As we have posted about before, retailers using store inventory to fulfill on-line orders is a thing. It is also a thing that raises an interesting question: At what level of store inventory should a retailer stop using store inventory to fulfill on-line orders? That is, should everything be available first-come, first served or should some store inventory be held back only for those customer that wander into the store? According to the Chicago Tribune, different chains are following different strategies on this (With Hatchimals scarce, who gets dibs — online shoppers, or those in the store?, Dec 13).
Target ships online orders from 1,000 of its stores, up from 460 last year. To avoid empty shelves, Target will turn off the order pickup or ship-from-store option on some items when a store’s stockpile falls below a certain threshold, said Target spokesman Eddie Baeb. Stores that ship also get extra inventory.
An online customer likely doesn’t care which store or warehouse handles their purchase. The shopper already walking the aisles does. Exactly how many items Target holds back depends on the product and how quickly it typically sells. …
Other retailers, like Toys R Us, don’t try to guess how many items to hold back for in-store customers.
Even on Christmas Eve, the retailer doesn’t bump back online orders to help procrastinating brick-and-mortar holiday shoppers. Purchases, whatever the format, are first-come, first-served, said Toys R Us spokeswoman Jessica Offerjost.
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It’s the end of the year so it is clearly time to see what is up with how retailers are handling holiday logistics. A useful starting point is this graphic from the Wall Street Journal (As Web Sales Spike, Retailers Scramble to Ship From Stores, Dec 1).
This shows how Toys R Us fulfills its web orders. And, yes, that says that over 40% of the web sales were fulfilled from stores. (To put that total in perspective, the company’s revenue last year was $11.8 billion.) (more…)
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There is a good chance that the last time you bought something on Amazon’s website, it wasn’t actually sold by Amazon. It instead came from an independent merchant, and Amazon just handled the logistics of getting the item to you. That arrangement has an implication that I never considered until a recent Wall Street Journal article (Amazon Prods Its Sellers to Free Up Warehouse Space, Nov 4): By inviting in the additional sellers, Amazon is giving up control of just what is in its fulfillment centers. If a merchant wants to sell miscellaneous crap, that is their business. At the same time, however, that miscellanea potentially ties up space that Amazon needs — or at least could use more profitably on other items. This is particularly true as we head into the holiday season when Amazon should reasonably expect business to be booming.
What is a poor e-commerce giant to do?
How about a little surge pricing? (more…)
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We all like simple solutions. Tired after work, your teenagers have friends over, and everyone’s getting hungry? Just order pizzas and the problem is solved. But how complicated is it to get pizzas to customers? Is there much room for innovation in this market?
The answer, apparently, is yes. The NPR blog The Salt had a feature on a Silicon Valley start up Zume that aims to use robot and specialized equipment to cut the time and cost to make and deliver pizzas (Our Robot Overlords Are Now Delivering Pizza, And Cooking It On The Go, Sep 29). This video shows how Zume (which should not be confused with a failed media player) works.
Here is the key point from The Salt article:
Here’s how it works. A customer places an order on the app. Inside the Zume factory, a team of mostly robots assembles the 14-inch pies, each of which gets loaded par-baked — or partially baked — into its own oven.
Whether the truck has five pies or 56, it needs just one human worker — to drive, slice and deliver to your doorstep.
“She doesn’t have to think about when to turn the ovens on, whether to turn the ovens off,” Collins says. “She doesn’t have to think about what route to take or [whom] to go to first. All of that is driven off of our algorithm.” …
The driver then parks, cuts the pie with a special blade and delivers it piping hot.
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Last week, we had a post on how the rise of e-commerce was messing with college dorms. Now the Wall Street Journal is reporting that the influx of package deliveries is also causing headaches at apartment complexes across the country (Web-Shopping Deluge Boxes In Landlords, Oct 20).
The onslaught has turned management offices of apartment buildings into de facto receiving centers as landlords grapple with recording packages, tracking tenants down to pick them up and finding places to store the parcels.
Camden Property Trust, the 14th-largest U.S. apartment operator by number of units, stopped accepting parcels at all of its 169 properties nationwide this year. Executives said the Houston-based landlord, which has roughly 59,000 units in 10 states and the District of Columbia, had received almost a million packages in 2014, and the rate was increasing by 50% a year. …
Each package results in about 10 minutes of lost productivity, Camden executives estimated. At a rate of $20 an hour for employee wages, that amounts to about $3.3 million a year, they said.
Beyond the staff costs, there are a number of other complications. For example, having the office at a complex open normal business hours may suffice for most things, but if residents leave for work before 8:00AM and don’t get home before 6:00PM, coordinating pick up can be a hassle for both the landlord and the resident. There is also a question of liability. If the office signs for a package as a courtesy for a resident, who is on the hook when it somehow goes missing? Given that these problem scale with more delivery, I can understand the desire to refuse to accept packages. Of course, that decision is not terribly popular with many renters. The article has multiple quotes from people who now have packages delivered to a relative’s house or who are just itching for their lease to be done so they can move to a more accommodating complex. (more…)
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Many years ago, I worked as an office assistant in my college dorm. One of the responsibilities was letting residents know if they had received a UPS package. Anything sent via regular mail went to the campus post office where we were all assigned a box. Since UPS couldn’t deliver to the post office box, it came to the dorm where someone would get around to writing out a paper form so the student could be notified. It wasn’t a particularly efficient process, but once you got past the start of the school year, there weren’t too many packages to deal with.
But times have changed! The Daily Campus (of the University of Connecticut) reports that UConn’s mailrooms are getting overwhelmed (Mailroom backup continues as officials search for solutions, Oct 5).
The number of packages received by the university for residential students has been increasing drastically in recent years, in large part due to the rise in online purchases, Assistant Director of Building Services Tracy, told The Daily Campus in an earlier article. As a result, there is a growing need to find long-term solutions beyond hiring more staff.
According to Cree, more than 100 student workers are involved in work related to the residential mailrooms.
In order to fix some immediate problems, plans have been made to modify existing mailrooms in the next few weeks. These alterations are intended to allow packages to be processed much more efficiently. …
In addition to these immediate changes that are to be put in place, UConn is also considering other ways to efficiently deal with the influx of packages and alter the current infrastructure to better reflect the needs of students. …
“We have been discussing the possibility of creating central locations for sorting, but also discussing distribution systems to get the packages delivered sooner,” [executive director of Building Services Logan] Trimble said.
The earlier article referenced above claims that UConn is receiving 3,000 packages per day. The Business Insider article on UConn’s mailroom woes notes that the school has about 31,000 students. Some of those presumably live off campus and have their Amazon sent to their apartments so we are probably looking at over 10% of on-campus students getting packages every day. I am glad my dorm assistant days are behind.
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When a firm makes something, should it also take responsibility for delivering the product? For many firms, the answer is a firm”no”. They happily hand over the logistic of schlepping products to some third party. Most firms are happy to let someone else own trucks and recruit drivers. That’s what make the story of Ashley Furniture so interesting (A Radical Supply Chain Idea: Own Your Trucking Operation, Apr 29, Wall Street Journal).
Ashley Furniture Industries Inc., the largest U.S. maker and retailer of furniture, has resisted that trend. It owns and operates about 800 trucks and delivers the vast bulk of its own products from factories to stores. “We think it is a core competency,” says Todd Wanek, chief executive of the family-owned company.
Ashley employs about 3,000 people in transport and warehouse functions in the U.S., nearly a quarter of its U.S. head count. Its distribution centers feature racks specially designed to speed loading, and its managers arrange for trucks returning after they deliver their furniture to carry loads for other companies for a fee. Its drivers, dubbed Ashley Ambassadors, are also charged with building customer relations.
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