search.noResults

search.searching

note.createNoteMessage

search.noResults

search.searching

orderForm.title

orderForm.productCode
orderForm.description
orderForm.quantity
orderForm.itemPrice
orderForm.price
orderForm.totalPrice
orderForm.deliveryDetails.billingAddress
orderForm.deliveryDetails.deliveryAddress
orderForm.noItems
34 Future of Retail


issue 01


Scenario testing will become standard practice in supply chain management. It’s about identifying those ‘known unknowns’ - the potential inaccuracies, the things that need contingency planning, the hard-to predict factors.


for sales, marketing, finance, HR and the rest to catch up, senior SC executives really need to understand how the rest of the businesses they are engaged in work too.


COLLABORATION WILL BE KEY The bedrock of the future will be built on the improved


collaboration between departments that this move ushers in. There needs to be more holistic control of retail and wholesale businesses end to end and side to side. And we need a new phalanx of educated trained


professionals because holistic management of an increasingly complex environment, demands people of the highest calibre. As computational power increases, the best systems will give you higher and higher degrees of visibility over larger supply networks. At present, many companies’ planning is done monthly. In the near future, you can expect the picture to be updated at least once a day and this will move towards a real time overview of the entire supply operation across all transport units, stores, DCs and SKUs.


BEING ABLE TO LOOK BEFORE YOU LEAP Scenario testing will become standard practice in


supply chain management. How does this work? It’s about identifying those ‘known unknowns’ (to borrow from Donald Rumsfeld) - the potential inaccuracies, the things that need contingency planning, the hard-to- predict factors. Shared scenario ‘playtesting’ prior to the most important events and seasons helps align the approach and responses of different teams within the business when the contingencies happen. Simply add in any set of parameters, use your system


data and monitor the KPIs to see the impact of different possible situations. Then, armed with these forecasts,


decide on responses to any given event that’s been played out in the ‘sand-pit’. These responses can then be automated so that if the system detects that the criteria have been met it will swing into action. Any uncertain situation can be played out in advance and as many likely permutations gamed and planned for. That way, in the thick of the season, your system will be primed to deal with issues so you don’t have to.


YOUR FUTURE WILL BE FLEXIBLE … or rather you can expect to need to be more


flexible in the future. For instance you may need a flexible in-house workforce that can work around the peaks and troughs in picking and delivery and warehouse positioning requirements. Then again you might outsource some capacity needs to partner, or even share resources. In the longer term resource sharing could be one of the most interesting areas of potential development in supply chain. Some have suggested that blockchain, the tech that underpins Bitcoin, could be a great enabler. Others wonder if we’ll see the sharing economy


extend to supply chain via an Uber- or an Airbnb-type app to provide easy access to logistics and warehousing, for instance, for those without enough, and the chance for those with excess to monetise it. Could sharing be the way for all the Davids to join


together and scale up to take on Goliaths like Amazon? Who knows! But we can be confident of this much – all those who think supply chain is a worthy but dull field will find that a far harder position to take in five years time than they could possibly suspect. The importance of supply chain within the business world is only set to grow. www.relexsolutions.com


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82