Superior Shopping Experience with Supply Chain Optimisation

ASOS, a global fashion destination, has announced a collaboration with Celonis to optimise supply chain operations. Through the Celonis Process Intelligence platform, ASOS is connecting its end-to-end supply chain to provide full visibility, transparency and accountability, enabling reductions in process variation, increasing speed to market, and improving the customer experience.

“ASOS is a prime example of how leading retailers can use Process Intelligence to transform their operations,” said Rupal Karia, General Manager for UKI and MEA at Celonis. “With Celonis, ASOS gets unprecedented visibility into its end-to-end supply chain and can identify and act upon opportunities for improvement in real-time. Together, we’re unlocking the full potential of ASOS’ supply chain to deliver faster, smarter, and more efficient operations at scale.”

Transforming ASOS’ Supply Chain and Driving “Speed to Customer” with a Process-first  Approach

As a leading online fashion retailer, ASOS operates in a highly dynamic and competitive market where speed to customer is a critical differentiator. Leveraging the Celonis Process Intelligence platform and its game-changing object-centric process mining (OCPM) technology, ASOS can connect its product, inbound supply chain, logistics and outbound delivery & returns teams, providing a holistic, real-time view of the full supply chain process—from purchase order to putaway to products on the doorstep. This enables ASOS to gain actionable insights into key supply chain performance metrics, which will help drive faster, more reliable order fulfillment​.

“With Celonis, we’ve connected our entire supply chain—from intake and inbound to outbound and returns—enabling teams to break down silos, streamline processes, cut costs, and deliver the latest trends to customers faster,” said Laurence Moore, Head of Strategic Projects, Supply Chain at ASOS.

A Vision for the Future: Scaling Process Intelligence across ASOS

As part of its long-term digital transformation strategy, ASOS is exploring ways to expand Celonis across multiple business functions, including Purchase-to-Pay, Order Management, IT Service Management, and Warehouse Management​. With real-time process monitoring, ASOS can further enhance efficiency, reduce costs, and continue delivering an outstanding customer experience.

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Poor Visibility is Leading Cause of Fulfilment Chaos

 

Supply Chain Optimisation Key to Retail

Businesses across all sectors are looking to AI, whether it’s to improve productivity and efficiencies within their operations or to offer a more personalised experience to customers, writes Faki Saadi (pictured), Director of Sales, UK, Ireland and France at SOTI. A message echoed at the National Retail Federation conference, which saw retail giants such as Amazon, Walmart and Victoria’s Secret reveal new AI-enhanced offerings.

However, a recent SOTI study revealed that underwhelming in-store device experiences and frustrations with deliveries and returns processes are tempering consumer excitement for AI, with just one in five British shoppers looking forward to its arrival in the retail market. Before more brands integrate advanced technologies, either in-store or online, it is critical that they nail down the basics to provide a frictionless experience and gain consumer trust.

Need for Speed

A key consideration for many shoppers before they make any purchase is the expected delivery time. In fact, 42% of UK consumers now expect to pick up an item ordered online from a physical store on the same day of purchase and 43% will look elsewhere if delivery or pick up of an item exceeds two days.

The ability to offer this level of service to shoppers lies in having an optimised supply chain. Through the integration of AI and implementing a fleet of connected devices, businesses can access essential intelligence data to better manage inventory, re-route stock depending on requests for products and ensure logistical operations are strategically planned.

This eliminates any manual processes that are slowing down procedures and creates a network of connected warehouses and distribution channels, that can react and adapt depending on a company’s current needs. As such, brands will now be in a stronger position to guarantee both fulfilment and consumer satisfaction.

Removing Blind Spots

Consumers demand direct exposure to retailer’s supply chains, requiring a synchronised reflection of what is available, through what channels and in what time period. True transparency is key to helping consumers feel in control during their journey through the sales funnel while offering them the flexibility to shop where it is most convenient for them. The appetite is clear, with nearly three quarters (73%) of shoppers expressing a desire to always know where their order is within the delivery process. For brands to offer this level of insight, they need to invest in supply chain optimisation so that they can access accurate real-time data and intelligence.

Through this, organisations will benefit from having immediate detection and reaction to operational challenges by integrating both device and operational data, including status of on-time deliveries, inventory status and driver behaviour. This will allow retailers to provide precise information directly to consumers, on when a product has been dispatched, when it has been received by a local courier and how far that parcel is from the recipient at any time on the date of expected delivery.

We have seen this in action through our work with DPD. This logistics giant has achieved greater visibility and control of its entire mobile operations, making it far easier to meet expectations and increase customer satisfaction.

Fluid Returns

For many shoppers, the ability to return an item in a convenient way can be enough for them to choose one retailer over another. Nearly three in five (59%) UK consumers say they would be more likely to choose a retailer if multiple return points were offered. Therefore, it is essential that brands offer a variety of couriers, returns lockers or the option to drop products off at any branch nationwide or at partner stores. But, how can retailers make that happen and still maintain visibility over all the moving parts?

From the point of a customer registering a return, to arranging delivery back to the warehouse and getting inventory processed into the system to be sold again, businesses should be making use of connected devices to retain as much data as possible. By developing an optimised supply chain, this data can then be made accessible and shared between various warehouses so that stock can be re-distributed to areas in need and operations managers can have a clear view of any movements in the facility. By integrating a fully automated process, retailers can then improve efficiency and ensure that the return journey is smooth and uninterrupted.

The Takeaway

Customer loyalty is becoming increasingly fickle, and all organisations should be using every tool at their disposal to build and retain it. A SOTI customer, American Airlines, which leverages remote control help desk tools to maintain customer satisfaction, proves that having the right technology at your fingertips can exponentially improve the overall experience of your customer base.
So, as retailers look ahead to advanced technologies like AI, it is critical that they revise their existing tech strategies now, both in-store and across the supply chain, so that when they do make the transition to AI, consumers are receptive, excited and optimistic.

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Shoppers Ditch Sustainability for Bargains

 

Peak Christmas Panic on 22nd December

As we hurtle towards Christmas, days left for grocery shopping, gift buying and travel are disappearing fast, with panic slowly building amongst consumers. According to analysis from delivery business Gophr, peak Christmas panic will grip the nation on the Friday before Christmas (22nd).

Coined ‘National Day of Christmas Panic’, the 22nd December will represent the height of Christmas chaos and panic due to:

• As of 4th December, there was no availability for the most popular Christmas delivery slots, namely the 22nd and 23rd December for several major supermarkets including Waitrose, Sainsbury’s, Ocado, ASDA and Morrisons.
• There being limited availability on train travel out of London, with, for example, only a single train journey open for advanced ticket purchase from London-Nottingham on 22nd December as of 4th December
• A repeat of last year’s busiest day on the roads (Friday 23rd December 2022) for pre-Christmas traffic, so called “Frantic Friday”, with car journeys expected to reach almost 4m on 22nd December

Additionally, Gophr is expecting an 80% increase (vs daily average) in the number of delivery journeys it will make on Thursday 21st December, marking the last realistic day for delivery before Christmas day. Those who’ve left it too late will have to brave the shops on Super Saturday (23rd December) in order to get those last-minute Christmas gifts in person.

Seb Robert, founder and CEO of Gophr commented: “Every year we say to ourselves that we won’t leave our Christmas prep to the last minute, and yet every year there is that sense of panic. It comes as no surprise that as a nation we reach ‘peak Christmas panic’ on the last Friday before Christmas, with delivery slots for groceries being at a premium, travel routes at their busiest and delivery options dwindling before the big day.”

To pinpoint the ‘National Day of Panic’ for 2023, Gophr number crunchers analysed; the delivery slots for all major UK supermarkets, train timetables for all major train routes out of London in December, historic RAC and AA data for travel patterns during the festive period, as well as Gophr’s proprietary delivery data.

Christmas Panic
Christmas Panic

Robert concluded: “A broader choice of delivery options can of course mitigate some of this panic, with many consumers looking for faster options to ensure that they get their products in good time, leaving more time for merriment and less time for stressful shopping and travel.”

Shoppers Ditch Sustainability for Bargains

Today, Manhattan Associates Inc. (NASDAQ: MANH) announced the findings of a new study on Britain’s sustainable shopping habits in the lead-up to Christmas. At a time when consumer spending is typically high, the fallout from the cost-of-living crisis has revealed that low costs are trumping both sustainability considerations and convenient deliveries and returns, indicating that cost will be paramount for more shoppers this holiday season.

Shopping Sustainably

The survey conducted by YouGov found that 32% of Brits aren’t actively looking for sustainable products or brands when shopping online. This behaviour makes it clear that shoppers are now prioritising their pockets (even more so than shopping with brands who provide convenient deliveries and returns), proving that economic factors play a significant role when it comes to sentiments around sustainability: “The golden quarter and holiday season is well underway but clearly the state of the economy is having an effect on customer behaviour – unfortunately, it looks as if cost is trumping sustainability just now,” commented Craig Summers, Managing Director UKI, MEA & Nordics at Manhattan Associates.

However, outside of the festive season, the data revealed that shoppers are still concerned with sustainability as a broader topic, and that there are growing consumer expectations for businesses to be greener. To help achieve this, customers are willing to make some sacrifices. The research found that:

• Almost two-thirds (64%) of Brits believe it is important for businesses to offer sustainable packaging
• Over half (53%) expect a sustainable product lifecycle, with returned products being actively recycled and reused
• Over half (56%) are also willing to wait to receive multiple parcels in one delivery to cut down on carbon emissions

Retailer Requirements

Brands must find the right balance between providing customers with sustainability and affordability. Redesigning products to take into account sustainability (at the beginning of the design process), ensuring items can be recycled more easily and using more environmentally friendly materials at the outset of production are a vital first step and essential for any brand now facing increased regulatory scrutiny of green claims. On top of this, however, finding ways to decarbonise the supply chains that deliver products will be equally important: rethinking make-or-buy decisions and limiting the need for long-range logistics, setting procurement standards for suppliers and improving visibility across networks will result in a more sustainable retail industry overall.

“This year has been tough for retailers and consumers across the board. From the domestic cost-of-living crisis – magnified by inflation and higher interest rates – to an increasingly fractured macroeconomic environment, 2023 has proved challenging for retailers and consumers alike. While inflation is beginning to ease, the road to recovery will not happen overnight. It perhaps isn’t surprising that customers are prioritising costs above all other aspects right now, especially as we approach Christmas, but hopefully we will see greener shoots of recovery for the economy, and also consumer impetus for sustainability, return in the spring,” concluded Summers.

Little Green Bag Enhances Sustainable Operations

The Little Green Bag, a leading Dutch fashion retailer known for its carefully curated selection of niche clothing and accessories, announces a strategic partnership with CMC, a pioneer in innovative packaging solutions. This collaboration marks a significant step towards enhancing operational efficiency while upholding their commitment to environmental sustainability.

Founded in 2008 by Aramis and Maria Gandjapour a dedicated Dutch couple in Vlaardingen, The Little Green Bag has grown from a small bag retailer to a thriving online platform offering a diverse range of products to include jewellry and accessories, now serving a global clientele. From the beginning, the company has focused in providing a personalized experience and delivering quality products that are both stylish and sustainable. Acknowledging the necessity to adapt to the increasing demands of their growing customer base, the company sought innovative solutions to streamline their operations.

The turning point came when The Little Green Bag decided to venture into online retail, using the house as a warehouse. The growth was phenomenal and this surge in demand necessitated a larger warehouse; in 2012, they invested in a 100 m2 facility. Now, they operate in a vast space of 9,000 m2 with a workforce of 150 people, serving customers globally through a multilingual website.

Sustainable Operations

The rapid surge in orders, particularly during peak periods when order volumes reach up to 8,000 per day presented a packaging challenge for The Little Green Bag. The need to handle a substantial volume of single-line orders while minimizing packaging waste was imperative. Enter CMC and their revolutionary packaging solution, CMC Paper-Pro.

CMC Paper-Pro, a fully automated paper bagging system, was a game-changer and proved to be the perfect fit for The Little Green Bag’s evolving needs. By transitioning from traditional boxes to paper-wrapped bags, the company significantly reduced material consumption and shipping volumes, enhancing operational efficiency and reducing their environmental impact. The system’s flexibility allowed for customization, optimizing warehouse space in a high-cost area.

Lawrence van de Meeberg, Director of e-commerce at The Little Green Bag expressed enthusiasm about the collaboration, stating, ” CMC’s approach was impressive. They understood our specific needs and supported us in customizing the footprint to minimize waste and make our operations more sustainable. The integration of CMC Paper Pro has allowed us to not only enhance operational efficiency but also make significant strides in reducing our environmental footprint. It aligns perfectly with our vision of offering quality products sustainably and efficiently.”

Ed Savelsbergh, General Manager of CMC Packaging Automation NL, says “The Little Green Bag continues to thrive as a small department store, offering luxury within reach for all, while maintaining meticulous curation and personal involvement in the product selection process. We are proud to support their business with our technology to enhance efficiency and guarantee a great customer experience.”

Both companies are optimistic about the positive impact this partnership will have on the future of The Little Green Bag. By combining their expertise and innovative solutions, they aim to further elevate their offerings and ensure a seamless shopping experience for their global clientele.

Christmas Returns: Begins Within Days

Some eager gift-getters even start returning presents on Christmas Day! Festive gift-getters are wasting little time in returning their unwanted Christmas presents, according to new data from nShift, a global leader in parcel delivery management software.

According to the analysis, 28 December – dubbed “Returns Wednesday” – was the most popular day for people to begin the process of returning unwanted gifts in 2022. However, many consumers were even quicker off the mark. Some even began sending things back on Christmas Day itself.

Philipp Goldberg, Product Director for Returns at nShift said, “This is yet more evidence that when people shop online, they expect to be able to return products quickly and simply. When a retailer does not make their returns policy clear, or the process seems cumbersome, shoppers are more likely to abandon their purchase. This may be especially the case when they are buying a gift for someone else.”

Christmas Returns

nShift compiled these statistics by analyzing returns data from the last week of December 2022. By looking at which day of the week carrier companies were alerted of the need to collect an item, they were able to determine which days were the most popular for people to get the ball rolling. Wednesday 28th was the most popular day, with over a quarter of returns requests from the week generated during that day. This was closely followed by Thursday 29th and Tuesday 27th.

The full statistics are:

Date – % of the week’s returns data generated

Sunday 25 December (Christmas Day): 1%, Monday 26 December: 3.4%, Tuesday 27 December: 22%, Wednesday 28 December: 25.6%,Thursday 29 December: 22.3%,Friday 30 December:

19%, Saturday 31 December: 6.7%

Philipp Goldberg continues: “To ensure they increase conversions and keep customers coming back for more, retailers must offer a compelling returns policy and make it easy for both consumers and warehouses to operate. Digitizing the returns process can help make it accessible for the consumer and cut down on processing time.”

nShift’s returns solution helps ease the administrative burden while ensuring a smooth, friction-free journey for customers looking to return their orders. It enables customers to: Avoid handwritten return slips, Re-convert 30% of returns to exchanges, Keep customers up to date on return status, Work in a data-driven way and analyze returns in real-time, Always keep track of how many returns are en-route to the warehouse.

nShift compiled these statistics by analyzing returns data from the last week of December 2022. By looking at which day of the week carrier companies were alerted of the need to collect an item, they were able to determine which days were the most popular for people to get the ball rolling. Wednesday 28 was the most popular day, with over a quarter of returns requests from the week generated during that day. This was closely followed by Thursday 29 (22.3%) and Tuesday 27 (22%).

Inventory – the Next Normal

A new survey suggests that a single view of inventory is becoming increasingly important in retail logistics.

At its 2022 ‘European Exchange’ customer conference – this year staged in Berlin – supply chain software leader Manhattan Associates Inc. revealed the findings of its latest international research, ‘Recalibrating For The Next Normal’. It described a retail landscape where the lines between physical and digital commerce are becoming increasingly opaque and complicated.

“Shopping habits have changed forever,” commented Henri Seroux, SVP EMEA at Manhattan Associates. “There can be no return to the status quo, with 83% of retailers now claiming they operate a level of interconnection between their online and in-store functions.”

“As the retail industry recalibrates for this next normal, the ability to navigate disruption, while enhancing the physical and digital customer experience will become increasingly important; as will the technologies that allow retailers to fulfil in-store and online orders in an agile, sustainable and profitable fashion,” Seroux continued.

Single view of inventory

When it comes to fulfilment, the ‘one size fits all’ approach no longer works and retailers are reacting to this. Natalie Berg, retail analyst, author and founder of NBK Retail commented: “While the vast majority of surveyed retailers stated that they have a level of interconnection between their online and in-store functions (83%), only around half are offering buy in-store and return online (50%), or buy online and return in-store (46%). And, only 6% of retailers believed that they had an accurate overview of their inventory across their entire business (in-store and online) 100% of the time.

“Shoppers today expect to shop on their own terms with more than a third (34%) considering click & collect to be the most important delivery method, followed by contactless/curbside pickup at 19%. This finding highlights the importance of offering consumers choice when it comes to fulfilment options and the need for a retailer to possess a single view of inventory, as keeping that all important customer promise just got a whole lot more complicated,” Berg added.

Almost a quarter of consumers (24%) now expect shop assistants to be able to check availability in a nearby store if a product is out of stock, or order that product for home delivery or collection, highlighting the blending of the physical and digital retail spaces.

Seroux continued: “40% of consumers still favour traditional sales checkout in-store, whereas, 19% would like to use more digital methods such as self-checkout on the shop floor with a shop assistant via a mobile device (8%). Interestingly, almost two-thirds (63%) of retailers agreed that checking stock availability was the most important customer-facing duty performed by their shop assistants in 2022.

“Over the last decade bricks & mortar spaces were seen as liabilities in a digital era. However, the perception of the physical store has been fundamentally changed by the impact of the pandemic.

“Today, many retailers are evaluating the roles of their stores, recognising their added value as strategic hubs for online sales, not least as a fulfilment hub for click & collect, returns, endless aisles, same-day delivery and more. While digitalisation and frictionless shopping are certainly two of the big winners from the pandemic, the research shows that we should not be too quick to discount the importance of human interaction or the role of the physical store in the era of digital commerce,” finished Seroux.

Key research findings:

• 51% of consumers reported environmental/sustainability efforts were important to them in shopping
• 26% of retailers believe creating a more environmentally aware and sustainable supply chain is one of their top three priorities for 2023
• 74% of surveyed retailers provide shop assistants with handheld devices that show a consolidated view of inventory across the network
• If a return is made in-store 99% of retailers make the product available for resale with 38% making it available online, 25% putting it on the shop floor and 27% doing both
• 68% of retailers reported that they were now operating micro-fulfilment strategies in efforts to service the numerous channels used by today’s hybrid consumers
• 65% would like to have a choice of couriers and delivery dates, and 18% would like a choice of couriers with different cost options

• Survey: 3,500 adult (18+ years’ old) consumers and 700 management or senior-level retailer respondents, representing Tier 1 retail organisations (generating more than $100m in annual revenue) were surveyed, in France, Germany, Italy, The Netherlands, UK and USA.

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