current supply chain trends driving the future supply chain

© Shopping 2020

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Future trends drive supply chain complexity and information need
Supply chain trends: Overview
SOURCING

SUPPLY CHAIN CONTROL

HANDLING & TRANSPORT

• Product life cycles shorten
• Assortments and customization grow
• Offshore production cost advantages
diminish

• Vertical integration; borders between
retail and product brands dissolve
• Smaller margins require tight control
and efficiency

• Growth of expectations about
delivery speed and options
• Congestion requires bundling
• Growth of ecommerce increases
inefficiencies in stock handling

Supply chain
dimensions

Sourcing

Supply chain control

Inventory &
planning

Handling

Transport

Returns

‘Leftovers’

Information
INVENTORY & PLANNING

INFORMATION

RETURNS & LEFTOVERS

• (Online) shelf availability increasingly
important
• Inventory risk is moved upward in the
supply chain
• # orders increase, order sizes 

• Growing importance of track & trace
and product (meta) data
• Sales and stock information across
channels required
• Growing use of data pools

• Number of returns increases due to
e-commerce
• Customization and fashionability lead
to difficulties in reselling returned
items

© Shopping 2020

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Shorter product life cycles require responsiveness
Supply chain trends: Sourcing
Trends
▪ Product life cycles shorten:
– Products become more fashionable, which leads to an increase
in assortment changes per year
– Developments in technology result in new innovative products
that replace each other rapidly
▪ Assortments and customization grow
– Due to the ‘one-stop-shopping’ promise and demanding
consumers, assortments are growing steadily
– Customization and exclusivity have become new
standards, resulting in a growing number of variants and semifinished products
▪ Offshore production cost advantages diminish
– As a result of an increase in wages in the Far East
Consequences
▪ Need for responsiveness in sourcing and production to minimize
stock risk (risk of sell out or leftovers)
Bottlenecks
▪ Long time to market for new products based on existing contracts
with sourcing partners
▪ Long production, transport and control cycle times overseas

© Shopping 2020

Insatiable demand leads to shorter product
life-cycles
“Most of us have a sense that low prices in
Dubuque, US, have something to do with low wages in
Dhaka, Bangladesh, but that’s just one aspect of the
pressure that we as consumers exert on global supply
chains. Our insatiable demand for variety and novelty has
led to ever-shorter product life cycles. In consumer
electronics, the average product is replaced in just eight
months.”

James Surowiecki, quoted in the Economist, May 2013.

Need for responsiveness in production to
minimize stock risk
“Instead of buying lots of inventory with long lead
times, brands wait as long as possible before ordering.”
That way, they can ramp up production if a product takes
off or shut it down if the product bombs... ”
Richard Locke, a political scientist at M.I.T. who is an
expert on global supply chains and the author of the new
book “The Promise and Limits of Private Power,”, quoted
in the Economist, May 2013.

23

(Online) shelf availability is key while stock risk is increasingly high
Supply chain trends: Inventory & planning
Trends
▪ (Online) shelf availability increasingly important
– As competition is just one click away, even in physical stores, shelf availability is key, both online and offline.
High square meter prices and demand for long tail assortments are complicating factors, while online offers
new opportunities to increase availability.
– This also requires stock transparency and correct inventory information (all locations and in transit)
▪ Inventory risk is moved upward in the supply chain
– As retailers can no longer bear the increased inventory risk, they require product brands to work via different
stock ownership models
▪ Increase in number of orders while order sizes become smaller at product brands
– To minimize stock risk in a wholesale model, retailers order more often smaller quantities at product brands
– Direct e-commerce orders lead to smaller (or even individual consumer)
orders at product brands
Bol.com increases assortment & revenue
while avoiding inventory risk
Consequences
In its continuous search for a quick and controlled
▪ (Online) shelf availability and stock visibility across
expansion of its assortment, Bol.com has introduced a
platform called Bolplaza. On this platform, companies
the supply chain are key
with online sales ambitions can offer their
requirements while stock risk is growing
products, with Bol.com merely facilitating (bundling of
offer, classification of information and guarantee of
quality). As such, Bol.com increases its revenue
without bearing inventory risk.

Bottlenecks
▪ Different stock models and sales channels
complicate planning and integral visibility

For more information: see appendix
© Shopping 2020

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Demanding consumer challenges micro distribution
Supply chain trends: Handling & transport
Trends
▪ Ongoing growth of consumer expectations
– Regarding delivery speed, delivery options (up to 1 hour delivery pilots in
e.g. Silicon Valley), pick up locations and track and trace information
▪ Congestion requires bundling of transport for economic and ecological reasons
▪ Growth of e-commerce increases inefficiencies in stock handling
Consequences
▪ Handling online orders and micro distribution challenges existing patterns
▪ Service providers play an important role for many companies in fulfilling online
orders and matching consumer expectations.

A fixed delivery date and next
day delivery are deal makers

Bottlenecks
▪ E-commerce consumer units and bulk hard to combine
– Store replenishment and e-commerce orders differ in size and frequency
and require different handling and value added services
– Packaging for consumer orders differs from bulk packaging
– Existing mechanization in DC can in most cases not cope with consumer
order units and quantities in an efficient way
– Separating e-commerce stock from regular stock implies inefficiencies in
stock optimization
▪ Distribution to all (European) countries via same partner

24%

31%

…of respondents1 are more
likely to buy online with a
fixed delivery-date

>35%

1

© Shopping 2020

…of respondents1 are more
likely to buy online with
next day delivery

…increase in deliveries
within 24 hours

Post NL: Een andere kijk op online
ondernemen, Deel II: De online consument

25

Return handling becomes substantial part of business
Supply chain trends: Returns & leftovers
Trends
▪ Number of returns increases due to e-commerce
– Consumer is allowed to return online purchases within 14 days without
reason
– Shopping behavior of online consumers lead to many returns
– Companies offer gentle return policies to compete
▪ (Mass) customization and fashionability leading to difficulties in reselling
returned items
Consequences
▪ Returns become important factor in financial bottom line
▪ Speed of getting returned items back in available stock becomes
increasingly important
Bottlenecks
▪ Lacking standardization in sizes and colors causes unnecessary returns
▪ Many companies are not yet equipped for efficient return
handling of e-commerce orders
▪ Outsourcing of return handling may increase throughput time
▪ Returned items in store not belonging to assortment of that particular store
▪ Tracing returns back to original source is currently difficult

How returns drive sales: the story
of Zalando
That ecommerce increases the number of
returns becomes clear when looking at
Zalando, the etailer in shoes and fashion.
Zalando has a return rate that amounts to
50% of deliveries. The free-return-policy
within 100 days of Zalando is part of its
service and reduces the barrier to buy for
consumers. As such, it is an important part
of Zalando’s strategy.

Cheap and effective return handling is
very important for consumers1
100%
75%

50%
25%
0%

Important
Very Important
1

© Shopping 2020

Post NL: Een andere kijk op online
ondernemen, Deel II: De online consument

26

Supply chain control across multiple channels is required
Supply chain trends: Supply chain control
Trends
• Vertical integration: borders between retail and product brands dissolve
– Retailers start with private label products
– Product brands start to sell directly to consumers via own
stores, web shops and market places
– B2B, B2C, B2B2C and C2C business models are converging
▪ Margins have become smaller which requires tight and integrated
supply chain control and elimination of non-value adding activities
Consequences
▪ Companies have to redefine their role in the supply chain and often
have to perform extra / other activities
▪ New performance indicators are required to optimize integral
profitability
▪ Collaboration between supply chain partners is needed to maximize
profit through the entire chain
Bottlenecks
▪ Lack of mutual trust between supply chain partners
▪ Existing performance measures are often conflicting and short term
oriented; this results in inefficiencies between supply chain partners but
also within organizations (between departments like
buying, logistics, sales and marketing).

© Shopping 2020

“Omnichannel retail
requires cooperation
between retailers , even
for vertical retailers.”

Ferry den Hoed

We as Etam Groep have decided
to stay close to our consumer
where and when she is willing to
purchase. This means that we
want to cooperate with
marketplaces but as a matter of
supply chain control , we own
and control stock levels in a
consignment model “
Ferry den Hoed, COO at Etam Groep

27

Growing amount of information to share across supply chain
Supply chain trends: Information
Trends
• Growing importance of track and trace
– Consumers expect information about status of deliveries
and about origin of products
• Increase in product (meta) data
– Product data as presented on web (like pictures,
descriptions etc.)
– Track and trace data (per serial number)
– Pricing, logistical data
– Customer reviews
▪ Sales and stock information across channels required
▪ Growing use of data pools like GS1
▪ Data increasingly important to manage supply chain
– Internet of things / Big data
Consequences
▪ Supply chain partners are facing high volumes of data to
collect, manage, use and share
▪ Need for standardization is inevitable

The amount of global digital information is growing

The forecasted amount of global digital information which will
be created in 2020 is doubling the expected storage capacity.
This will require efficient and effective storage of (only)
relevant information
Source: IDC, Graph in the Economist 2012.

Bottlenecks
▪ Limited ability and willingness to share data
▪ Lack of standardization in supply chains, especially in non-food

© Shopping 2020

28

Philips: Close cooperation in the extended supply chain
Supply chain trends: Information

To maximize product availability in retail
outlets, Philips CL improved its collaboration with
retailers in the areas of product distribution, sales
forecasting and replenishment. The result: excellent
product availability. The driver behind this success is
an improved integral information exchange. Through a
regular information exchange regarding the product
availability per outlet, Philips has been able to set up
an automatic replenishment system. The improved and
integral inventory management not only leads to
higher customer satisfaction but also to reduced
stocks.

Philips
Jos Visee

Close cooperation is the key to success
“The key to success is close cooperation between retailer and supplier combined with well-defined
agreements regarding the management of the extended supply chain. Regarding data, both the
standardization of data and the ability to manage large amounts of data is crucial. When it comes to the
broader implications: the improved cooperation between parties in E2E value chain results in the increase
of sales and customer satisfaction. The more intense and improved cooperation, as well as the chosen
solution for automatic replenishment is applicable for all sales channels, including online & bricks-clicks”
Jos Visee, IT Business Partner O2C at Philips

© Shopping 2020

29

Current initiatives illustrate supply chain trends
Supply chain trends: Reference cases

Coolblue – Customer
centric

Hunkemöller – Click
and collect

Tesco UK – Supply
Chain Analytics

Carnegie
Mellon –
In store robots

•
•
•
•
•

For Coolblue the customer comes first
Customer service is the competitive advantage of Coolblue
Delivery and return options underline this
Coolblue offers customers many flexible options aiming at convenience
Besides this, options for delivery and returns are clearly explained

• Hunkemöller customers have a free store pick-up for their orders
• Consumers are able to online reserve products in a store
• Until seven days after reservation products can be fit and picked-up

• Tesco UK saves cost significantly by use of so called Supply Chain Analytics
• Extensive analysis of supply chain data is done
• Tesco identifies opportunities to:
• Reduce waste
• Optimize promotions
• Match inventory with fluctuations in demand
• Carnegie Mellon Campus Bookstore is currently performing a pilot with robot-driven
•
•
•

inventory management in the store
The robot monitors shelves and assesses inventory levels and signals misplaced products
This information is presented to store personnel on their tablets
Inventory levels and other relevant information are also presented to consumers (via apps)

© Shopping 2020

30

Current initiatives illustrate supply chain trends
Supply chain trends: Reference cases

Miele –
Drop shipments for
etailers

Bol.com –
Pop-up

• Miele would like to preserve its quality brand in a changing online environment
• New distribution contracts with severe requirements on product information and brand
communication came in place

• Delivery to and service for consumers is done by Miele via drop shipments
• Bol.com has opened a physical store in underground station of Rotterdam
• Pictures of products are shown at a wall and can be scanned via QR-codes
• Scanning means ordering and afterwards products can be paid for and picked-up in the
•

Dell –
Demand shaping

• Dell gathers and shares valuable customer data with suppliers to increase accuracy of
•
•

Home Depot – CrossDocking

store
An extra shopping moment is created in this way

forecast, but at the same time to influence demand
Two information loops, internally and externally, make sure Dell is aware of articles to be
produced
When products cannot be delivered in time Dell responds with promotion of products,
which are available

• Home Depot is the largest DIY retailer in the world. Since 1979 only focus on expansion
•
•
•

and revenue. At start of 21st century this did not work out anymore
In 2007 a reorganization of the supply chain started: replenishment of stores via Rapid
Deployment Centres (RDC’s)
In RDC’s central ordering of products with cross-docking to stores at last moment is done
Store replenishment has improved and empty shelves have disappeared

© Shopping 2020

31

BUSINESS MODELS
Business models defining a basis for the future supply chain

© Shopping 2020

32

New business models arise, four main models emerge
Business Models: Main characteristics

Own product
brand?

Own stock?

(Legal) owner of Wide or deep
customer?
assortment?

Customer motivation for choosing
this model

No
No
Multiple brands

No

Both possible

• The convenience of
‘one place fits all’
• Looking for unique things

1

Marketplace
(E.g. Ebay, Kieskeurig)

2

Generic reseller
(E.g. Amazon, V&D)

No
Yes
Multiple brands

Yes

Wide

• Reliability of a trusted party

3

Specialist reseller
(E.g. Camerashop,
Run2Day)

No
Yes
Multiple brands

Yes

Deep

• Need for specialist advice
• Looking for a product that is
unique or difficult to obtain

Yes
Single brand

Yes

Deep

4

Brand direct-toconsumer
(E.g. Apple)

• Love for the brand
• Certainty of finding a specific
product or service

Yes

In the current and future (online) market a lot of new commercial business models emerge. Many companies are
already selling via different sales channel partners and as such via different and combined business models. Moreover
they may focus on multiple product – market combinations in different models. The expert group Shopping 2020
Business Models distinguishes between 4 basic models with different main characteristics, which are used in related
supply chain models.
© Shopping 2020

33

Emerging business models impact supply chain
Business models: Supply chain characteristics

General
characteristics

1

2

3

4

Information
characteristics

Control and collaboration
characteristics

Marketplace

• Focus on completeness and
‘unmanaged’ long tail (many
categories and product variants)
• Stock availability and delivery
options achieved through different
partners

• Coordination of information quality • Main focus on commercial
across many partners/sources
collaboration, sometimes extended
• Increasing relevance of stock
with logistics collaboration
information across partners
• Plug and play solutions for partners
• Consumer feedback used to
important
maintain quality standards

Generic
reseller

• Focus on completeness of product
categories
• Demand/stock management and
coordination of supply is key to
ensure immediate availability

• Coordination of information quality • Focus on collaboration with supply
across own sources and partners
chain partners
• Reliable stock information is
important

Specialist
reseller

• Focus on depth of assortment in
• Rich product information is key
small number of product categories • Reliable stock and lead time
• Demand/stock management is key
information is important
to handle mix of fast movers and
long tail

Brand
direct-toconsumer

• Focus on completeness of own
assortment (including new
introductions, customization and
long tail)
• All aspects of retailing become
relevant

• Collaboration can be intensified
because of limited number of
partners and long-running
relationships

• High consumer expectations
• Focus in collaboration on service
regarding rich product information,
providers and horizontal
knowledge, configuration and
collaboration
experience
• Dependent on type of product
collaboration with consumers is
possible
© Shopping 2020

34

Emerging business models have their specific supply chain models
Business models: Translation into supply chain models

▪
▪
▪

▪

The set up of a company’s supply chain is largely dependent on the business model. It
determines assortments and volumes to offer, what information needs to be exchanged
and what partnerships are needed to fulfill consumer needs.
We have translated the four basic business models into their accompanying supply
chains. Generic and specialist resellers have been combined into one supply chain
model.
The next slide is a visualization of these supply chain models. It clearly shows the
increased complexity companies have to deal with, especially when they act in multiple
business models which may change over time.
The visualization only shows ‘happy flows’ of
physical goods. When returns, information
and money flows are added, the increased
complexity becomes even more clear.

© Shopping 2020

35

Supply chain models in an omni-channel world
Business models: Overview supply chain models
Pick up points

Logistics packaging (collies, crates, pallets, shrinks)
Individual items

Manufacturer

Pick up at pick up point

Online store
replenishment
Brand
direct

E-fullfilment center Pick up in store
product brand(s)
Product brand
Eur. DC / Reg. DC

Private
label
(R)Etail /

From store to
door/pick in store

Store replenishment
Home
Mono brand stores

Manufacturer

Cross dock
Wholesale
Consignment/VMI

Between
stores
Store replenishment

Concession / shop in shop

Retail chain stores

Pick up at pick
up point
Online store
replenishment

Home delivery from
small retailer

Pick up in store
E-fullfilment center
(r)etailer(s)

Pick up at pick up point

Concession
Wholesale

From store
to door/pick
in store

Retail Distribution
center

Reseller

Market
place

Direct delivery from
product brand

Specialist store

Home delivery from
online retailer

Home delivery from
market place DC

Market place DC

© Shopping 2020

36

C2C

SCENARIOS 2020
Scenarios revealing possible future supply chain developments

© Shopping 2020

37

Future scenarios are based on trends & uncertainties
Scenarios 2020: Scenario planning method
Many of the trends listed in this document may already be known. These trends may
continue to grow in strength, sometimes faster than generally expected like mobile
usage. These ‘known trends’ have to be taken into account when creating a future
vision. However, there are also uncertainties of which the outcome will significantly
influence the future supply chain. Scenario planning is a strategic planning method that
organizations can use to make flexible long-term plans by limiting the number of
possible futures considering uncertainties. Scenarios help people to create a common
view on the course of a company, industry or area.
A scenario is comprised of two main uncertainties that will influence future supply
chains significantly. Each uncertainty has two possible ‘extreme’ (but not unrealistic)
outcomes. Scenarios are portraits of plausible future worlds. Per scenario, the major
supply chain consequences have been derived. Via this methodology it has been
ensured that main uncertainties and its effects have been taken into account in
building the future supply chain.

Scenario A
Scenario C

The following main uncertainties in building the future supply chain have been defined
by the Shopping 2020 expert group(s):

Cross border
(e)Commerce

Supply chain
coordination

Digitization
of products

Delivery
times

© Shopping 2020

Number
of stores

Scenario B
Scenario D

Source: Wikipedia & Prof. Kitty Koelemeijer

Environmental
orientation

Fashionability

38

Each uncertainty has two possible ‘extreme’ outcomes
Scenarios 2020: Uncertainties and their extreme outcomes
Markets
merely
local

Dominant
orchestrator/
convergence of roles

3D
printing
explodes

Cross border
(e)Commerce

Supply chain
coordination

Digitization
of products

Global markets

Fragmented
supply chain

3D printing
remains niche

1 hour
delivery
standard

Number of
stores decreases
significantly

Environmentally
responsible

Fast
fashion

Delivery
times

Number of
stores

Environmental
orientation

Fashionability

Delivery times
long

Number of stores
stabilizes

Consumption
focused

Strong seasonal
patterns

© Shopping 2020

39

‘Extreme’ outcomes will significantly impact supply chain (1)

Cross border
(e)Commerce

Will cross border commerce grow significantly towards 2020 or will free trade within Europe being downsized?
Competing in an international marketplace is not possible without a proper international supply chain that can meet
consumers requirements, international integration standards and international competition
Extreme outcomes: either back to fragmented local markets caused by high borders (i.e. rules and regulations, politics) or
acceleration towards a fully global marketplace in which foreign large players will dominate the Dutch market.

Supply chain
coordination

Will large foreign players like Google and Amazon dominate the entire market in sales and fulfillment in 2020?
Powerful international players like Amazon and Google may be able to become ‘the single starting point’ for online
shopping and integrate offerings from ‘all’ other retailers into their platforms and fulfillment services like 1 hour delivery.
With increasing collaboration the need for exchanging information also increases. If not, fragmented supply chains keep
their individual characteristics, which need to be managed and will require standardization by non-commercial parties.
Extreme outcomes: either dominant orchestrators or fragmented supply chains

Digitization
of products

Will 3D printing develop very quickly and already play a significant role for consumer products in 2020?
The impact on supply chain may be significant if 3D-printing will be applied broadly. Need for raw materials and product
designs will increase, need for stock of final products will decrease and complete supply structures will change.
Extreme outcomes: either 3D-printing ‘explodes’ or it remains a niche.

Delivery
times

Will 1 hour delivery become the new standard for e-commerce orders?
The current trend of shortening delivery times may go further and make 1 hour delivery the new standard. Such high
requirements on delivery times put a high demand on stock flexibility, stock locations and integration of services.
Extreme outcomes: either very short delivery times (1 hour delivery as a standard) or more differentiated and longer
delivery times, as it is now.
© Shopping 2020

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‘Extreme’ outcomes will significantly impact supply chain (2)

Number of
stores

Will the amount of physical stores further decrease and are shopping streets really different in 2020?
Physical stores still represent local stock points and offline ordering. With a very limited number of stores stock flexibility
and related delivery times become an integral challenge for supply chains and may require other stock locations near the
consumer, while e-commerce will grow even faster.
Extreme outcomes: either the number of stores stabilizes or decreases significantly

Environmental
orientation

Will companies and consumers strive for ultimate environmental friendliness, or will consumptive behavior win?
It is questionable to what extent care for our planet will dominate shopping behavior and whether consumers are really
willing to pay for this.
Extreme outcomes: Environmental friendliness really becomes the new standard or consumptive behavior will come back
in its extremes

Fashionability

Will “fashionability” dominate in many product segments and collections disappear for continuous assortment changes?
The main question is whether this current trend will row further and is also going to dominate many of the consumer
products segments, or whether it will stay “as is” with it’s main impact within fashion.
Extreme outcomes: extreme fashionability leading to “fast fashion” in many product segments, or supply chain cost will
raise so high that many segments return to “old school” (seasonal, yearly) collection patterns.

“Change is the law of life. And those who look only to the past or
present are certain to miss the future.”
John F. Kennedy

© Shopping 2020

41

Imagine global orchestrators will dominate the market (1)
Scenarios 2020: Scenario planning results
Dominant orchestrator / convergence of roles
Bolhalla

Amazonization

Markets
merely local

Global
markets

Local heroes

Global network economy

Fragmented supply chain
© Shopping 2020

42

Imagine global orchestrators will dominate the market (2)
Scenarios 2020: Scenario details
Dominant orchestrator / convergence of roles
Bolhalla

Amazonization

A few big local players act as dominant
selling platforms for all local supplies

A few big global players act as the dominant
selling platforms for all global and local supplies

Supply chain impact
• Product portfolio management with local competition
• Local hubs with inventory needed to meet delivery requirements
• Need for integration and (local) standardization of product and
stock data and transactional data
• Vertical integration may prosper
• Local players can leverage on local and location based marketing
and create new opportunities by joining

Supply chain impact
• Product portfolio management with international competition
• Local hubs with inventory needed to meet delivery requirements
• Need for integration and international standardization of product and
stock data and transactional data
• Vertical integration may prosper
• Local players can leverage on global and location based marketing
and create new opportunities by joining

Markets
merely local

Global
markets

Local heroes

Global network economy

Fragmented, mainly local supply chains and sales
channels form the market with limited synergies

Fragmented, mainly global supply chains and sales
channels form the market with limited synergies

Supply chain impact
• Need to participate in many local initiatives to reach their online
consumers
• Demand and inventory have to be managed across multiple local
channels
• Information sharing might be based on multiple different
requirements and local ways of working

Supply chain impact
• Need to participate in many international initiatives to reach their
local and foreign online consumers
• Demand and inventory have to be managed across multiple local
channels and with stock locations across multiple countries
• Information sharing might be based on multiple different
requirements and local ways of working, requiring extreme flexibility
in information sharing and partnerships

Fragmented supply chain
© Shopping 2020

43

Imagine 3D printing and 1 hour delivery become the new standard (1)
3D printing explodes
Printing at producer

Print in store/at home

Delivery
times long

1 hour
delivery
standard

Long tail /
Make-To-Order at producer

Long tail / Assemble in store

3D Printing remains niche
© Shopping 2020

44

Imagine 3D printing and 1 hour delivery become the new standard (2)
3D printing explodes
Printing at producer

Printing in store / at home

3D printing remains costly and consumers accept longer
delivery times. Printing customized products at producers will suffice.

3D printing is cost efficient and available for
everyone. Short delivery times are key.
Consumers ‘produce’ either in store or at home

Supply chain impact
• Production planning and management of raw materials/semifinished goods is key in Make-To-Order environments
• Consumers will customize their own designs, which requires flexible
production processes and smart facilitation of customizing without
losing efficiencies in production
• Retailers remain stock locations for standard printed products and
may become advisor in design/customization

Supply chain impact
• Availability of raw materials in stores and at home becomes crucial
• Certified product designs may be required for safety reasons
• Producers will focus on product design and supply of raw material
• Retailers will become print locations with design inspiration and
printers for more complex products and parts

Delivery
times long

1 hour
delivery
standard

Long tail / Make-To-Order at producer

Long tail / Assemble in store

3D printing remains niche and consumers
accept longer delivery times. Customization
needs are fulfilled via a long tail or make to order.

3D printing remains niche but consumers require
short delivery times as well as a large or customized
assortment to select from

Supply chain impact
• Production planning and management of raw materials/semifinished goods is key in Make-To-Order environments
• Making long tail available in efficient way will probably lead to
many direct sales or drop shipments by producer

Supply chain impact
• Complex stock management to ensure broad availability of long tail
• Modularity for assembling at store becomes key
• Increasing role for reseller in final production/assembling steps as
well as in client advice
• Inventory risk as a result of long tail availability in store may not be
bearable for retailers

3D Printing remains niche
© Shopping 2020

45

Imagine 1 hour delivery in a world with very few stores (1)
Number of stores decreases significantly
Drop shipments

City hubs

Delivery
times long

1 hour
delivery
standard

Showrooms full of experience

Pick (up) in store

Number of stores stabilizes
© Shopping 2020

46

Imagine 1 hour delivery in a world with very few stores (2)
Drop shipments

Number of stores decreases significantly
City hubs

Less retail implies a power shift to producers.
It also implies that demand for ‘the long tail’
should be met by producers delivering directly to consumers

Stock is needed close to where consumers
live to ensure fast delivery

Supply chain impact
• Regional DC’s of producers will suffice, economies of scale
become relevant
• Producers have to organize for small e-commerce orders
and micro distribution instead of large bulk picking
• Horizontal collaboration may be required
• Limited number of experience centers and extensive
online product information will facilitate shopping process

Supply chain impact
• Multiple stock locations scattered around the country at
1 hour distance from consumers
• Increased importance of stock and supply chain visibility
• Horizontal collaboration to facilitate storage, handling and
transport in an efficient way
• Limited number of experience centers and extensive online
product information will facilitate shopping process

Delivery
times long

1 hour
delivery
standard

Showrooms full of experience

Pick (up) in store

Retail uses square meters to offer an experience
and a broad and deep assortment, which is
offered partly via physical stock and partly via screens

Store play an important role in delivering to
consumers, as they act both as sales and as
distribution point.

Supply chain impact
• Regional DC’s of producers will suffice, economies of scale
• Producers have to organize for mix of small e-commerce
orders and bulk picking for store replenishment
• Stock models become complex as stock is divided among
multiple channels and locations

Supply chain impact
• Increased importance of stock and supply chain visibility
• Track and trace and reliability become key success factors
• Complex process of combining local picking and delivery
from central warehouse into complete orders at store floor
• Role for producers remains more traditional

Number of stores stabilizes
© Shopping 2020

47

Imagine fast fashion in a corporate responsible market (1)
Fast fashion

Shop until you drop

Sustainable fashion

Environmentally
responsible

Consumption
focused

Ethical & classical

Black Friday
Strong seasonal patterns
© Shopping 2020

48

Imagine fast fashion in a corporate responsible market (2)
Fast fashion
Shop until you drop

Sustainable fashion

Consumers expect to be surprised every single time
they revisit a store or online shop. Collections are
continuously changing. Negative environmental effects like extra
stock obsolescence or ‘irresponsible’ but cheap production have little
weight compared to the drive to facilitate consumers in their buying
appetite.

Consumers are passionate shoppers and
expect to have good shopping experiences
and choice of “green” products. Customer needs are analyzed in
detail to be able to offer the exact right products and minimize stock
obsolescence. Fun shopping means a good experience above a large
product offering.

Supply chain impact
• Supply chains are designed for speed, large assortments and high
turnovers. Impulse buying needs to be facilitated.
• Inefficiencies are accepted as long as consumer need is fulfilled

Supply chain impact
• Big data, co-creation and other concepts to fulfill consumer
product needs in detail without risking stock obsolescence
• “Green” as an important requirement in supply chain design

Environmentally
responsible

Consumption
focused
Black Friday

Ethical & classical

Consumers are buying in high volumes and
product offerings still follow strong (seasonal) patterns.
This results in high volume peaks around sales periods.

Consumers reward “green” and local for
local product offerings. Seasonal patterns are
accepted and quality goes above volume and choice.

Supply chain impact
• Push and volume oriented supply chains
• Economies of scale dictate supply chain designs

Supply chain impact
• Local for local
• Quality and “green” are important design criteria
• Relatively low speed

Strong seasonal patterns
© Shopping 2020

49

Scenarios clearly show the importance of supply chain flexibility
Scenarios 2020: Conclusion

▪

Extreme outcomes of current uncertainties (combined with ‘certain’ trends) may significantly
impact supply chain:
– When a large (foreign) orchestrator is able to dominate the market, the only way to survive for
(local) companies is to join, which requires sharing high quality product and stock information
– When one hour delivery becomes the new standard, this means creation or storage of
consumer products close to consumers and a change of current logistical patterns
– When 3D printing will explode this means a disruptive change of entire supply chain structures
– The future number and function of physical stores will significantly influence supply chains in
many aspects
– A very strong growth of environmental consciousness may force big changes in supply
chains, choice of sourcing locations and (product) information requirements

Future scenarios show the importance of supply chain flexibility and transparency

© Shopping 2020

50

BUILDING THE FUTURE SUPPLY CHAIN
Recommendations to achieve crucial supply chain capabilities

© Shopping 2020

51

Fast change is required. Will you be ready in time?
Building the future supply chain: Examples showing the speed of change

Google Shopping Express: The service, which offers same-day delivery from Target, Walgreens, Toys R Us, American
Eagle, Staples, Office Depot and a few local shops, has just opened its doors to testers in the San Francisco Bay Area. After signing
up on Google's microsite, you'll be on your way to six months of unlimited free deliveries from select retailers. The service
competes with similar offerings from Amazon and eBay, and, well, doesn't exactly seem like an obvious fit for Google. We're eager
to see how it pans out -- hopefully, if it does turn out to be a worthwhile venture, it won't succumb to the search giant's annual
"spring cleaning" ritual. The company is only accepting "a limited number of shoppers" right now, so if you're eligible, sign up at the
source link ASAP.
Source: Engadget.com – Zach Honig
Amazon PrimeAir: The world's largest online retailer, is testing unmanned drones to deliver goods to customers, Chief Executive
Jeff Bezos says. The drones, called Octocopters, could deliver packages weighing up to 2.3kg to customers within 30 minutes of
them placing the order, he said. However, he added that it could take up to five years for the service to start. "I know this looks
like science fiction, but it's not," Mr Bezos told CBS television's 60 Minutes programme. "We can do half-hour delivery... and we
can carry objects, we think, up to five pounds (2.3kg), which covers 86% of the items that we deliver. From a technology point of
view, we'll be ready to enter commercial operations as soon as the necessary regulations are in place”.
Source: BBC News – Technology, 2 December 2013
Online department store Wehkamp.nl starts end of this year (2013) with the building of an automated distribution center in
Zwolle, has Gert van de Weerdhof, CEO of RFS Holland Holding, the mother company of Wehkamp.nl, announced. The investment
in the new construction amounts to more than a hundred million euro. The distribution center will have a capacity of 61 million
items a year. The DC in Dedemsvaart will close. The warehouse in Maurik stays open, a spokesman of Wehkamp.nl states. The
automated warehouse system, at logistics business park Hessenpoort near Zwolle, will consist of almost 480.000 picking locations
for the different products. Products will be supplied through 468 automated shuttles. According to Wehkamp.nl this will be ‘the
largest automated warehouse in the world’ for online retail.
Source: Logistiek.nl – Bas Dijkhuizen

36% 1 to 52% 2 of shopping purchases will be done online in 2020!
Will your supply chain be ready in time?
1 Source: McKinsey & GFK Shopping2020 survey, 2013 2 Source: GFK consumer panel “Hoe shop jij in 2020?”, 2013
© Shopping 2020

52

Fast and continuous change characterizes the future supply chain
Building the future supply chain: Impact on the supply chain
Many of the trends listed in this document may already be known. These trends will continue to grow in
strength, even faster than one may expect. These “known trends” have to be taken into account when creating a
vision on the future. Combined with the possible future scenarios as derived by combining the main – supply chain
relevant – uncertainties, the impact on the future supply chain can be summarized:

▪ Competitive landscape changes:

▪
▪
▪
▪

– Consumer needs will fluctuate more then ever
– New business models and partnerships arise
– Large online players will leverage their traffic and take dominant ‘orchestrating’ positions
– Foreign market entrants may be expected
– The function of retail stores will change towards experience centers, showrooms and pick up points
– Borders between B2B and B2C and between online and offline channels will dissolve
– 3D printing will ultimately mean a disruptive change in multiple supply chains
Mobile, (big) data and information play a significant role in the new way of shopping
Stock risk increases and will be pushed upward in the supply chain where possible, while short delivery times
require multiple stock locations near the consumer.
Consumer, sustainability and profitability requirements require efficiency in handling and (micro) distribution.
Triple size e-commerce means a significant increase in complexity in the product brand and retail supply chains

The impact on the supply chain of the current trends and possible future developments will be strengthened by the
predicted growth of e-commerce. As a result, the supply chain landscape will continuously change. Dutch companies
have to prepare themselves for this new rapidly changing competitive landscape. Some key capabilities become crucial
to survive and compete.
© Shopping 2020

53

Fast and continuous change requires key supply chain capabilities (1)
Building the future supply chain: Key capabilities required

Sourcing

Inventory &
planning

Flexibility

Handling

Transport

Information

Returns

‘Leftovers’

Collaboration

integral
revenues
and cost

© Shopping 2020

54

Fast and continuous change requires key supply chain capabilities (2)
Building the future supply chain: Key capabilities required
Think about your role
▪ In the new competitive landscape it is essential to determine and claim one or more specific roles in which a
company clearly delivers added value and which will give a competitive advantage. This may be making the best
product or offering the best retail experience but can also be an orchestrating or aggregating role.
Seek flexible partnerships
▪ Horizontal and vertical collaboration between supply chain partners becomes crucial. This is the only way
expectations of customers can be met. Partnerships (like with Amazon or Zalando or with service providers) may
continuously change over time and need to be flexible.
Create transparency across the chain
▪ Collaboration starts with trust. Trust can be achieved via transparency, in a way that all supply chain partners can
earn a fair share for their real added value.
Create flexibility in sourcing and stock
▪ To cope with increased stock risk, the growth of e-commerce and new consumer needs, maximizing inventory
turnover becomes vital. Flexibility in sourcing and making all stock available for all channels will be a crucial
capability.
Invest in standardization and information exchange
▪ Supply chain visibility (stock, tracking and tracing) is a key success factor. Information becomes a competitive
advantage. Companies must Invest in ICT and standardization to remain a valuable business partner.
Manage integral profitability
▪ Instead of measuring and rewarding short term and isolated results like purchasing discounts, companies have to
measure and steer on integral profitability across the entire value chain.
© Shopping 2020

55

Key capabilities must be developed in all dimensions
Building the future supply chain: Recommendations

Supply chain
models

Supply chain
dimensions

To achieve the key capabilities across the supply chain will require change
in many dimensions of the supply chain. Per supply chain dimension
recommendations will be given how to achieve these capabilities.
© Shopping 2020

56

Sourcing (1)

Recommendations
• Differentiate in sourcing locations
• Shift focus from production orders to capacity contracts and increase control
• Change production process to realize flexibility and enable customization
• Consider vertical integration to improve responsiveness

© Shopping 2020

57

Sourcing (2)
Differentiate in sourcing locations

▪

Production overseas is no longer attractive for all products. One of the reasons is the rising wages in these regions. However, more
important is the required time to market and sometimes lacking control. Especially for fashionable products it is worth having
alternative production locations nearby like in South-East Europe. Differentiation will be unavoidable to achieve the necessary flexibility.
For scarce production resources multiple suppliers may need to be contracted. Apart from flexibility advantages, local sourcing may also
be beneficial for transparency and trust in terms of corporate and environmental responsibility.

Wrong supply chain decisions
A lot of companies have outsourced their production activities to Asia or Eastern
Europe. Recent research by Treville and Trigeorgis (2013) shows that
conventional financial models can lead to wrong supply chain decisions. These
models do not take into consideration advantages of local production like
flexibility and direct control. Their research shows that by giving value to
flexibility and direct control local production can be more profitable than
outsourcing

Replenishment

Bulk

Shift focus from production orders to capacity contracts and increase control

▪ Large production orders months upfront will generate the highest buying discounts and as such appeal to buyers. However when
demand is increasingly fluctuating these discounts may disappear suddenly when looking at integral profitability. On time availability of
production capacity becomes the key success factor, creating the opportunity to postpone the decision which specific products will be
produced at what quantity. Contracts with suppliers require flexibility to realize agility in the market and may shift from production
orders to capacity contracts and service level agreements. Apart from the contractual part, it is advisable to increase control on external
production via on site presence, integration of information (systems) and short and agreed communication lines.

© Shopping 2020

58

Sourcing (3)
Change production process to realize flexibility and enable customization

▪

Production of smaller batches is another way to accomplish flexibility.
Although more expensive in the short run, it may result in a higher
integral profitability. Another way of creating flexibility is late assembly
of semi-finished products. The inventory of semi-finished products is
multi-purpose until a later stage in the process, which reduces the
chance of obsolete stock and increases stock flexibility. The customer
order decoupling point is driven upstream. Assemble- to-order concepts
may also be useful in enabling customization. In case of customization,
consumers are more willing to accept longer delivery times.
Ultimate forms of flexibility are printing on demand or 3D printing by
consumers or retail shops.

Nike: Customers design own shoes
Customers are given the opportunity to order
own products. Publicity is booming by having
fans “in charge”. Another advantage is
decreasing inventory and waste because of a
better match between demand and supply.
For more information: see appendix

Consider vertical integration to improve responsiveness

▪

It is very difficult to respond timely to changes in demand when companies are dependent on other companies. Vertical integration backwards for retailers or forwards for producers – can provide the wished responsiveness. Companies are in control of a large part of
the supply chain and can much easier translate the latest consumer trends into design and adaptive production plans. Short
communication lines within the organization are essential to make this work.
Increased responsiveness and earning all margin
within one company will create a higher profitability.
As long as these profits are invested in innovation,
well-organized verticals have a good chance to
remain sustainable competitive.

© Shopping 2020

59

Zara: the integrated supply chain
Building the future supply chain: Reference case Sourcing
The typical example of vertical integration is Zara, a company
that produces where it sells, and that includes its store
personnel in generating input for design teams. This front-toback integration creates short lead times for new fashion ideas.
Zara beats the industrial average of 6 months for fashionable
items with its 2-month lead time. As Forbes states “The tight
integration of design, planning, merchandising and production in
La Coruna enables the company to be flexible and therefore able
to respond quickly to any market need”. Although (labor) costs
in Spain may be higher, the enormous flexibility of Zara clearly
outweighs this disadvantage.

Zara

A Successful Strategy
The integrated supply chain model is part of a successful strategy by Zara to buy fabrics in bulk and add details
later to incorporate as many current customer preferences as possible. The products are then distributed in
small batches to its stores to keep demand high and to create a sense of ‘exclusivity’.
“The system makes production costlier, but the model has also proven successful during the economic downturn
of recent years, because Inditex [owner of Zara] can adapt more quickly to the ebb and flow of demand.”
The Wall Street Journal, March 2012

© Shopping 2020

60

Inventory & Planning (1)

Recommendations
• Acknowledge complexity in planning and professionalize
• Collaborate to improve forecasting
• Use online opportunities like demand sensing to improve forecasting
• Reconsider stock ownership models
• Introduce ‘inventory captain’ role to optimize stock availability across (external) sales channels
• Maximize online stock availability through stock visibility and digital stock
© Shopping 2020

61

Acknowledge complexity in planning and professionalize

▪

Planning becomes more difficult. Assortments keep growing. At the
same time product lifecycles become shorter and product portfolios
need to be adjusted constantly. This will result in a continuous
changing environment of products, suppliers and supplying countries.
Sales is done via multiple channels with multiple stock locations.
Demand differs per region, even within the Netherlands. Aggregation
of demand in forecasting (across locations and channels and
combining alternative products) will be necessary but complex and
challenging. This requires good system support in forecasting and
highly skilled people. Companies should be aware of the importance
and complexity and organize this function in a very professional
manner. Merchandisers need to be analytically skilled and Excel may
no longer be the ideal forecasting tool. Education and training must
be aligned with this need for analytical competences.

“Planning together with retail
and manufacturer gives less
inventory and more margin”

Rens Tap

“Planning the distribution for the
fashion season together with
retailer and manufacturer reduces
the amount of no sales, the
financial risk in the overall supply
chain and the inventory
levels, thereby increasing the total
margin. What it takes is mutual
trust and cooperation.”
Rens Tap, senior consultant at Modint

Collaborate to improve forecasting

▪

Close collaboration between retailer and producer is essential on forecasting and replenishment. Both parties really must work
together in this area. Sales information at the retailer is important for the producer in production planning and will dictate
replenishment in combination with inventory levels at the retailer. Producers can aggregate data from many sales points (across
retailers) and as such achieve more reliable demand predictions. Trust and open information sharing are crucial. In this way
inventory in the total chain will be minimized as peaks and overproduction will be reduced.

© Shopping 2020

62

Walmart and P&G: The future of partner-information exchange?
Building the future supply chain: Reference case Inventory & Planning

An example of two supply chain partners that work
together for collecting, sharing and managing data are
Walmart and P&G. The companies use common
performance indicators and collaborate on forecasting and
stock-replenishment within a common team. The
advantages are two-fold: on the revenue side, a better
customer response leads to increased sales. On the cost
side inventories are lower, there is a lower risk of failure
and costs of information exchange have decreased (as a
result of automation).

Walmart and P&G
Benjamin
Grugeon

Joint forecasting and ‘open book forecasting’ the future of collaboration in retail
“As a principle P&G provides the maximum of relevant information within legal boundaries to create a
win/win situation. In most cases this is marketing, sales and logistics data. For example, expected market
share build up, selling out data from other launches, redemption data or relevant stock data. The advantages
are decrease of the bullwhip effect and prevention of out of stocks/lost sales. In my opinion "joint
forecasting“ will further develop in the future and "a type of open book forecasting" will become the
standard operating procedure between partners in the retail landscape.”
Benjamin Grugeon, Supply Chain Manager at Procter & Gamble

© Shopping 2020

63

Use online opportunities like demand sensing to improve
forecasting

▪

E-commerce offers new opportunities to improve forecasting. Via very
accurate forecast techniques like demand sensing. Forecasts then respond to
real-world events such as market shifts, weather changes, natural
disasters, consumer buying behavior et cetera including current data from the
supply chain. E-commerce and online clicking behavior can provide much
suitable information within a short time frame. Feedback on e.g. product
introductions or commercial promotions can be received very quickly via the
online channel as well. Also social media can be used to predict demand, e.g.
to derive predictions from conversations within target groups. For forecasting
purposes responses in social media to a newly launched product are also
important. This will help in predicting the future success of the product and
can be translated into forecasting figures.
One step further is to influence demand based on planned supply, e.g. via
dynamic (online) pricing. In some cases this can even be done fully automated
based on accurate stock information. Although this may look ‘ideal’ from a
logistics perspective, dynamic pricing is not an irreproachable concept from a
client perspective.

© Shopping 2020

The rise of social media for
forecasting
In line with the idea that social media can
predict demand, firms have started to help
companies utilize this potential. One such
firms is Wisewindow. According to the
Economist “WiseWindow [a marketing
firm based in Irvine, California], uses
social-media activity to forecast demand
for products. Its clients include Paramount
Pictures and Belkin, a consumerelectronics firm”. Its activities include
collecting, analyzing and classifying billions
of consumer comments on for example
Twitter to give companies a ‘live-stream’
of consumer sentiment. The question
remains though: can computers be trusted
to successfully filter out things like double
meanings and sarcasm? Or does it remain
a human exercise after all?

64

Reconsider stock ownership models

▪

Striving for a decrease of stock in the supply chain
in general leads to inventory being moved upwards
in the chain. Products are hold in central stock high
in the supply chain as long as possible and are only
distributed as late as possible based on real
demand. Short (e-commerce) delivery
times, fashionable items and shelf availability
in stores put this general concept under pressure
and lead to inventory pushed forward in the supply
chain. It becomes however harder and harder for
retailers to bear all inventory risk. This declares the
rise of more differentiated stock models and the
general trend to move inventory risk upward in the
supply chain. Concepts like consignment (stock
managed by retailer and available in store, but
owned by supplier) and shop-in-shop (stock
managed and owned by supplier, but available in
store) work along these lines and are particularly
suitable to offer and manage a long tail
assortment.

Amazon: moving stock upwards with the Vendor-flex experiment
Amazon knows like no other company that a reliable promise to the
customer is key. But what to do when your network includes thousands of
warehouses? The ecommerce giant has come up with vendor flex: in this
pilot, Amazon brings its own staff into the warehouses of its suppliers, where
they basically manage their logistics and online retailing. It does so primarily
for bulky items like diapers and toilet paper. According to the Wall Street
Journal, October 2013, “For Amazon, co-location reduces the cost of storing
bulky items like diapers and toilet paper and frees up space for the Web
retailer to stock higher-margin goods in its own distribution centers.”
Source: Wall Street Journal, 2013

© Shopping 2020

65

Microfashion: Consignment model as example of collaboration
You believe in the consignment model for fashion. Why?
Van der Zee: “We strongly believe in supply chain collaboration. When you want to increase profitability of the wholesaler and the
retailer in the fashion industry, you have to collaborate with each other. The advantage of consignment, products not taken into stock
by the retailer but being paid for only after being sold to customers, is twofold. The retailer lowers the needed working capital, money
which can be released for other purposes. And the wholesaler will get a better position on the store floor with a higher availability and
a wider assortment. “

Is the consignment model a response to vertically integrated chains like Inditex and H&M?
“That is correct. They can respond very fast to demand in stores. That model is also possible for wholesalers and retailers. A
prerequisite for this is digital communication between partners, based on EDI. Therefor I am glad that I have been asked to become a
member of the GS1 Business Council. GS1 is the appointed party for realizing standardization and uniformity in a fragmented industry.
It is good that an institute like this exists.”
Source: GS1 Nederland, interview with Harry van der Zee, CEO MicroFashion (originally in Dutch)

© Shopping 2020

66


Introduce ‘inventory captain’ role to optimize stock
availability across (external) sales channels

▪

Drivers determining inventory location

For product brands the ultimate stock optimization is across
all sales channels, including multiple competing retailers. This
is not an easy game for product brands, but even more
important when inventory risk is moving upward in the chain
to them. Keeping stock as long as possible at a central level
and at the same time provide adequate stock levels in retail
stores is a balancing act, specifically for fashionable products
and with short e-commerce delivery times. Specialization in
this field will develop further in future. For product brands
which are not capable of playing this game themselves or not
willing to take on this hassle, outsourcing and / or automation
of these activities might be a good option. The retail channel
has to collaborate in such a model and share stock data.
Auction-like principles can be used to make it work across
competing retail partners.

To determine which product(group)s will be distributed to stores
and which products will only be kept merely at central stock is a
balancing act. What are the drivers in this? Some guidelines may
help here:
• Value: the more valuable products are, the more they will be
kept centrally
• Size/weight: the smaller products are, the more they will be kept
in stores
• M2 price: the more expensive store space is, the less products
will be kept in store
• Impulse: the more likely products are impulse purchases, the
more they will be kept in stores
• Turnover rate: the higher the turnover of products is, the more
they will be kept in stores
• Fashion: the more fashionable products are, the more they will
be kept in stores
• Delivery times: the shorter expected delivery times by
consumers are, the closer to consumers products will be stored
• Replenishment: the more often stores are replenished, the more
volume of products can kept centrally
• Re-distribution: the easier products can be re-distributed
between stores, the more will be kept in store
• Local differences: the more local differences in sales are
expected, the more products are kept centrally for latter
distribution to the preferred region

© Shopping 2020

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The balancing act of inventory, capital, availability and control
Building the future supply chain: Background

Supply chain models impact inventory risk and working capital
The demanding consumer is putting pressure on the supply chain, for example
because of the increasing need for diversity in assortment. This leads to
shorter product lifecycles, more product variants and an increased inventory
risk. To cope with these requirements, it is theoretically wise to keep
inventory ‘high’ in the chain as long as possible to optimize flexibility. This is
now under pressure, as consumers expect products to be delivered at home
faster and faster, even on the same day. Or as we have seen in Silicon
Valley, within an hour. This would mean that inventory must be available much
nearer to consumers and as such downstream in the chain. Inventory risks will
increase based on this. Traditionally (r)etailers bear these risks. In the current
market it is getting more difficult for (r)etailers to do so. In successful supply
chains product brands take on their responsibility more and more. Vertically
integrated supply chains, mono brand stores and web shops of product brands
are examples of this. But also multi-brand (r)etailers adapt more often logistic
models like concession and consignment in which product brands have a large
role in replenishment. Ultimately this would mean that (r)etailers become
showrooms and market places and will be paid for services
delivered. This means a reduction of inventory risk
and of working capital in the total chain, with a shift to
product brands. However, this asks for a ‘well-heeled sit’
at these companies…

Inventory

Shelf
availability

Control
burden

Working
capital

Source: blog post by Axel Groothuis on Shopping 2020.nl

© Shopping 2020

68

Maximize stock availability through stock visibility and
digital stock

▪

Online ‘shelf’ availability is crucial. Consumers switch to other
online shops within one click. To maximize stock turn, preferably all
stock in all locations is made available for all channels anytime.
Web orders and demand from customers in any local store can then
be fulfilled with central stock, stock from any other local store and
sometimes even with stock directly from suppliers. Assortments at
retail stores then consist of physical stock and “digital stock” via
displays connected to the webshop / back office. A reliable promise
to customers at time of ordering is also key. To provide for this, real
time insight in the complete supply chain inventory is needed.
Processes must be in place to support delivery from local stores to
other stores and consumers (mostly via post and parcel service).
The realized decrease in inventory and risk of obsolete stock may
weigh out the additional delivery costs. Reduction of inventory risk
at retailers is key. E-tailers who are nowadays opening physical
stores, also try to limit their store inventories to what is needed for
the “showroom and experience” function.

© Shopping 2020

Aktiesport integrates online and offline stock
‘If a product is not on stock in store, the system searches for
a location where the item is available. It takes several
factors into account. If the product is a fast mover in one
store and a slow mover in another store, it will be picked
from the latter store. A store entry system counts store
visitors and is connected to the inventory system. In this
way an e-commerce order can be assigned to a store where
personnel has probably enough time to handle it. Such a
new way of working is a demanding change for your
organization. It requires significant changes in your ERPP
system. Your sales organization and store personnel have to
fully support the system and need to be motivated and
committed’.
Source: Twinkle Nr 9, 2013

69

Kijkshop: pilot in combining physical and digital stock
Kijkshop recently opened a pilot store in Tilburg. The store
has replaced a large share of its showcases with touch
screens. Rather than keeping all products and related
inventory in-store, the pilot store only has fast movers on
stock, the rest of the products can be picked up the next day
or will be delivered at home. If the pilot is a success, Kijkshop
reduces both its store floor space and inventory on a larger
scale.

Kijkshop
Robin
Tichler

Less inventory and higher ITO
“The first results of the pilot are promising. Since 6 months now we have started the new pilot store and the
results are positive. With a 60% lower stock than in the average store and a 11% higher ITO we are on the right
track. With a new integrated touch screen application, different assortment and a flexible city distribution
model we have achieved this. The combination of physical stock and “digital” stock resulted in a 50% higher
number of internet orders out of the stores being 20% of the store sales. We need to adapt the assortment
because a different location of the stores also means that customers have different product requirements
compared to other stores.”
Robin Tichler, Manager ICT & Logistics at Kijkshop

© Shopping 2020

70

Handling & Transport (1)

Recommendations
• Determine stock locations based on delivery times to consumer
• Organize stock flexibility and efficiency across bulk and consumer units
• Offer different delivery options and centralize personal preferences
• Facilitate detailed tracking and tracing and product identification
• Optimize transport to consumers through bundling and peak shaving
• Offer fully integrated distribution across Europe
© Shopping 2020

71

Determine stock locations based on delivery times to consumer

▪

Delivery times will be shortening for e-commerce. In 2020 next day and same day delivery
will be common for many product groups. This asks for delivery from nearby stores or
from e-commerce warehouses located relatively close to consumers, at least within the
Netherlands. For fast movers (supplier managed) warehouses nearby cities may be an
option to respond to these delivery requirements. They can also play a role in store
replenishment (for normal sales and pick up in store). This will most probably require
‘horizontal integration’ to achieve an affordable solution.

Organize stock flexibility and efficiency across bulk and consumer units

▪

Given growing e-commerce volumes it becomes increasingly important to merge “online
and offline” stock, either physically or making them ‘mutually available’. A physical
merge has an even greater impact. Next to flexibility between types of stock also
efficiency is key. Mechanization of handling of bulk stock is different from handling of
single units. For the latter efficiency is even more important because of the workload
generated by the number of parcels in combination with the intenseness of activities like
picking, packing, shipping and identification. Fashion retailers as an example move to
managing individual items for both store replenishment and online orders. Product
identification on item /serial number level increases quality and insight in stock
information. Single item packaging (appropriate for e-commerce deliveries) already used
at suppliers increases flexibility and efficiency as well. Two-step picking for online orders
opens the opportunity to “merge” stock without integrating all processes completely.
For packaging material itself also optimization is possible. In the expert group Ecology
problems with packaging are addressed like oversized packaging formats, too thin
packaging material, marketing oriented packaging material instead of functional
packaging material and standard large packaging for small products.
© Shopping 2020

Amazon’s Warehouse Spree
As Bloomberg reports on Amazon’s huge
investment: “The e-commerce giant has
invested roughly $13.9 billion since 2010
to build 50 new warehouses, more than
it had cumulatively spent on storage
facilities since its 1994 founding”, the
expansion in number and size of
Amazon’s warehouses increases the
company’s same-day delivery rate.
Bloomberg Businessweek August, 2013
See also appendix
Impact on the environment

The optimal solution for package
design
= Sustainable development

Not sufficient packaging

Source: Vereniging Golfkarton, 2013

Too much packaging

72


Offer different delivery options and centralize personal
preferences

▪

Consumers require many different delivery options and delivery
moments. Some may still opt for home delivery, others will choose for
pick-up points located in retail stores, outside city centers or along
highways (unstaffed). Acknowledgement in legislation of pick-up points
as non-retail is important, which will decrease requirements for such a
location. Additionally different delivery moments will be required.
Central registration of preferences per consumer may increase customer
satisfaction while increasing efficiency at the same time. For retailers
and producers investment in delivery options is needed to meet
expectations of consumers.

>30% of consumers want to
indicate very precisely when the
ordered product should be
delivered

Environment not yet a key-issue
for consumers but increasing
willingness to make realistic
sacrifices and importance of
track&trace1
50%
40%
30%
20%
10%
0%
At-door
At-door
I find it
delivery is bad delivery is not important to
for the
necessary, I
be able to
environment can pick it up
follow my
at a location purchase with
close by
track&trace

Important
1

© Shopping 2020

Agree

GfK: Hoe shop jij in 2020?
Enquete, 2013

Totally Agree

73


Facilitate detailed tracking and tracing and product
identification

▪

Google Glass provides for transparency

Customer expectations and legislation will require detailed
and continuous tracking and tracing of purchased items. The
origin of products and ingredients or parts must be traceable
as well . Based on ‘internet of things’ whole chains will be
opened up with on every link of the supply chain relevant
information about the product. This information will be
accessible via the internet anytime. This will further increase
the need for product identification at item and serial number
level. Companies need to further integrate tracking and
tracing and product identification in their processes.

Wearable computers like Google Glass are able to support
supply chain activities. It will not cause large breakthroughs in
supply chain models, but will make supply chains more efficient
and transparent. In warehouses orders can easily be picked
hands free with Google Glass as the ‘drill instructor’ for picking
locations and as the tool for scanning of picked products. Also
when delivering goods to third parties Google Glass may be
Environment not yet a key-issue
used to capture the handing over of the goods and documents.
for consumers but increasing
Via a picture at location, evidence is created for this handover.
willingness to make realistic
Next to this Google Glass can play a role at the front of the
sacrifices and importance of
supply chain. Consumers can scan their groceries immediately
track&trace1
when taking them out of the shelves and pay afterwards via
Google Glass based on this scanning. Altogether Google Glass
leads to further enhancements in supply chain transparency.

© Shopping 2020

74

Optimize transport to consumers through bundling and
peak shaving

▪

E-commerce will increase the number of (near) home deliveries
within urban areas. To minimize congestion and CO2 pollution new
concepts will be needed. Bundling of transport within and across
companies is needed. Logistic service providers need to prove their
added value in facilitating this. Advantages will be achieved as a
result of collaborative planning and physical bundling. In
addition, different pricing of delivery times can be used to shave
peaks in trucks and work force and improve capacity optimization.
Harmonized regulations for city distribution will further support
efficiencies in handling and transport.

Bundling of transport at Transmission
Transmission is the largest alliance of independent
transporters in the Netherlands and Belgium. Participants
in Transmission bundle their cargo. This means faster and
more efficient transport. Overnight, during non peak
hours, small parcels are gathered with large trucks. These
parcels are delivered to partners or to the central Hub. In
the morning deliveries are done from this central hub.
With less CO2 pollution more kilometers are driven with
more return.
Source: MVO Nederland

Offer fully integrated distribution across Europe

▪

Internet increases the cross border (e-)commerce opportunities.
Fast delivery at affordable cost is an important prerequisite. Local
presence and/or speedy distribution is therefor needed. Logistic
service providers need to become true European partners for
warehousing and transport. This means one contracting party with
one set of tariffs, uniform warehouses in multiple European
countries and transport across Europe. Unified legislation
(tax, duties, customs, documents) is needed to lower the
administrative burdens across entire Europe.

© Shopping 2020

75

Eurogroup Consulting - Shopping 2020 - Supply Chain Final

Eurogroup Consulting - Shopping 2020 - Supply Chain Final

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