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1
July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
1) ThisisthethirdreportinourXFactorseriesonthemajor factorsimpactingtheUSretailindustry.Webelievesupply-chain efficiencywillbeakeyfactorthatwillmakeorbreakaretailer goingforward.
2) Cost-cuttingandenhancingoperationalefficiencyarekeyareas thatmajorUSretailershavebeenemphasizingontheirearnings callsthesepastfewquarters,astheindustryfacesthechanging preferencesofconsumerswhoareincreasinglyembracingonline shopping.
3) Wehaveidentifiedthreekeyinitiativesthataretransforming supply-chainoperations:optimization,speedandinnovation.
4) Digitalizationwillinevitablytransformthewayretailersoperate brick-and-mortarstores,ultimatelyinvolvingeverystakeholder alongtheretailvaluechain.
Deep Dive: Retail
X Factor— Supply Chain
Deborah Weinswig
Managing Director,
Fung Global Retail & Technology
US: 917.655.6790
HK: 852.6119.1779
CN: 86.186.1420.3016
2
July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
TableofContents
ExecutiveSummary..........................................................................................................................3TheSupplyChainasanXFactorofRetail................................................................................3
InventoryLevelsarePickingUpAgain.............................................................................................5
PhysicalRetailers’Supply-ChainInitiatives......................................................................................6
Amazon’sSupply-ChainInitiatives.................................................................................................10DigitalizationoftheSupplyChain..........................................................................................11
Conclusion:InnovateorDie...........................................................................................................12
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July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
ExecutiveSummaryThisisthethirdreportinourXFactorseriesinwhichweidentifythemesthatwebelievewillbecriticalfortheUSretaillandscapein2H17andbeyond.
Inthisreport,wefocusonthesupplychain.Wesummarizethechallengesthatretailersfaceintheirsupplychainsandanalyzetheinitiativestheyhaveembarkeduponoverthepastfewquarters.Basedonourfindings,weseetheneedforretailerstodigitalizethesupplychaininordertobetterpositionthemselvestocompeteintheincreasinglychallengingretailindustry.
XFactor―CompetitiveAdvantagesthatCouldRevolutionizeanIndustry
TheSupplyChainasanXFactorofRetailTherapidlychangingretailenvironmentanddisruptionfrome-tailershavecausedtraditionalretailerstosufferfromdeceleratingtop-linegrowth.Cost-cuttingandenhancingoperationalefficiencyhavebecomethefocalpointsofdiscussionduringearningscallsthesepastfewquarters.Byinvestingintheirsupplychains,retailersarelookingatsolutionsthatwilleventuallytransformhowtheysourceanddelivergoodstotheconsumer.
Byanalyzingconversationbetweentopmanagementandanalystsduringrecentretailers’earningscalls,wehavesummarizedthreekeyinitiativesthataretransformingsupply-chainoperations:
• Optimization:Increasingtheefficiencyofthesupplychain,whichleadstoshorterleadtimesaswellascostsavings.
• Speed:Enhancingspeed-to-marketsoretailerscanmanagetheirinventoryandproductofferingswithmoreflexibility.
• Innovation:Investinginnewsupply-chaintechnology.
Inordertoadapttothefast-changingretailingenvironment,retailersneedtolookatdigitalizationtotransformthewaytheyoperatetheirbrick-and-mortarstores.Thetransformationneedstoinvolveeverystakeholderalongthevaluechain,andalltheprocessesandinformationflows―suchasdataaccessibility,datasharing,collaborationanddataanalytics―needtobefluidandtransparent.
Figure1.Supply-ChainInitiativesSummaryTable(Sortbyalphabeticalorder)
RetailersSupplyChainInitiatives
Optimizations Speed InnovationsTraditionalRetailersJCPenney • CloseditsLakelandDistribution
Center.• Formedatrialpartnershipwithsupplierstoshiftstocktosuppliersinordertoreduceinventory.
• Improvedclearanceprofitabilitythroughtheimplementationofnewpricinganalyticsandsupply-chainefficiencies.
• Cuttheleadtimefromdesigntosalesfloorfromaprivatebrand’sprocess.
• Gavebettervisibilityontrendsandbettervisibilityonwhatthecustomersarebuying.
• Integrateditsdata-drivenapproachtopricingandstandardizedpricinganalyticsinonecentralsystem.
Thethreekeyelementsneededtotransformthesupplychain:optimization,speedandinnovation.
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July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
RetailersSupplyChainInitiatives
Optimizations Speed InnovationsTraditionalRetailersKohl’s
N/A
• Theproportionoftheproprietarybrandbusinessimpactedbyitsspeedinitiativewillincreasefrom25%attheendof2016toabout40%ofoverallproprietarysalesin2017.
• Leveragingtechnologytoincreasethepercentageofinventoryshippedfromstorestofulfillonlinedemandoronlinedemandpickedupin-store.
Macy’s,Inc • Consolidatedthenumberofitssuppliers.
• Reducedtheamountofapprovalsandstepsneeded.
• Triedtospeedupthedecision-makingprocesswithgreatercollaboration.
• Increasedthepaceoftime-to-marketandworkedcloselywithprivatebrandsandreactedtomarketchangesquickly.
• Encourageditsbrandpartnerstobemorecreativeandsharedopportunitiesthroughdataandinnovation.
Nordstrom • Spendingonsupply-chaintechnologyhasgrownby20%onaverageoverthepastfiveyears.
N/A
• Expectedtoinvestroughly$3.4billionoverthenextfiveyears.
• Roughly40%ofthecompany’splanisallocatedtomodernizingitstechnologyplatform.
• AcquiredDSCo.whichprovidesacloud-basedservicetotrackinventoryandorders.
Sears • Improvedbothflexibilityandprofitabilityinthesupplychainbyincreasingitssourcingcapabilities.
• Madeitsinventoryacrosstheentirestorenetworkavailabletomembers.
• Enabledcustomers’orderstobefulfilledbytheneareststore.
• Connectedtheecosystemofstoresandwarehousesbyleveragingtechnologyandsupply-chainplatforms.
BigBoxandWarehouseClubsTarget • Openedanewfacilitytotest
differentiateddistributioncapabilities.
• Dramaticallyreducedstorelabordedicatedtounloadingtrucksandstockingthesalesfloor.
• Beganatestthatofferssame-daydelivery.
• TargetRestockallowscustomerstoorderarestockshippingboxfilledwithessentialitemsandhavethemdeliveredtotheirhomesquicklyforalowflatfee.
• Allocatedcapitalinvestmentofmorethan$7billionoverthenextthreeyearstofocusontechnologyandthesupplychain.
• Gainedinsightsthroughsupply-chaindatatounderstandpotentialoperationalchallengesanddetermineappropriatepricinganddeliverywindowsbasedonconsumers’preferences.
Walmart • Doubledtheefficiencyofitstruckfleet.
• Controllingthesupplychainbyhavingdirect,long-termrelationshipswithgrowersfortheirgrocerybusiness.
• Adoptednewtechnologyandappstoprovidereal-time,in-stockinformationoninventorylevels.
OnlineRetailerAmazon • Investedinbuildingfulfillment
centersandwarehousesclosetomajormetropolitancities.
• DashisaWi-Fi-enableddevicethatreordersfrequentlypurchasedconsumerproductswithasinglepressofabutton.
• Filedapatentforaflyingwarehouseconceptthatcanactasalaunchpadfordeliverydronesforlast-miledelivery.
• Hasmorethan45,000robotspoweredbyKivaSystemsinitswarehouse.
• Filedapatentforanon-demandapparelmanufacturingwarehouse.
Source:Companyearningscalls
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July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
InventoryLevelsarePickingUpAgainManyUSretailershavebeensufferingfromweakeningtop-linegrowthinthepastfewquarters.Decliningmalltraffic,anoverstoredindustryandthestructuralshiftinconsumers’preferencestowardonlineshoppinghavecontributedtothestagnantdemandatphysicalstores.
Mostretailersstrivedtoadoptaninventory-lightmodelafterthefinancialcrisisin2008;forexample,Walmart,increasedinvestmentinitssupplychain.However,emerginge-tailershavebecomeadisruptiveforcethatisdrivingrapidchangeintheretailindustry,andretailersmustonceagainadapttosurvive.
Lookingatinventoryturnoverataselectgroupofretailersanddepartmentstoressince2008,wenoticethattheinventorylevelsofmajorretailersarerising.EvenatWalmart,knownforitsworld-classsupply-chainmanagement,itsinventoryturnoverin2016wasclosetolevelsseenin2008―whichwereunusuallyhighbecauseoftheaftereffectsofthefinancialcrisis.
AndifwelookatAmazon,eventhoughitsinventoryturnoverhasalsoincreasedovertheyears,thisislargelyduetoitsstrategyofofferingasmanydifferentproductsaspossible.AccordingtoExportX,whichisane-commercecompany,Amazonoffered488milliondifferentproductsin2015,introducinganaverageof485,000newproductsperday(bycomparison,Walmartoffersapproximately150,000productsatitsSupercenterstoreformat).Themassiveselectionmeansinventoryturnoverrisessignificantly.
Figure2.AverageInventoryTurnover(IndexedInventoryTurnoverin2008=100)
Source:Bloomberg,FungGlobalRetail&Technology
Assuch,increasingsupply-chainefficiencyhasbecomeakeyareaforretailerstosharpentheircompetitiveness.Inthestrategyupdatesduringretailers’conferencecallsthesepastfewquarters,seniormanagementhavereiteratedtheirfocusoncostcuttingandopeningupnewrevenueopportunitiesbyinvestinginsupplychains.
80859095100105110115120125130
2008 2009 2010 2011 2012 2013 2014 2015 2016
Walmart Macy’s NordstromKohl’s JCPenney Sears
Inventoryisbuildingupagainduetoinefficienciesinsupply-chainmanagement.
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July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
Inthesecondpartofourreport,wesummarizethekeypointsthattopmanagementatMacy’s,Walmart,Kohl’s,Nordstrom,JCPenney,Sears,TargetandAmazonhasmentionedduringtheirrecentearningscalls.
PhysicalRetailers’Supply-ChainInitiativesWebreakoutthetopretailers’supply-chaininitiativesintothreekeycategories:
• Optimization:Increasingsupply-chainefficiency
• Speed:Enhancingspeed-to-market
• Innovation:Investinginsupply-chaintechnology
JCPenney
ChallengesandPrioritiesMarvinEllison,PresidentandCEOofJCPenney,saidthekeybenefitofe-commerceisconvenience.JCPenneyhadbeenlearninghowtosimplifythein-storeenvironmentsoitcanofferabettershoppingexperience.Optimizingthenetworkfromanomnichannelstandpoint,JCPenneydecidedtoclosesomestorestoensureitcouldserviceitsomnichannelcustomersmoreeffectively.
Supply-ChainInitiatives• Optimization:JCPenneyhascloseditsLakelandDistributionCenterand
formedatrialpartnershipwithsupplierAshleyFurniture,shiftingstocktothesupplierinordertoreduceheldinventory.Itisworkingonimprovingitsreplenishmentprocessdomesticallyandtobelessdependentonaverylongsupplychain.Inaddition,theretailerhasmadeeffortstoimproveinventoryclearanceprofitability,implementnewpricinganalyticstoolsandenhancesupply-chainefficiencies.
• Speed:JCPenneyhasreducedtheleadtimefromdesigntosalesfloorintheprivatebrands’manufacturingprocess,allowingbettervisibilityontrendsandonwhatthecustomersarebuying.
• Innovation:JCPenneyhastakenadata-drivenapproachtopricingandstandardizedpricinganalyticsintoonecentralsystem.
Kohl’s
ChallengesandPrioritiesAccordingtoKevinMansell,CEOofKohl’s,theweakapparelenvironmenthashurttoplinegrowth.Kohl’sstrivestomaketheproductofferinginunderperformingstoresmorerelevantandmoreeffective.Itintendstocontinuetolowerinventoryperstorebyabout3%peryearoverthenextthreeyears,withlargerinventoryreductionsatitsretailstoresandatitswarehouses.
MarvinEllison,PresidentandCEOofJCPenney,saidthekeybenefitofe-commerceisconvenience.
TheweakapparelenvironmenthashurttoplinegrowthofKohl’s.
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DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
Supply-ChainInitiatives• Speed:Kohl’sfocusesonspeedandlocalizationinitiativestoimproveits
supplychain.Thisspringitexpandeditsspeedinitiativetootherprivateandexclusivebrandsacrosstheapparelandsofthomecategories.Thepercentageoftheproprietarybrandbusinessofoverallproprietarysalesimpactedbythisspeedinitiativewillincreasefrom25%attheendof2016toabout40%in2017.
• Innovation:Kohl’sisleveragingtechnologytoincreasethepercentageofinventoryshippedfromstorestofulfillonlinedemandoronlinedemandpickedupin-store.
Macy’s
ChallengesandPrioritiesDuringrecentearningscalls,Macy’smanagementhascommentedonthehugechallengeithasbeentofindtherightsizefitforitscustomers.Itisdifficulttostandardizesizesandpatternsforeachoftheirbrandswhentheyhavedifferentmanufacturingandsourcingpartners.Toensurethestoreshavethesizeandcolorthatthecustomerwantsinstock,Macy’sneedtobuildtheassortmentsandholdsufficientstockforthebest-sellingstyles.
Supply-ChainInitiatives• Optimization:In1Q17,JeffreyGennette,PresidentandCEOofMacy’s,
saidthecompanyhasconsolidatedthenumberofsuppliersitworkswithintheFarEastandnowhasembeddedteamsinplacetoreducetheamountofapprovalsandstepsinthebuyingprocess.
• Speed:Macy’shasalsotriedtospeedupthedecision-makingprocessthroughgreatercollaboration.Thishasmeantincreasingthepaceofthedecision-makingprocessandworkingcloselywithprivatebrandsandreactingwithmarketchangesmorequickly―beingmoreagileandthusabletomakedecisionsmorequickly.
• Innovation:Macy’sencouragesitsbrandpartnerstobemorecreativeandshareopportunitiesthroughdataandinnovation.
Nordstrom
ChallengesandPrioritiesAccordingtoMichaelKoppel,ExecutiveVPandCFOatNordstrom,theretailerhasbeenworkingthroughtheoperationalchallengesofoperatinganintegratedin-storeandonlinebusiness,asitdidnothaveallthesystemsfullyaligned.Processingreturnsmadeonlinein-storeandfindingtherightwaytobalanceinventoryarealsokeychallengesthecompanyfaces.Duringrecentearningscalls,managementhasalsomentionedchangingcustomerexpectations―whatcustomersexpectnowadaysisverydifferentfromwhattheyhadexpectedinthepast.
Macy’smanagementhascommentedonthehugechallengeithasbeentofindtherightsizefitforitscustomers.
MichaelKoppel,ExecutiveVPandCFOatNordstromsaidwhatcustomersexpectnowadaysisverydifferentfromwhattheyhadexpectedinthepast.
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DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
Supply-ChainInitiatives• Optimization:Spendingonsupply-chaintechnologyhasgrownby20%on
averageoverthepastfiveyears.
• Innovation:Nordstromexpectstoinvestroughly$3.4billionover thenextfiveyears.Roughly40%ofthecompany’splannedexpenditure hasbeenallocatedtomodernizingitstechplatform,makingdigitaland mobileenhancementsandexpandingthefulfillmentnetwork.Nordstrom acquiredDSCo.,aproviderofcloud-basedservices,totrackinventory andorders,andhencelowerretailers’costsbyrequiringthemtohold lessinventory.
Sears
ChallengesandPrioritiesAweakdemandenvironment,warmweather,increasedpromotionalactivitiesandintensecompetitionarethekeychallengesthatSearshasmentionedonitsrecentearningscalls.Thecompanyintendstoimprovetheperformanceoftheapparelbusinessthroughchangesinsourcing,productassortment,spaceallocation,pricing,expensemanagementandinventory-managementpractices.
Supply-ChainInitiatives• Optimization:Searsisworkingonimprovingbothflexibilityand
profitabilityinthesupplychainbyimprovingitssourcingcapabilities.
• Speed:Thecompanyismakinginventoryacrosstheentirestorenetworkavailabletomembersofitsloyaltyclubsocustomerscansearch,findandpurchaseitemsregardlessofphysicallocation.Thesystemenablesthestoreclosesttothecustomertofulfilltheordersoitcanbedeliveredfasterandatalowercost.
• Innovation:Searsistakingstepstoconnecttheecosystemofitsstoresandwarehousesbyleveragingtechnologyandsupply-chainplatforms.Thishasallowedthecompanytodeliverto99%ofUShouseholdswithintwodaysorless.
Target
ChallengesandPrioritiesJohnJ.Mulligan,COOofTarget,reiteratedthatthechallengefacingthecompanyistomakeretailshoppingmoreexperiential―inotherwords,deliveringmoreoftheinspirationthatconsumerscanonlyfindinthephysicalstores.Heexpectsconsumerstocontinuetobedrawntoe-commercetosavetimeonshoppingandemphasizedthatretailersneedtounderstandhowconsumers’preferencesandexpectationsareevolving.Bybeingabletoanticipatethedirectionconsumersareheading,retailerscanfindnewwaystoengagethemateverystage.
Aweakdemandenvironment,warmweather,increasedpromotionalactivitiesandintensecompetitionarethekeychallengestoSears
JohnJ.Mulligan,COOofTarget,reiteratedthatthechallengefacingthecompanyistomakeretailshoppingmoreexperiential.
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DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
Supply-ChainInitiatives• Optimization:TargetopenedanewfacilityintheNortheastthatwill
allowtheretailertotestdifferentiateddistributioncapabilities,includingstorereplenishmentbasedontheappropriateunitofmeasureoneveryitem.Targethasalsodramaticallyreducedhoursofstorelaborthatisdedicatedtounloadingtrucksandstockingthesalesfloor,sothatthestorelaborcanfocusonservingcustomers.
• Speed:AtitsTribecastoreinNewYorkCity,Targetisreadytobeginbeta-testingofsame-daydeliverytocustomersatthatstore.TargetRestock,whichwillbeginrollingouttotheTwinCities,allowscustomerstoplacearestockorder―aboxfilledwithessentialitems,suchastoothpaste,diapers,coffeeandcereal―andhaveitdeliveredtotheirhomesquicklyforalowflatfee(constrainedbyaweightlimit).
• Innovation:Targethasallocatedcapitalexpenditureofmorethan$7billionoverthenextthreeyearstofocusontechnologyanditssupplychain.Itplanstobuildasmartnetworkthatleveragesallitsstoresanddistributionassetstoserveconsumersmorequicklyandmoreflexiblyineverychannel.Bydigitalizingthesupplychain,Targetcangaininsightintothepotentialoperationalchallengesanddetermineappropriatepricinganddeliverywindowsbasedonconsumers’preferences.Theseinnovationsaredesignedtoprovidemoreconvenience,inspirationandfasterfulfillment.
Walmart
ChallengesandPriorities Onrecentearningscalls,DouglasMcMillon,CEOofWalmart,hasreiteratedfourprioritiesforthecompany:
1. Makeeverydayeasierforbusyfamilies.
2. Operatewithdiscipline.
3. ChangehowWalmartworksbybecomingamoredigitalenterprise.
4. Deliverresultsandpositionthecompanytowin.
Walmartfocusesonsustainabilityandenhancingtheshoppingexperienceforitscustomers.
Supply-ChainInitiatives• Optimization:Ithasdoubledtheefficiencyofitstruckfleet.
• Speed:Walmartcontrolsthesupplychainforitsgrocerybusinessbyhavingdirect,long-termrelationshipswithfoodgrowers.
• Innovation:Walmarthasadoptednewtechnologyandappstoprovidereal-timeinformationtoimprovein-stocklevelsandbettermanageinventory.
Walmartfocusesonsustainabilityandenhancingtheshoppingexperienceforitscustomers.
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DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
Amazon’sSupply-ChainInitiativesNext,welookathowAmazondifferentiatesitselfthroughsupply-chainmanagement.
Basedonthethreefactorsdiscussedabove,wehighlightafewexamplestodemonstratewhatAmazonisdoingcomparedtotraditionalretailers:
• Optimization:ForitsPrimeMembers,Amazonoffersfreetwo-hourshippingineligibleareasorfreetwo-dayshipping.Toenablesuchanefficientlogisticsprocess,Amazonbuiltfulfillmentcentersandwarehousesclosetomajormetropolitancitiesafewyearsago.Duringitsfirstquarter2017earningscall,BrianOlsavsky,SVPandCFO,mentionedthatmostofthe51%year-over-yeargrowthincapexwasspentonexpandingthefulfillmentnetwork.Thisechoedlastyear’s“DragonBoat”initiative,whichBloomberghassaidisacorporatestrategytotakecontrolofAmazon’send-to-endsupplychainglobally.Amazonalsoformedateamtofocusonthedevelopmentofdriverlesstechnology,andalsoaimstoachievelogisticsautomation,accordingtotheWallStreetJournal.
• Speed:Amazoniscontinuouslyinvestingintechnologiesandproductsthatautomatetheshoppingprocessandspeedupfulfillment.It’sDashButtonisadevicethatmakesreorderingcertainproducts,suchasdetergent,aseasyasthepushofabutton.Lastyear,Amazonalsofiledapatentforaflyingwarehouseconceptthatactsasalaunchpaddispatchingdeliverydronesforlast-miledelivery.Theconceptcallsforablimporairshipthatwouldactasaflyingfulfillmentcenterhoveringintheairwheredemandforcertainproductsisramping.
• Innovation:AccordingtoTheSeattleTimes,Amazonnowhasover45,000robotsinitswarehouses.PoweredbyKivaSystems,theserobotscansort,pickandpackorderswithoutanyhumanintervention.Inaddition,AmazonlaunchedahomevirtualassistantAlexa―anAI-powereddevicethatithopeswillbecomethecentralnervoussystemoftheconnectedhome―whichenablesshoppingthroughvoicecommands.Inlate2015,anotherpatentfilingfromAmazonshowsanon-demandapparelmanufacturingwarehousethatcanquicklyproducetheproductafteranorderisplaced.Thesystemwouldincludeanassemblyline,cuttersandtextileprinters.
Primemembership,theDragonBoatinitiative,DashbuttonsandwarehouserobotsaresomeexamplesofhowAmazonisdigitalizingitssupplychain.
DashandAmazonwarehouserobotshelpAmazontodigitizethesupplychain.
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July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
Figure3.Amazon’sWarehouseRobots
Source:Amazon
DigitalizationoftheSupplyChainInordertoenhanceoptimization,speedandinnovationofthesupplychain,retailerswillneedtorelyondigitalizationtotransformtheirsourcinganddistributionprocessesaswellashowtheyoperatebrick-and-mortarstores.Thetransformationwouldrequireeverypartneralongtheretailvaluechaintobeinvolved.
Someexamplesofdigitalizationalongthevaluechaininclude:
• Productdesign:Digitaldesignsoftware,cloudcomputing,virtualsampling,predictiveanalyticsand3Dprinting.
• Manufacturing:InternetofThing(IoT)technology,sensorsanddigitalprinting.
• Distribution:Robots,autonomousvehicles,blockchaintechnology,radio-frequencyidentification(RFID)andnear-fieldcommunication(NFC).
• Sales:Technologythattracksinventoryand/orconsumerbehavior,whichincludesdeviceswithradio-frequencyidentification(RFID)sensorsthatcantrackthelocationandmovementofitemsin-store,aswellastrackconsumerbehaviorin-store.
Onthesupply-chainside,end-to-endinventorytrackingthroughIoTenablescloserintegrationwithallstagesofthesupplychain,i.e.,distribution,supportingmoreefficientoperationsandlimitingtheoccurrencesofmisplacedorout-of-stockitems.
Digitalizationcantransformthesupplychain.
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July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
Connectedsupplychainsalsoincreasetheopportunitiesforcustomerstoconnectandinteractwithproducts,andretailerstocapturenewrevenueopportunities.In-storeconnectedtechnologyincreasesmerchandiseengagement—forexamplebyusingsmartmirrorsthatenablecustomerstovirtuallytryonitemsorthroughNFCtagsthatsendinformationaboutanitemtothecustomer’ssmartphone.
Formoredetailedanalysisofdigitizationofthesupplychain,pleaserefertoourreports:IoTinRetail—DigitalizingBrick-and-MortarStoresandAnOverviewoftheDigitalizationoftheApparelSupplyChain.
Conclusion:InnovateorDieThebrick-and-mortarchanneliscurrentlylosingthegrowthfighttoe-commerce.Asaresult,majorretailersareundertakingnewsupply-chaininitiativesfocusingonoptimization,speedandinnovationinordertosurviveinthenewdigitalcommerceera.Thepremiseistomakephysicalretailingasconvenientasonlineshoppingfortheconsumer,andtoachieveoperationalefficiencybasedonanomnichannelbusinessmodel.Giventhespeedoftechnologicalinnovation,traditionalretailbusinessesarefacedwithan“innovateordie”propositionandonemajorareathatrequiresinnovatingistheirsupplychains.Bydigitalizingthewaygoodsaredesigned,produced,soldanddelivered,retailersstandtobenefitfromoperationalefficiencyaswellasnewrevenueopportunities,competingmoreeffectivelyinadigitalworld.
Digitalizationcanenableinventoryleveltrackingandlocationtracking―justafewofthemanybenefits.
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July10,2017
DeborahWeinswig,ManagingDirector,FungGlobalRetail&[email protected]:917.655.6790HK:852.6119.1779CN:86.186.1420.3016Copyright©2017TheFungGroup.Allrightsreserved.
DeborahWeinswig,CPAManagingDirectorFungGlobalRetail&TechnologyNewYork:917.655.6790HongKong:852.6119.1779China:86.186.1420.3016deborahweinswig@fung1937.comSimicChanSeniorResearchAssociate
HongKong:8thFloor,LiFungTower888CheungShaWanRoad,KowloonHongKongTel:85223004406London:242-246MaryleboneRoadLondon,NW16JQUnitedKingdomTel:44(0)2076168988NewYork:1359Broadway,18thFloorNewYork,NY10018Tel:6468397017FungGlobalRetailTech.com