ECommerce has evolved into a $2.8 trillion1
global market where increasingly
the default demand from customers is that they ‘need it now’. They want faster, cheaper delivery with greater control over their experience.
Seven Eleven Japan was founded in 1973 through a licensing agreement with Southland Corporation. It is now the dominant convenience store chain in Japan, operating over 20,000 stores and accounting for 90% of the market. Seven Eleven Japan uses a franchise system, with company-owned and third-party franchises. Stores offer a wide variety of products tailored to local demand, as well as services like bill payment and parcel delivery. Seven Eleven Japan has a highly efficient distribution system centered around distribution centers that deliver daily to stores, supported by an integrated store information system. This allows both high efficiency and responsiveness in operations.
Using Technology to Solve Last Mile Delivery ChallengesLaura Olson
This document discusses how technology can help solve challenges in last mile delivery. It describes how e-commerce has increased delivery demands and how the last mile is often the most costly and inefficient part of the supply chain. It then summarizes several technologies that can optimize last mile delivery, including route optimization software, warehouse management systems, crowdsourcing delivery apps, artificial intelligence, autonomous delivery robots and drones, smart lockers and mailboxes, and IoT sensors to provide real-time parcel tracking. These technologies aim to streamline fulfillment, improve efficiency, and enhance the customer experience of last mile delivery.
Wal-Mart revolutionized retail by replacing inventory with information. By sharing real-time sales data with suppliers through its satellite network, Wal-Mart was able to reduce costs through efficient cross-docking and vendor-managed inventory. This information flow throughout the supply chain helped Wal-Mart achieve "everyday low prices" through lower inventories and higher productivity.
Cross docking is a logistics activity that reduces costs and lead time. It involves breaking down received items on the loading dock and immediately matching them with outgoing shipment requirements instead of storing items in a warehouse. This eliminates the need to place inventory in storage. Goods arriving from vendors already have a customer assigned, so workers simply move shipments from inbound to outbound trailers bound for the appropriate destination. There are two types - pre-distribution where items arrive tagged for transfer, and post-distribution where the crossdock allocates material to stores. Major retailers like Walmart have popularized crossdocking to reduce costs in their supply chains.
E-commerce is emerging as a way to provide solutions to problems along the supply chain. It facilitates buying, selling, and collaborating between partners in the supply chain. While integrating e-commerce with existing ERP systems leverages prior investments, such integration can be difficult due to the complexity and inflexibility of ERP systems. Order fulfillment is a key area that sometimes faces problems with e-commerce supply chains, especially for B2C transactions, but innovative solutions around delivery times and returns processing are helping to address these issues.
Same day delivery process & impact. How Operation management & six sigma use in the same-day delivery process. IIM Raipur group presentation by (group 3)
Top technology trends in supply chain & logistics industryArindam Bakshi
Technology plays a very important part in determining the success of a supply chain. This e-book is primarily meant to inform you about the present day technologies that are heavily involved in determining the efficiency and productivity of the logistics and supply chain industry.
Seven Eleven Japan was founded in 1973 through a licensing agreement with Southland Corporation. It is now the dominant convenience store chain in Japan, operating over 20,000 stores and accounting for 90% of the market. Seven Eleven Japan uses a franchise system, with company-owned and third-party franchises. Stores offer a wide variety of products tailored to local demand, as well as services like bill payment and parcel delivery. Seven Eleven Japan has a highly efficient distribution system centered around distribution centers that deliver daily to stores, supported by an integrated store information system. This allows both high efficiency and responsiveness in operations.
Using Technology to Solve Last Mile Delivery ChallengesLaura Olson
This document discusses how technology can help solve challenges in last mile delivery. It describes how e-commerce has increased delivery demands and how the last mile is often the most costly and inefficient part of the supply chain. It then summarizes several technologies that can optimize last mile delivery, including route optimization software, warehouse management systems, crowdsourcing delivery apps, artificial intelligence, autonomous delivery robots and drones, smart lockers and mailboxes, and IoT sensors to provide real-time parcel tracking. These technologies aim to streamline fulfillment, improve efficiency, and enhance the customer experience of last mile delivery.
Wal-Mart revolutionized retail by replacing inventory with information. By sharing real-time sales data with suppliers through its satellite network, Wal-Mart was able to reduce costs through efficient cross-docking and vendor-managed inventory. This information flow throughout the supply chain helped Wal-Mart achieve "everyday low prices" through lower inventories and higher productivity.
Cross docking is a logistics activity that reduces costs and lead time. It involves breaking down received items on the loading dock and immediately matching them with outgoing shipment requirements instead of storing items in a warehouse. This eliminates the need to place inventory in storage. Goods arriving from vendors already have a customer assigned, so workers simply move shipments from inbound to outbound trailers bound for the appropriate destination. There are two types - pre-distribution where items arrive tagged for transfer, and post-distribution where the crossdock allocates material to stores. Major retailers like Walmart have popularized crossdocking to reduce costs in their supply chains.
E-commerce is emerging as a way to provide solutions to problems along the supply chain. It facilitates buying, selling, and collaborating between partners in the supply chain. While integrating e-commerce with existing ERP systems leverages prior investments, such integration can be difficult due to the complexity and inflexibility of ERP systems. Order fulfillment is a key area that sometimes faces problems with e-commerce supply chains, especially for B2C transactions, but innovative solutions around delivery times and returns processing are helping to address these issues.
Same day delivery process & impact. How Operation management & six sigma use in the same-day delivery process. IIM Raipur group presentation by (group 3)
Top technology trends in supply chain & logistics industryArindam Bakshi
Technology plays a very important part in determining the success of a supply chain. This e-book is primarily meant to inform you about the present day technologies that are heavily involved in determining the efficiency and productivity of the logistics and supply chain industry.
Ownership of distribution system provides more control over the entire supply chain and better responsiveness to demand fluctuations. However, using third-party distributors can help reduce costs in some situations. It depends on the specific business context.
Wal mart case study supply chain management ANKIT GANGWAL
This document presents a case study on Walmart's supply chain management. It discusses Walmart's distribution and logistics system, including its use of over 40 distribution centers across the US and supplying 85% of inventory directly from these centers. It also discusses how information technology benefited Walmart's logistics and inventory management, through tools like handheld computers and RFID networks. The document further describes Walmart's supply chain processes, such as its fleet of 3,500 owned trucks and cross-docking approach. Finally, it addresses the benefits Walmart gained from its efficient supply chain, including consistent product flow, lowest product costs, and a demand-driven rather than supply-driven system.
This document is a project report submitted as part of a Master's degree program. It discusses a study conducted on third-party logistics operations at Origin Logistics Pvt. Ltd. in India. The report includes sections on the objectives of the study, an introduction to third-party logistics, the company profile of Origin Logistics, details of the project conducted, findings and recommendations. Key aspects covered include the advantages of outsourcing logistics to third-party providers, types of third-party logistics providers, implementation issues to consider, and a literature review on third-party logistics in India.
Last mile delivery is defined as the movement of goods from a transportation hub to the final delivery destination. The final delivery destination is typically a personal residence. The focus of last mile logistics is to deliver items to the end user as fast as possible. Last mile logistics has become a popular area of interest for retailers due to the growing demand for fully integrated omni-channel retailing. Evolving omni-channel needs have forced retailers to evaluate current transportation network capabilities and make adjustments accordingly.
Focus has been placed on last mile logistics because, in many cases, this is a key differentiator for retailers. Because consumers can easily shop for product alternatives retailers and their supply chain partners must provide exceptional service to gain market share and build brand loyalty.
Last mile delivery is becoming more important than ever due to the surge of online orders. E-commerce sales are expected to reach $1.35 billion by 2018, an increase of 28.8% from 2013. These expected increases span across a variety of product types including apparel, entertainment, food, health & beauty, electronics and more.
Retailers must begin to prepare their transportation networks for traffic fluctuations caused by the expected growth in online sales. Traditional transportation methods such as UPS, FedEx and USPS are not successful in all regions and retailers are beginning to search for alternatives to satisfy their needs. In order to accommodate faster shipping times, changing regulation and infrastructure limitations retailers and their transportation partners have started to research delivery alternatives including click-to-collect locations, local regional carriers, drones and much more.
By focusing on last mile delivery alternatives retailers are able to provide and guarantee exceptional service levels to their customers and adapt to the constantly changing omni-channel retail environment. To learn more about last mile delivery and omni-channel retailing contact Datex experts today at marketing@datexcorp.com or www.datexcorp.com .
Logistics management involves planning, implementing, and controlling the efficient movement and storage of goods, services, and information from origin to consumption in order to meet customer needs. It includes activities like procurement, production, distribution, disposal, order processing, inventory management, material planning, warehousing, and transportation. There are different types of logistics management such as supply chain management, distribution and material movement, production logistics, and reverse logistics. Effective logistics management can provide benefits like lower costs, better use of distribution networks, and improved customer satisfaction through rapid response and quality. However, it also faces challenges with coordination for large multinational companies and increasing transportation costs.
WebXpress WMS is a mobile enabled, web based tool to help customer gain real time visibility across their storage locations.It helps to manage all the activities from arrival to storage to location management and dispatch and can be integrated with ERP to provide a seamless solution.
WebXpress is an IT Solutions company offering services in the domain of Logistics. We have multiple number of IT solutions in our basket to cater the growing requirements of the Logistics sector:
1. Transportation Management System
2. Fleet Management System
3. Warehouse Management System
4. E-Commerce Solution
5. Business Intelligence
6. Mobile Solutions
7. Finance and Accounting System
WebXpress has a large customer base, to name a few, Linfox, Agility, Safexpress, ColdEX, Kelvin, Future Supply Chains, DTDC, Surat Goods Transport, Agarwal Packers and Movers and many more.
If you want to know more about our company please visit www.webxpress.in
Digital transformation of supply chainSandip Besra
This document discusses the digital transformation of fast-moving consumer goods (FMCG) supply chains. It outlines challenges with traditional supply chains like lack of end-to-end visibility and fragmentation. Digital supply chains leverage techniques like data analytics and Internet of Things sensors to create value. Key enablers of digital supply chains include sensors, robotics, big data, cloud services, and 3D printing. The growth of smartphone usage, mobile data traffic, and online shopping in India will help drive digitalization in the FMCG sector. The vision for 2020 is full integration across companies and partners, increased automation through smart packaging and robotics, and analytics-driven optimization and reconfiguration.
Warehouse management system presentationNimish Arora
Case study on how automation can be used in warehouse mangement system with Grey orange as an example. Content based on the course Industrial Automation.
efficiency in supply chain & ware hosingRahul kalyani
This document discusses efficiency in supply chain management and warehousing. It defines supply chain management and warehousing, and identifies factors that make them effective. For supply chain management, key factors include organizational structure, distribution network optimization, information sharing, and relationship building. For warehousing, factors include maximizing space utilization, adopting technology like RFID, organizing workstations, optimizing labor, and streamlining order fulfillment. The document contrasts traditional and advanced approaches to supply chain management and warehousing.
IoT is enabling smart warehouses through the use of sensors, internet connectivity, and embedded processors. This allows physical devices like inventory and equipment to be monitored and controlled remotely. Some key IoT applications in warehouses include smart glasses to provide hands-free order picking instructions, autonomous mobile robots to transport inventory and reduce worker travel, and sensors to provide real-time inventory visibility and analytics. The use of IoT is helping to streamline warehouse operations, reduce costs, improve efficiency, and meet rising consumer expectations for fast delivery.
- Amazon launched its marketplace in India in 2013 without any marketing campaigns initially, focusing on selling books and other products.
- It now offers a wide range of products and services on its platform, including fulfillment and advertising services to help sellers. Amazon uses both digital channels like ebooks and physical warehouses to distribute products.
- It has partnerships with companies like Procter & Gamble and Future Group to help reduce costs and expand offerings. Amazon uses both ATL and online promotions to attract customers in India.
FlipkartFLIPKART USE IT AND INFORMATION SYSTEMtigerjayadev
Flipkart is an Indian e-commerce company founded in 2007 by former Amazon employees. It has become India's largest online retailer and sells over 20 products per minute. Flipkart manages its information systems and supply chain effectively using technology to track inventory, orders, and shipments. It has built scalable systems and uses tools like Membase caching to handle high traffic volumes.
Warehouse vs. Distribution Center ExplainedEliSmith27
Distribution centers Montreal and warehouses appear to be the same from the outside, but their internal processes are vastly different. These slides will thoroughly help you understand the difference between the two.
This document provides a case study on 7-Eleven's supply chain strategies in Japan and their efforts to duplicate this model in the United States. It discusses 7-Eleven's rapid replenishment approach in Japan, the benefits of centralized distribution centers and not allowing direct store delivery. It also analyzes the potential pros and cons of 7-Eleven managing its own distribution versus using distributors in the US, and whether the 7Dream delivery concept could be more successful in Japan or the US.
Detailed Analysis of Bigbasket.com - by@MarketerRjRohit Jain
BigBasket.com is an online grocery store that sells over 10,000 products across various categories like fruits and vegetables, staples, dairy, beverages and more. It targets students, families, professionals and others. Customers can browse products, add them to their cart, select a delivery time slot and pay online or in cash. BigBasket delivers orders using its own fleet of GPS-enabled vans within 4 time slots per day. It aims for a 20-23% gross profit and 5-7% net profit through private labels, low costs and farm-to-home model. The presentation recommends expanding reach, improving user experience and increasing awareness through advertising.
BigSCM is a proposed product that uses big data from retail supply chains to optimize supply chain management processes. It collects data from RFID, POS, geo-location, social media, call centers, and more to provide recommendations for adaptive inventory management, demand prediction, price optimization, and more. This helps enhance productivity, optimize workflows, reduce costs and improve customer satisfaction. Developing BigSCM would require building out data processing and natural language processing capabilities over 6-8 months. It could help retailers optimize inventory costs, transportation costs, and procurement costs.
Retailers need to understand how to target customers in the right way and customers need retailers to understand them and offer them something at value all the time. OmniChannel retailing is the ultimate solution for retailer to connect with their customers and provide them with outstanding customized experience.
Join our Social Learning Network:
http://www.openthinking.ae
Amazon operates as an online retailer without physical stores. It has around 50 warehouses globally to store inventory and fulfill customer orders quickly. Amazon uses various inventory management strategies like keeping popular items in standard inventory and fulfilling less popular items through just-in-time inventory and third-party sellers. Its supply chain focuses on high responsiveness through multi-tier inventory, efficient transportation, and information systems.
The research includes:
1. Description of basic and additional order fulfillment services
2. Pros and cons of a third-party order fulfillment
3. Description of the consumer of order fulfillment services - who they are and what they want
4. Market Dynamics - incentives and disincentives, trends
5. The structure of the market, the players classification
6. Profiles of the order fulfillment operators
7. Cases with market participants
The main results
- The market is young, unformed and has no universal IT-systems, billing, work rules and interaction with customers. Competition is weak, just beginning to grow.
- New order fulfillment market players come from neighboring niches. Among them are the courier companies, 3PL-operators, online stores.
- While there are 40 000 online-shops in RuNet the market has only 30+ companies order fulfillment operators.
- Key customers of order fulfillment services: online shops (current and upcoming online) and retail suppliers without online foreign companies who want to the Russian market ecommerce.
A new era for retail
https://www.accenture.com/hu-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Technology_4/Accenture-A-New-Era-For-Retail.pdf
Next Level Of Supply Chain With Omnichannel LogisticseTailing India
Welcome to our 2nd part of Logistics Week Series. Having understood the impact of digitalization on logistics from our previous article, today we see how logistics work in a demand driven omnichannel commerce ecosystem.
Technology in Logistics grew throughout 2016. Over the last year, huge strides were made in machine-to-machine connectivity as a stronger resolve for more omnichannel logistics solutions. It is important to know how they relate to improving supply chains and why they are essential to omnichannel logistics solutions.
Ownership of distribution system provides more control over the entire supply chain and better responsiveness to demand fluctuations. However, using third-party distributors can help reduce costs in some situations. It depends on the specific business context.
Wal mart case study supply chain management ANKIT GANGWAL
This document presents a case study on Walmart's supply chain management. It discusses Walmart's distribution and logistics system, including its use of over 40 distribution centers across the US and supplying 85% of inventory directly from these centers. It also discusses how information technology benefited Walmart's logistics and inventory management, through tools like handheld computers and RFID networks. The document further describes Walmart's supply chain processes, such as its fleet of 3,500 owned trucks and cross-docking approach. Finally, it addresses the benefits Walmart gained from its efficient supply chain, including consistent product flow, lowest product costs, and a demand-driven rather than supply-driven system.
This document is a project report submitted as part of a Master's degree program. It discusses a study conducted on third-party logistics operations at Origin Logistics Pvt. Ltd. in India. The report includes sections on the objectives of the study, an introduction to third-party logistics, the company profile of Origin Logistics, details of the project conducted, findings and recommendations. Key aspects covered include the advantages of outsourcing logistics to third-party providers, types of third-party logistics providers, implementation issues to consider, and a literature review on third-party logistics in India.
Last mile delivery is defined as the movement of goods from a transportation hub to the final delivery destination. The final delivery destination is typically a personal residence. The focus of last mile logistics is to deliver items to the end user as fast as possible. Last mile logistics has become a popular area of interest for retailers due to the growing demand for fully integrated omni-channel retailing. Evolving omni-channel needs have forced retailers to evaluate current transportation network capabilities and make adjustments accordingly.
Focus has been placed on last mile logistics because, in many cases, this is a key differentiator for retailers. Because consumers can easily shop for product alternatives retailers and their supply chain partners must provide exceptional service to gain market share and build brand loyalty.
Last mile delivery is becoming more important than ever due to the surge of online orders. E-commerce sales are expected to reach $1.35 billion by 2018, an increase of 28.8% from 2013. These expected increases span across a variety of product types including apparel, entertainment, food, health & beauty, electronics and more.
Retailers must begin to prepare their transportation networks for traffic fluctuations caused by the expected growth in online sales. Traditional transportation methods such as UPS, FedEx and USPS are not successful in all regions and retailers are beginning to search for alternatives to satisfy their needs. In order to accommodate faster shipping times, changing regulation and infrastructure limitations retailers and their transportation partners have started to research delivery alternatives including click-to-collect locations, local regional carriers, drones and much more.
By focusing on last mile delivery alternatives retailers are able to provide and guarantee exceptional service levels to their customers and adapt to the constantly changing omni-channel retail environment. To learn more about last mile delivery and omni-channel retailing contact Datex experts today at marketing@datexcorp.com or www.datexcorp.com .
Logistics management involves planning, implementing, and controlling the efficient movement and storage of goods, services, and information from origin to consumption in order to meet customer needs. It includes activities like procurement, production, distribution, disposal, order processing, inventory management, material planning, warehousing, and transportation. There are different types of logistics management such as supply chain management, distribution and material movement, production logistics, and reverse logistics. Effective logistics management can provide benefits like lower costs, better use of distribution networks, and improved customer satisfaction through rapid response and quality. However, it also faces challenges with coordination for large multinational companies and increasing transportation costs.
WebXpress WMS is a mobile enabled, web based tool to help customer gain real time visibility across their storage locations.It helps to manage all the activities from arrival to storage to location management and dispatch and can be integrated with ERP to provide a seamless solution.
WebXpress is an IT Solutions company offering services in the domain of Logistics. We have multiple number of IT solutions in our basket to cater the growing requirements of the Logistics sector:
1. Transportation Management System
2. Fleet Management System
3. Warehouse Management System
4. E-Commerce Solution
5. Business Intelligence
6. Mobile Solutions
7. Finance and Accounting System
WebXpress has a large customer base, to name a few, Linfox, Agility, Safexpress, ColdEX, Kelvin, Future Supply Chains, DTDC, Surat Goods Transport, Agarwal Packers and Movers and many more.
If you want to know more about our company please visit www.webxpress.in
Digital transformation of supply chainSandip Besra
This document discusses the digital transformation of fast-moving consumer goods (FMCG) supply chains. It outlines challenges with traditional supply chains like lack of end-to-end visibility and fragmentation. Digital supply chains leverage techniques like data analytics and Internet of Things sensors to create value. Key enablers of digital supply chains include sensors, robotics, big data, cloud services, and 3D printing. The growth of smartphone usage, mobile data traffic, and online shopping in India will help drive digitalization in the FMCG sector. The vision for 2020 is full integration across companies and partners, increased automation through smart packaging and robotics, and analytics-driven optimization and reconfiguration.
Warehouse management system presentationNimish Arora
Case study on how automation can be used in warehouse mangement system with Grey orange as an example. Content based on the course Industrial Automation.
efficiency in supply chain & ware hosingRahul kalyani
This document discusses efficiency in supply chain management and warehousing. It defines supply chain management and warehousing, and identifies factors that make them effective. For supply chain management, key factors include organizational structure, distribution network optimization, information sharing, and relationship building. For warehousing, factors include maximizing space utilization, adopting technology like RFID, organizing workstations, optimizing labor, and streamlining order fulfillment. The document contrasts traditional and advanced approaches to supply chain management and warehousing.
IoT is enabling smart warehouses through the use of sensors, internet connectivity, and embedded processors. This allows physical devices like inventory and equipment to be monitored and controlled remotely. Some key IoT applications in warehouses include smart glasses to provide hands-free order picking instructions, autonomous mobile robots to transport inventory and reduce worker travel, and sensors to provide real-time inventory visibility and analytics. The use of IoT is helping to streamline warehouse operations, reduce costs, improve efficiency, and meet rising consumer expectations for fast delivery.
- Amazon launched its marketplace in India in 2013 without any marketing campaigns initially, focusing on selling books and other products.
- It now offers a wide range of products and services on its platform, including fulfillment and advertising services to help sellers. Amazon uses both digital channels like ebooks and physical warehouses to distribute products.
- It has partnerships with companies like Procter & Gamble and Future Group to help reduce costs and expand offerings. Amazon uses both ATL and online promotions to attract customers in India.
FlipkartFLIPKART USE IT AND INFORMATION SYSTEMtigerjayadev
Flipkart is an Indian e-commerce company founded in 2007 by former Amazon employees. It has become India's largest online retailer and sells over 20 products per minute. Flipkart manages its information systems and supply chain effectively using technology to track inventory, orders, and shipments. It has built scalable systems and uses tools like Membase caching to handle high traffic volumes.
Warehouse vs. Distribution Center ExplainedEliSmith27
Distribution centers Montreal and warehouses appear to be the same from the outside, but their internal processes are vastly different. These slides will thoroughly help you understand the difference between the two.
This document provides a case study on 7-Eleven's supply chain strategies in Japan and their efforts to duplicate this model in the United States. It discusses 7-Eleven's rapid replenishment approach in Japan, the benefits of centralized distribution centers and not allowing direct store delivery. It also analyzes the potential pros and cons of 7-Eleven managing its own distribution versus using distributors in the US, and whether the 7Dream delivery concept could be more successful in Japan or the US.
Detailed Analysis of Bigbasket.com - by@MarketerRjRohit Jain
BigBasket.com is an online grocery store that sells over 10,000 products across various categories like fruits and vegetables, staples, dairy, beverages and more. It targets students, families, professionals and others. Customers can browse products, add them to their cart, select a delivery time slot and pay online or in cash. BigBasket delivers orders using its own fleet of GPS-enabled vans within 4 time slots per day. It aims for a 20-23% gross profit and 5-7% net profit through private labels, low costs and farm-to-home model. The presentation recommends expanding reach, improving user experience and increasing awareness through advertising.
BigSCM is a proposed product that uses big data from retail supply chains to optimize supply chain management processes. It collects data from RFID, POS, geo-location, social media, call centers, and more to provide recommendations for adaptive inventory management, demand prediction, price optimization, and more. This helps enhance productivity, optimize workflows, reduce costs and improve customer satisfaction. Developing BigSCM would require building out data processing and natural language processing capabilities over 6-8 months. It could help retailers optimize inventory costs, transportation costs, and procurement costs.
Retailers need to understand how to target customers in the right way and customers need retailers to understand them and offer them something at value all the time. OmniChannel retailing is the ultimate solution for retailer to connect with their customers and provide them with outstanding customized experience.
Join our Social Learning Network:
http://www.openthinking.ae
Amazon operates as an online retailer without physical stores. It has around 50 warehouses globally to store inventory and fulfill customer orders quickly. Amazon uses various inventory management strategies like keeping popular items in standard inventory and fulfilling less popular items through just-in-time inventory and third-party sellers. Its supply chain focuses on high responsiveness through multi-tier inventory, efficient transportation, and information systems.
The research includes:
1. Description of basic and additional order fulfillment services
2. Pros and cons of a third-party order fulfillment
3. Description of the consumer of order fulfillment services - who they are and what they want
4. Market Dynamics - incentives and disincentives, trends
5. The structure of the market, the players classification
6. Profiles of the order fulfillment operators
7. Cases with market participants
The main results
- The market is young, unformed and has no universal IT-systems, billing, work rules and interaction with customers. Competition is weak, just beginning to grow.
- New order fulfillment market players come from neighboring niches. Among them are the courier companies, 3PL-operators, online stores.
- While there are 40 000 online-shops in RuNet the market has only 30+ companies order fulfillment operators.
- Key customers of order fulfillment services: online shops (current and upcoming online) and retail suppliers without online foreign companies who want to the Russian market ecommerce.
A new era for retail
https://www.accenture.com/hu-en/~/media/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Technology_4/Accenture-A-New-Era-For-Retail.pdf
Next Level Of Supply Chain With Omnichannel LogisticseTailing India
Welcome to our 2nd part of Logistics Week Series. Having understood the impact of digitalization on logistics from our previous article, today we see how logistics work in a demand driven omnichannel commerce ecosystem.
Technology in Logistics grew throughout 2016. Over the last year, huge strides were made in machine-to-machine connectivity as a stronger resolve for more omnichannel logistics solutions. It is important to know how they relate to improving supply chains and why they are essential to omnichannel logistics solutions.
Visibility is so important that Gartner introduced its first Magic Quadrant for Real-Time Transportation Visibility Platforms last year. This report defines these platforms as systems that provide businesses with real-time insights into shipments. Visibility helps companies avoid supply chain disruptions and make smarter decisions to ensure orders arrive on time, in full.
It was one big idea that inspired the startup of Paazl in 2009: “Why not let consumers decide where, when, and how their parcel is delivered?”. Since then, we’ve become the experts in meeting consumer delivery expectations, carrier- and warehouse integration, data management, process optimisation, and automated labeling. We’ve never stopped challenging the status quo, helping e-commerce businesses meet and exceed their customers’ demand.
Logistic management and Best Delivery system Practice all for superior custom...Ehsanullah Oria
e-commerce logistics, or e-logistics, represents the logistics of internet sales. This activity involves setting up specific processes to respond to a particular flow management.
Logistics plays an important role in e-commerce; while most part of the transactions happen electronically, physical products need to be shipped to customers using conventional transport means.
ogistics is an important element of a successful supply chain that helps increase the sales and profits of businesses that deal with the production, shipment, warehousing and delivery of products. Moreover, a reliable logistics service can boost a business' value and help in maintaining a positive public image.
This presentation will help you gain more knowledge about how to Use Logistic services and Management to Improve your E- Business
SIMULATION OF PACKAGE DELIVERY OPTIMIZATION USING A COMBINATION OF CARRIERS A...ijcsit
A variety of goods and services in the contemporary world requires evolutionary improvement of services
e-commerce platform performance and optimization of costs. Contemporary society is deeply integrated
with delivery services, purchasing of goods and services online, that makes competition between service
and good providers a key selection factor for end-user.. As long as logistic, timely, and cost-effective
delivery plays important part authors decided to analyse possible ways of improvements in the current
field, especially for regions distantly located from popular distribution canters and drop-ship delivery
networks. Considering both: fast and lazy delivery the factor of costs is playing an important role for each
end-user. The work proposes a simulation that analyses the current cost of delivery for e-commerce orders
in the context of delivery by the Supplier Fleet, World-Wide delivery service fleet, and possible vendor
drop-ship and checks of the alternative ways can be used to minimize the costs. Special attention is given to
Drop-Ship networks as the factor of possible costs decrease. The main object of investigation is focused
around mid and small companies living far from big distribution canters, in the rural areas but actively
using e-commerce solutions for their daily activities. The authors analysed and proposed a solution for the
problem of cost optimization for packages delivery for long-distance deliveries using a combination of
paths delivered by supplier fleets, worldwide, local carriers and drop-ship networks. Data models and
Add-ons of contemporary Enterprise Resource Planning systems have been used, and additional
development is proposed in the perspective of the flow selection change for combination of carriers. The
experiment is based on data sources of the United States companies using a wide range of carriers for
delivery services and uses the data sources of the real companies; however, it applies repetitive
simulations to analyse variances in obtained solutions for different combinations of carriers.
A variety of goods and services in the contemporary world requires evolutionary improvement of services e-commerce platform performance and optimization of costs. Contemporary society is deeply integrated with delivery services, purchasing of goods and services online, that makes competition between service and good providers a key selection factor for end-user.. As long as logistic, timely, and cost-effective delivery plays important part authors decided to analyse possible ways of improvements in the current field, especially for regions distantly located from popular distribution canters and drop-ship delivery networks. Considering both: fast and lazy delivery the factor of costs is playing an important role for each end-user. The work proposes a simulation that analyses the current cost of delivery for e-commerce orders in the context of delivery by the Supplier Fleet, World-Wide delivery service fleet, and possible vendor drop-ship and checks of the alternative ways can be used to minimize the costs. Special attention is given to Drop-Ship networks as the factor of possible costs decrease. The main object of investigation is focused around mid and small companies living far from big distribution canters, in the rural areas but actively using e-commerce solutions for their daily activities. The authors analysed and proposed a solution for the problem of cost optimization for packages delivery for long-distance deliveries using a combination of paths delivered by supplier fleets, worldwide, local carriers and drop-ship networks. Data models and Add-ons of contemporary Enterprise Resource Planning systems have been used, and additional development is proposed in the perspective of the flow selection change for combination of carriers. The experiment is based on data sources of the United States companies using a wide range of carriers for delivery services and uses the data sources of the real companies; however, it applies repetitive simulations to analyse variances in obtained solutions for different combinations of carriers.
A variety of goods and services in the contemporary world requires evolutionary improvement of services
e-commerce platform performance and optimization of costs. Contemporary society is deeply integrated
with delivery services, purchasing of goods and services online, that makes competition between service
and good providers a key selection factor for end-user.. As long as logistic, timely, and cost-effective
delivery plays important part authors decided to analyse possible ways of improvements in the current
field, especially for regions distantly located from popular distribution canters and drop-ship delivery
networks. Considering both: fast and lazy delivery the factor of costs is playing an important role for each
end-user. The work proposes a simulation that analyses the current cost of delivery for e-commerce orders
in the context of delivery by the Supplier Fleet, World-Wide delivery service fleet, and possible vendor
drop-ship and checks of the alternative ways can be used to minimize the costs. Special attention is given to
Drop-Ship networks as the factor of possible costs decrease. The main object of investigation is focused
around mid and small companies living far from big distribution canters, in the rural areas but actively
using e-commerce solutions for their daily activities. The authors analysed and proposed a solution for the
problem of cost optimization for packages delivery for long-distance deliveries using a combination of
paths delivered by supplier fleets, worldwide, local carriers and drop-ship networks. Data models and
Add-ons of contemporary Enterprise Resource Planning systems have been used, and additional
development is proposed in the perspective of the flow selection change for combination of carriers. The
experiment is based on data sources of the United States companies using a wide range of carriers for
delivery services and uses the data sources of the real companies; however, it applies repetitive
simulations to analyse variances in obtained solutions for different combinations of carriers.
What is the importance of same day deliveryQuickShift1
Shipment and eCommerce fulfillment services have become the battlefield of retailers wishing to engage customers for the long term. Same-day delivery is the weapon with the potential to bring fundamental change in business ventures.
In the dynamic e-commerce landscape, Amazon's 1-day delivery service has revolutionized the industry, redefining customer expectations and transforming the speed of online shopping. By prioritizing customer satisfaction and implementing innovative logistics solutions, Amazon has established itself as a leader in the industry. This case study explores the key factors driving Amazon's success in 1-day delivery, including its strategic distribution network, sophisticated inventory management, data-driven forecasting, and utilization of Same-Day Delivery Stations and Urban Delivery Hubs. Despite the challenges of demand fluctuations, increased costs, and environmental concerns, 1-day delivery presents immense opportunities for enhanced customer experience, cross-selling and upselling, and new market expansion. As the future unfolds, emerging technologies like autonomous delivery vehicles, drone delivery, and predictive maintenance hold the potential to further revolutionize e-commerce logistics.
The global last-mile delivery software market is forecast to expand at a CAGR of 4.7% and thereby increase from a value of US$70.8 Bn in 2023, to US$97.6 Bn the end of 2030.
Ecommerce Provides A New Thrust To Shipping IndustryAshish Jhalani
The rise of e-commerce has led to enormous growth in parcel delivery globally and increased demand for shipping solutions from e-commerce companies. To meet this demand, shipping software providers have developed hybrid solutions that integrate multi-carrier, warehouse management, transportation management, and e-commerce platforms. Automated sorting systems are also being implemented to reduce costs and increase efficiency as volumes rise. Amazon India's automated shipping initiative called Amazon Easy Ship provides assisted shipping services to make it easy for sellers to ship across India. Managing logistics partners effectively requires considering factors like packaging size, customer expectations for free shipping and delivery times, and ensuring products are trackable once shipped. The growth of parcel shipping is profoundly impacting e-commerce businesses through greater service
Ecommerce Provides A New Thrust To Shipping IndustryeTailing India
The rise of e-commerce has significantly increased global parcel delivery and led shipping to become a critical factor for online sales. To accommodate more complex shipping needs, parcel software providers have developed hybrid on-premise and cloud-based solutions that integrate with e-commerce platforms and allow for multi-carrier shipping. Automated sorting systems help capture more market share by increasing efficiency, accuracy, speed and reducing costs compared to manual sorting. As e-commerce volumes continue rising, technologies like automated sorting and cloud-based shipping platforms will be important to help businesses optimize operations and deliver good customer experiences.
The Rise of Last-Mile Delivery: Meeting Customer Expectations in Today's MarketInsta Dispatch
Last-mile delivery in the supply chain, the final stage of logistics, plays a crucial role in meeting customer expectations. Companies can enhance this process by leveraging advanced technologies and innovative delivery models. With delivery dispatch software like InstaDispatch, logistics companies can optimize their last-mile delivery, improve tracking capabilities, and offer flexible delivery options, all while benefiting from efficient dispatch management. Stay ahead in the market with cutting-edge package delivery management software designed for logistics companies.
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The document discusses the characteristics of next generation supply chains. It notes that supply chains will need to be (1) data rich by leveraging technologies to gain real-time insights, (2) agile to respond quickly to changes in demand and supply, and (3) able to provide quick delivery to meet customer expectations of fast, cheap, and reliable products and service.
Comprehensive Guide to Grocery Delivery App Development: Key Steps and Best P...Lucy Zeniffer
Unveiling the secrets to a successful grocery delivery app! This guidebook dives into the key stages of development, from crafting your concept to launch. Learn best practices for design, features, and navigating the competitive landscape. Get your grocery delivery app on the fast track to success!
Competitive assessment models final projectjdgarciam
This document discusses an online grocery delivery business and opportunities for growth. It includes:
1) An analysis of the online grocery market trends of growing 5x over the next decade, with younger generations driving more online purchases.
2) A SWOT analysis identifying strengths in technology/logistics but also weaknesses in delivery times and opportunities in expanding regions.
3) A Porter's Five Forces analysis of the competitive landscape including the power of customers and ease of substitution.
4) A discussion of disruptive technologies like drones, autonomous vehicles, and intelligent route planning that could help the business meet delivery time goals.
Co-creating Customer Value in Logistics Outsourcing RelationshipsC.H. Robinson Europe
Today, organisations face tremendous pressures. Controlling costs and improving efficiencies remain high priorities.This presentation explores how shippers and logistics providers co-create value to optimise supply chains.
L'Autorité de la Concurrence présente son nouveau guide "Protéger son environnement numérique" pour aider les internautes à repérer facilement la désinformation et à agir contre les contenus potentiellement illégaux comme les discours de haine et les deep fakes.
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Bank account in Luxembourg - Contacts AIFs_October 2023_final_v2.pdfPaperjam_redaction
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Cette étude conjointe de l'OEB et de l'EUIPO se concentre sur la manière dont les startups innovantes obtiennent des financements pour transformer leurs idées en nouveaux produits destinés au marché. Il examine comment les droits de propriété intellectuelle peuvent aider les fournisseurs de financement initial à se retirer avec succès en vendant à une autre entreprise ou en introduisant une introduction en bourse.
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3. Based on their innovation performance relative to the EU average, Member States fall into four groups: Innovation Leaders, Strong Innovators, Moderate Innovators, and Emerging Innovators.
4. At the global level, the EU has overtaken Japan in innovation performance and closed part of the gap with some other competitors like South Korea and the US.
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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1. Last Mile Delivery1
HOW COULD LAST MILE
DELIVERY EVOLVE TO
SUSTAINABLY MEET
CUSTOMER
EXPECTATIONS?
2. Last Mile Delivery 3Last Mile Delivery2
EvolvingCustomerExpectations
ECommerce has evolved into a $2.8 trillion1
global market where increasingly
the default demand from customers is that they ‘need it now’. They want
faster, cheaper delivery with greater control over their experience.
The need to deliver more parcels faster and at a lower cost to meet customer
expectations is increasing the pressure on retailers, delivery providers and
their wider supply chain as the “last mile” – the final phase in the delivery
process when the parcel reaches the end-customer – is the most expensive
and time-consuming step of the fulfilment process.2
As a result, these companies are looking to improve their operations
by intelligently leveraging new technologies and processes to improve
efficiencies and reduce delivery costs.
This Point of View examines the key drivers behind the continued evolution
of the last mile and outlines Accenture’s proposed solution to sustainably
satisfying these new customer expectations.
Mobile commerce is
expected to reach
$693 billion by 2019,
accounting for 21% of
the entire eCommerce
market.3
Driven by B2C growth,
the Courier-Express-
Parcel (CEP) market is
expected to increase
at a CAGR of 5.78%
between 2016-2020 to
reach $343 billion.4
89% of retail,
manufacturing and
logistics firms agree
that eCommerce is
driving the need for
faster delivery.5
Global Retail eCommerce Sales
(USD Trillion)
Source:eMarketer,
Worldwide Retail and
eCommerce Sales:
eMarketer’s Estimates
for 2016-2021 2016 2017 2018 2019 2020 2021
$4.48
$3.88
$3.31
$2.77
$2.29
$1.86
3. Last Mile Delivery 5Last Mile Delivery4
EvolvingCustomerExpectations
The growing need for a seamless,
more immediate delivery
experience is influenced by
a marketing paradigm shift
that Fjord, the global design
and innovation consultancy,
terms “liquid expectations”6
.
Customer expectations are no
longer limited to a given product
category: instead, they extend
across unrelated industries
and experiences. For instance,
customers increasingly compare
the slick user experience offered
by digital natives such as Uber,
Deliveroo and Amazon with their
airline flight cancellation, their
visit to the doctor or their recent
product return.
Most traditional, non-digital
experiences fall short in
comparison. This is particularly
true for established delivery
carriers within the Courier-Express-
Parcel (CEP) industry where much
of the innovation (e.g. process
automation, parcel scanning and
enhanced sortation) has occurred
behind the scenes and out of view
of the average customer.
As a result, end-customers are
feeling increasingly frustrated with
the standard of service provided
by existing delivery carriers and
are more open to the charms of
disruptive new entrants that can
meet their expectations.
Influenced by these experiences,
always-on, tech-savvy customers
are demanding faster delivery.
They also want additional features,
which are largely focused on
increased control over the
delivery experience. For example,
the ability to select and modify
delivery windows, track deliveries
in real-time and even communicate
directly with drivers. These
features will dramatically improve
the delivery experience and are key
to satisfying customers at a time
when their loyalty is at an all-time
low7
.
In this context, retailers have
turned to the last mile as a key
battleground to differentiate
themselves to customers by
offering fast, flexible and even free
delivery.
Courier-Express-Parcel (CEP) Market Size
(USD Billion)
Source: Transport Intelligence, Global
Express and Small Parcel 2016 Report 2017 2018 2019 2020
$287
$304
$322
$343
4. Last Mile Delivery 7Last Mile Delivery6
EvolvingCustomerExpectations
Providing a differentiated delivery experience while remaining profitable is
a significant challenge for retailers and delivery carriers. This is due to the
high cost of transporting goods, continued margin pressure from intense
competition and the need for increased visibility throughout their supply
chains. Overcoming these challenges could be the difference between these
businesses having a future or falling by the wayside.
Fast Free Further Control
of millennial online
shoppers say they
want eCommerce
sites to offer a 1-hour
delivery option in
metropolitan areas.8
Free delivery
consistently
ranks as the most
important delivery
consideration for
online purchases,
with fast delivery
ranking second.9
of shoppers have
changed a delivery
time or location. A
further 50%
would do
so if available.10
of US shoppers
abandoned an order
because same-day
delivery wasn’t
available.11
of customers are
unwilling to pay more
than $5 for same-
day delivery, setting
the expectation
that retailers absorb
incremental costs.12
of shoppers track
the delivery status
of their online
orders and believe
delivery needs to fit
in with their hectic
lifestyles.13
29%
66%
27%
81%
90%
AmazonisLeadingtheWay
In the battle for the last mile, Amazon is the undisputed king of eCommerce.
Accounting for 25% of all US packages today and on track to reach 50% by
2020, Amazon offers free 2-day shipping on all items and free same-day
delivery on specified items in return for Amazon Prime membership, which
is priced at $119 per year or $12.99 per month in the US (£79 per year or
£7.99 per month in the UK) and now has over 100 million subscribers.14
Other
retailers increasingly find themselves having to match Amazon with similar
deals and promotions just to stay competitive in the market.
Amazon’s delivery advantage lies in their vertically integrated network,
which has positioned the eCommerce giant to dominate across retail,
fulfilment and logistics. Their integrated approach enables them to gain
efficiencies and synergies across their delivery operations by picking,
packing and dispatching large volumes of orders from a single origin point
and consolidating them into individual driver routes. In contrast, most other
retailers are reliant on third-party delivery providers to efficiently aggregate
orders at their own sortation centres before assigning them to their drivers
for delivery.
To further cement their competitive advantage, enable even faster delivery,
reduce transportation costs and fill the current gap in the market for a
low-cost, rapid delivery option, Amazon continues to invest heavily in their
own delivery network and infrastructure. They have built regional fulfilment
centres to hold inventory closer to the end customer and plan to create
over 100 small fulfilment centres across the UK15
– Amazon are currently
responsible for c. 25% of all warehouse space new lets in the UK ; they have
launched Amazon Flex as their own on-demand, crowd-sourced delivery
service; and they have developed advanced analytics capabilities to better
predict order demand and optimise inventory deployment.
These investments are paying off with industry experts arguing that Prime Now
– a service that offers one- or two-hour delivery – achieves higher productivity
than other same-day delivery carriers. It has an average of 1.5 deliveries per
stop (compared with closer to 1 for competitors) and up to 15 deliveries per
hour per carrier (compared with 1 to 3 for same-day competitors).16
Average deliveries per hour by carrier type & delivery SLA
Source: Accenture, The New Delivery Paradigm, 2017
34 15 2
CEP Carrier (Next-Day) Amazon Prime Now (Same-Day) Crowdsourced Taxi Model (Same-Day)
5. Last Mile Delivery 9Last Mile Delivery8
Real-Time Inventory Visibility
To accurately accept, fulfil and complete orders across an increasing
range of delivery options requires real-time inventory visibility across
stores, fulfilment centres and the extended supply chain. Retailers
need to have pinpoint accuracy on their inventory locations to improve
planning, fulfil orders quickly, reduce out-of-stock and replenishment
errors and better resolve problems in their supply chain.
To minimise delivery times and maximise product availability, retailers
are using intelligent algorithms to automatically allocate and replenish
their inventory in real time. If retailers have full inventory visibility they
can share it across all their channels and trigger replenishments as
required.
Seamless Inventory Deployment
Smart technologies are crucial for streamlining retail supply chains.
Retailers are experimenting with warehouse robotics and augmented
reality (AR), further automation of pick, pack and dispatch processes,
and advanced forecasting and planning tools to improve sales
forecasts and inventory planning.
Smart Operations
Under current conditions, customer expectations are higher, and the
supply chain is much more complex. So retailers are using distributed
order management systems to intelligently manage orders across a
variety of systems, processes and partners. By aggregating orders
from multiple sources, retailers can fulfil orders placed in-store or
online from any inventory location – be it a store, a fulfilment centre or
even a delivery truck. As a result, any node in the supply chain can be
leveraged to improve fulfilment performance.
Distributed Order Management
To better provide a range of delivery options to meet customer
needs, retailers are fulfilling orders from multiple inventory locations
including stores, metro hubs and fulfilment centres. Stores are
increasingly being retrofitted to double as eFulfilment centres to move
inventory closer to the consumer and enable faster same-day delivery,
while centralised warehouses are being utilised for next-day or
international delivery. Similarly, retailers are evolving their distribution
networks to better process returns. Efficient reverse logistics is
increasingly an essential requirement given the exponential growth of
returns, which is further squeezing retailer margins and operational
efficiencies.
Agile Distribution Network
TheOmnichannelOpportunity
Amazon has a first-mover advantage in the battle for the last mile, but
omnichannel retailers, who seamlessly combine their online and in-
store experience, have an excellent opportunity to cost-effectively meet
consumer demand for faster delivery and increased control by utilising new
technologies to better leverage their existing physical infrastructure.
Traditional brick-and-mortar retailers have struggled against Amazon’s
leading customer experience and competitive pricing. However, as delivery
becomes increasingly local (trips of less than 50 miles are growing 25%
annually)17
, their dense store network could become their most effective
weapon in the race to provide a more responsive customer experience.
To better compete in the on-demand customer economy, retailers are largely
seeking to minimise delivery times and reduce transportation costs by:
transforming their supply chains from single node to multi-node networks;
retrofitting stores to double as “eFulfilment” centres that pick, pack and
dispatch online orders; and by creating “dark stores” and “metro hubs” in
high-density urban areas to position inventory closer to the end-customer.
To do this, they are developing next-generation supply chain capabilities that
predominantly leverage digital technologies and advanced analytics. These
provide increased opportunities for automation as well as improving their
inventory visibility to rapidly drive down fulfilment costs. In addition, the
data that they capture will lead to sharper business intelligence and more
informed decision-making.
A next-generation supply chain is built on five core capabilities.
Real-Time
Inventory
Visibility
Seamless
Inventory
Deployment
Smart
Operations
Agile
Distribution
Network
Distributed
Order
Management
6. Last Mile Delivery 11Last Mile Delivery10
TheOmnichannelOpportunity
Target plans to invest more
than $7 billion in the 3-year
period between 2017-2019 on
technology and supply chain
improvements to improve
its delivery proposition. The
retailer is focusing on further
leveraging its c. 1,800 stores
to enable faster delivery, drive
online growth and reduce
transportation costs. Ship-
from-store now accounts for
more than 40% of all online
units shipped. Target plans
to continue to expand this
capability. In 2017, it added
an additional 350 locations,
bringing total ship-from-store
availability to c. 1,400 stores.18
Supply Chain Case Study –
Target
JD.com is China’s second-
largest eCommerce business.
It specialises in selling
electronics and home
appliances. The company has
invested heavily in its own
logistics network to develop
a market leading supply chain
that has enabled it to gain
market share from its chief
competitor, Alibaba’s Tmall.
JD.com is widely seen as the
world’s leading company in
high tech delivery and has
experimented with drones,
autonomous vehicles and
robots. The company has the
world’s largest drone delivery
capability.19
Supply Chain Case Study –
JD.com
A digital and evolved supply chain
built on the foundations of an
existing store network will help
retailers to greatly reduce their
fulfillment time, provide greater
flexibility to fulfil orders from multiple
locations and enable a differentiated
last-mile delivery offering.
However, these solutions only go
so far. To conquer the last mile,
small and large retailers alike will
need a delivery solution that meets
their customer requirements for
speed, flexibility and control.
While large retailers may have
sufficient order volume to justify
experimenting with their own
delivery capability, most retailers
do not have the scale to operate
their own fleet. Instead, they
are leveraging a combination of
established carriers alongside new,
disruptive on-demand delivery
start-ups, such as Stuart and Deliv,
to meet their specific requirements
for speed, control and cost.
These, though, are imperfect
solutions, and the last mile remains
unconquered territory with
significant challenges and costs for
retailers.
7. Last Mile Delivery 13Last Mile Delivery12
Argos currently have an advanced delivery capability that leverages
a node and spoke infrastructure. Large stores double as eFulfilment
centres that hold inventory for click and collect delivery to smaller
convenience stores and for local same-day home delivery. By leveraging
their existing infrastructure, Argos can provide same-day delivery on
specified items to 85% of the UK population for a charge of £3.95. Orders
can be placed as late as 6pm to avail of the same-day offering with
customers selecting between one of four delivery windows.
Own Delivery Fleet Case Study – Argos
TheDilemmaforPost&Parcel
Traditionally, retailers partnered with established carriers to provide last mile delivery.
These carriers had successfully found a solution to the principal challenge with last
mile delivery, namely efficiently completing many delivery stops with low drop sizes.
To overcome this problem, they built national delivery infrastructures to consolidate
parcel volumes in ever larger sortation centres, which were then allocated to
individual driver’s routes for final delivery to the end-customer. Over time they
continued to drive operational efficiencies throughout their fixed infrastructure
by using technology to increase automation, including sortation machines,
hand-held tracking devices and scanning machines. However, the fundamental
process remained the same. This approach, while hugely successful, is now
struggling to provide the speed, flexibility and responsiveness needed for a
compelling same-day delivery proposition.
While this delivery model was effective when eCommerce was small and will remain
extremely efficient for providing national and long-haul delivery services, retailers now
recognise that a faster, more flexible delivery proposition can act as a key differentiator
within their customer offering. As a result, they are demanding speedier delivery that
leverages their multi-nodal supply chains, alongside additional capabilities - such as
flexible delivery windows and the ability to redirect orders in real-time – which the
traditional delivery model is not designed to fulfil.
For example, UK clothing retailers including Next, ASOS and Boohoo previously
offered customers next-day delivery if they ordered by 8pm. These retailers are now
offering delivery cut-off times to as late as midnight to provide customers with greater
flexibility and convenience.
To cope, post and parcel companies are implementing a second wave of
collections and sortation across their operations, which is hitting their operating
efficiency and delivery costs. Meanwhile, large retailers such as Amazon are
maintaining their relentless pressure with free shipping on a range of delivery options,
which is providing additional downward pressure on delivery price-points. This is
unsustainable. The continued growth in eCommerce combined with consumer
demand for faster, more flexible delivery requires a new and innovative delivery model.
On-DemandDelivery:TooGoodto
beTrue?
The response from retailers and delivery companies has been to experiment
with alternative delivery models to identify a more cost-effective solution
for same-day delivery. This often means working with a variety of new
and disruptive on-demand delivery partners, including start-ups such as
Instacart, Deliv, Stuart and Postmates.
Characterised by the gig economy, most of these start-ups can be compared
to a rapid point-to-point taxi service in that they fulfil one order at a time by
collecting from a single origin and delivering to a single destination. This
model typically leverages inventory from existing stores to fulfil same-day
demand – which also means that these companies don’t have to operate
their own distribution facilities.
These disrupters offer asset-light, data-driven delivery models that typically
leverage crowdsourced labour from the shared economy. To make this
model as efficient as possible, they concentrate on urban areas that provide
a high density of supply and demand. And their set-up means they can
offer customers increased control over the delivery experience through
capabilities such as order tracking, text notifications and flexible delivery
windows. (Continues on page 16)
8. Last Mile Delivery 15Last Mile Delivery14
A key trend among customers is the desire for increased control
over the delivery experience. In addition to quick delivery, there is an
increased focus on delivery experience and performance.
Personalising the Delivery Experience
Confirmation that
the customer will
be at the delivery
location and ongoing
updates to keep
them informed of
their order status
Confirmation
and Notifications:
To enable
customers to
rate their delivery
experience or
delivery driver.
Ratings:
Ability for
customers to
select specific
delivery times or
slots.
Delivery
Windows:
To provide visibility
of the order location
using live gps
tracking.
Real-Time
Tracking:
To provide
specific delivery
instructions or
communicate
directly with the
driver.
Delivery Instructions
and Driver Messaging:
To make last-
minute changes
to the delivery
location or time
window.
Redirection:
On Demand Delivery Case Study – Disruptive Start-Ups
Deliv is a crowdsourced on-demand delivery service targeted at
fashion and general merchandise retailers. The service can be easily
integrated with a retailer’s own eCommerce systems to provide a
same-day delivery option for customers. Retail partners include Adidas, Nike,
Hugo Boss and Farfetch.
Deliv agrees a same-day delivery fee with each retailer, which they may pass on
to customers. For example, Kay Pharmacy offers free same-day delivery with Deliv
whereas Best Buy charges a delivery fee.
Deliv offers additional delivery services to enhance customer control over the
delivery experience including real-time GPS tracking, delivery scheduling,
reoccurring delivery slots and customised delivery slots from 1-hour to same-day.
In early 2018, Deliv launched Deliv RX, which is a confidential delivery service for
pharmacies. Its service features include photo ID verification, age verification,
signature at delivery and end-to-end order tracking.
Instacart is a crowdsourced on-demand grocery delivery
service in the US. Personal shoppers fulfil online orders at
local stores and deliver to the customer’s home usually within
one or two hours after receiving the order. Grocery retail partners include Whole Foods
Market, Costco, Kroger and Target.
Instacart adds a 15%+ mark-up on the grocery order price in addition to a delivery fee that
varies depending on the selected delivery window. However, customers can avail of free
delivery if they register for an annual membership with Instacart Express. Membership
starts at $99 for the first year before increasing to $149 per annum thereafter.
Instacart has developed some advanced analytics capabilities to manage their liquid
workforce including:
• Demand Forecasting: to predict order volumes.
• Supply Forecasting: to predict supply availability.
• Supply Planning: to forecast the required number of personal shoppers to
fulfil predicted demand to better enable workforce management.
• Real-Time Capacity Management: to estimate the number of delivery windows
required to meet predicted order volumes and adjust personal shopper hours and
delivery pricing in real-time to maximise demand conversion.21
Postmates is an on-demand delivery service that connects
customers with local couriers who aim to collect and deliver
orders from any store or restaurant in minutes. Partners in the
US include Walgreens, Apple, Starbucks and Chipotle Mexican Grill. In addition, Ford
are collaborating with Postmates on several autonomous vehicle pilots.
The Postmates delivery fee is $1.99 to $3.99 for partner merchants or a delivery fee in
the range of $5.99-$9.99 for other merchants. In addition, a variable percentage service
fee of c. 9% is applied to the customer’s order value.
Interestingly, Instacart recently announced a partnership with Postmates to have
them deliver some of their grocery orders at peak times to help keep up with demand.
Postmates is usually quieter during late morning and early afternoon when Instacart is at
peak demand, so the partnership improves efficiency across both carriers.
9. Last Mile Delivery 17Last Mile Delivery16
These start-ups are experiencing mainstream success. In the US, grocery retailers
such as Whole Foods Market and Kroger have partnered with Instacart to deliver
their groceries to local customers in as little as 1 hour; Nike and Adidas are working
with Deliv; and Apple is offering same-day delivery through Postmates.
Post and parcel organisations have also begun to conduct same-day trials through
partnering with, acquiring or investing in point-to-point delivery start-ups to offer
retailers and consumers the delivery services they demand. For example, DPD Group
acquired Stuart in 2017 after previously partnering with them for same-day delivery
and UPS invested $28m in Deliv in February 2016 to better understand their service.20
However, concerns remain around the profitability and sustainability of these
new delivery models as they continue to face fierce competition, thin margins,
potential regulatory action against the gig economy and a host of operating
challenges that have blunted the effect of economies of scale.
To date, these delivery models have failed to effectively leverage and consolidate the
high density of supply and demand provided by the urban areas in which they operate
into efficient delivery routes. In their pursuit of speed, they have sacrificed parcel
consolidation, larger drop sizes and route density, which are the key factors required
to reduce operating costs. While both Amazon and established parcel carriers in the
US can achieve productivity of over 15 parcels per hour per carrier during delivery
runs, a point-to-point courier can typically log no more than 2 or 3 point-to-point
deliveries per hour22
.
As a result, their average variable costs per delivery are as high as $7-$10.23
While
consumers are willing to pay for same-day delivery, the majority are unwilling to pay
more than $5.24
To date, a combination of retailer delivery fees and venture capital
funding for start-ups has subsidised the real cost of delivery with the consumer only
paying c. $4-$6. For instance, delivery start-ups raised $2.5 billion from venture capital
funds in 2016.25
This approach is unsustainable. As the volume of same-day orders
increases, retailers and start-ups’ ability to subsidise deliveries at scale will diminish.
To survive, these companies need a more sustainable operating model.
OurVisionfortheFuture
Designing a better last mile delivery
solution is the next major battle within
eCommerce.
To achieve this, retailers and delivery providers will need to move to a
Continuous Delivery model to achieve a cost-effective same-day proposition
while leveraging the wider delivery ecosystem to drive efficiencies and
provide end-customers with a comprehensive last mile delivery offering.
Funding Raised by Selected Delivery Startups (USD Million)
Source: Crunchbase, 2017
$859
$675
$450
$278
$187
$52 $40
Deliveroo Instacart New Dada Postmates DoorDash Fetchr Deliv
Last Mile Delivery 17
On-DemandDelivery:TooGoodto
beTrue? (Continues from page 13)
10. Last Mile Delivery 19Last Mile Delivery18
IntroducingContinuousDelivery
One approach to provide cost-effective same-day delivery requires the ability to
continuously add parcel collections and deliveries to a driver’s route throughout
the day. For instance, a driver may start their day by collecting 16 parcels at
a local fashion store, proceed to deliver 10 parcels to local customers before
collecting an additional 8 parcels at a local general merchandise store.
This continuous approach will increase route density, improve fleet utilisation
and reduce the cost of delivery. To enable Continuous Delivery and meet
customer demand for faster, more flexible delivery, carriers need to leverage
four essential capabilities:
Intelligent algorithms are used to accurately predict collection
and delivery locations, and time of order. These forecasted orders
are provided to the route optimisation engine to improve driver
response times, increase collections and deliveries on each route,
and reduce transportation costs.
Advanced
Forecasting
Dynamic route optimisation is
employed to optimise and re-optimise
routes throughout the day to quickly
respond to and efficiently schedule
incoming collections and deliveries
across the network. This keeps drivers
on an efficient route while enabling
them to rapidly respond to changes
throughout the day by leveraging real-
time data.
Optimised
Delivery
04:20
Machine learning and advanced analytics capabilities
will measure delivery performance and identify
opportunities to further increase route density and
delivery efficiency. These can include additional
features to provide retailers with increased transparency
over the end-to-end delivery process to monitor carrier
performance and find the optimal solution among their
delivery options.
Intelligent
Insights
GPS breadcrumbs and scan events are used to provide customers with
increased visibility and control over the end-to-end delivery experience. This
includes real-time track and trace capabilities, delivery notifications, flexible
delivery windows and instant communication with the delivery driver or
customer care operator. These live customer updates are then fed back into
the route optimisation engine alongside all real-time data updates.
Real-Time
Tracking
11. Last Mile Delivery20
PartneringforSuccess
The core capabilities required to implement Continuous Delivery rely heavily
on new analytics methodologies and techniques which make the best use
of an organisation’s available data. Embracing these analytics methods is
proving to be a major challenge for many companies as many do not have
existing capabilities or skillsets in this area.
To plug the gap, businesses are increasingly collaborating with academic
institutions and technology companies to develop the capabilities
required to take advantage of the evolving last mile and to instil a
greater understanding of analytics and quantitative methods within their
organisations. This has resulted in a significant increase in the piloting
of new solutions as companies work together to explore and validate the
commercial potential of new approaches and technologies.
Greater collaboration has also led to greater experimentation with
companies increasingly working together to trial advanced technologies
including drones, autonomous vehicles and robotics to further reduce the
cost of fulfilment and delivery.
Walmart is partnering with Alert Innovation to develop and trial
an automated fulfilment system called Alphabot in its Salem, New
Hampshire store. The solution will pick and collate online orders for
customers to reduce manual input, increase speed to fulfil and reduce
pick costs. Alphabot will be housed in a 20,000 sq. ft. facility that is
connected to the store. Walmart is aiming to test the solution by the end
of 2018.28
Innovation Partnership Case Study – Walmart
While the complexity and investment required to implement a Continuous
Delivery framework may seem overwhelming, it is complementary to the
investments retailers are already making to enhance their supply chains.
Furthermore, with the same-day delivery market forecasted to account
for $200 billion in US online sales by 202526
, retailers, post and parcel
companies and on-demand delivery start-ups all stand to gain from utilising
a more localised Continuous Delivery model.
However, each individual company’s approach and investment will depend
on whether they have sufficient scale to cost-effectively offer their own
same-day delivery service or if it is more efficient to leverage a partner’s
delivery network and supply chain capabilities.
As a result, the established post and parcel companies are likely best
positioned to leverage Continuous Delivery to provide retailers with a cost-
effective same-day solution as they already have the parcel volume, retail
customer base and existing delivery infrastructure required to provide the
necessary route density.
However, to date, most post and parcel organisations have operated their
same-day delivery services as stand-alone trials and they have yet to benefit
from leveraging the scale of their wider infrastructure, technology and
operations. To gain the operating synergies necessary to create a market-
leading, same-day proposition, these carriers must start to integrate their
same-day capabilities within their existing delivery infrastructure.
To achieve this, they will need to develop a Continuous Delivery model
to provide the required flexibility and responsiveness across their entire
delivery framework to enable drivers to quickly identify, respond to and
collect incoming parcel volumes in real-time.
IdentifyingtheRightApproach
Last Mile Delivery 21
12. Last Mile Delivery 23Last Mile Delivery22
Conclusion:TheRoadAhead
As the rapid growth of eCommerce continues to fuel consumer expectations
for faster, more flexible delivery, current and emerging delivery models will
struggle to survive if they do not adapt to a cost-effective delivery solution,
which enables them to intelligently consolidate orders into efficient delivery
routes that increase route density and drop sizes.
Existing post and parcel delivery models currently lack the flexibility and
responsiveness to provide a cost-efficient, same-day proposition while
on-demand delivery providers have an unsustainable cost structure, due to
their lack of operating synergies. Furthermore, with the number of packages
delivered globally expected to increase from 74 billion in 2017 to 100 billion
by 2020, delivery carriers will be increasingly stretched without the ability to
better collaborate to consolidate parcel volumes across their infrastructures.
To survive, current delivery models need to evolve to leverage advanced
analytics, dynamic route optimisation and artificial intelligence so that they
can provide greater speed and flexibility to respond within a fluid delivery
environment.
Retailers are showing more initiative. They are making significant
investments in their supply chains to move their product closer to the end-
customer, to minimise delivery times and to reduce transportation costs.
In doing so, they are transforming their supply chains from single node to
multi-node networks, retrofitting stores to double as eFulfilment centres, and
launching forward-stocking metro hubs, which is rapidly reducing fulfilment
costs and laying the foundations for a more flexible, cost-effective solution.
In addition, retailers are increasingly demanding that their supply chain
partners enhance their own systems and operations to provide the required
visibility and flexibility to support these investments.
To take advantage of the opportunities offered by the boom in eCommerce,
last mile providers – including delivery start-ups, post and parcel carriers
and retailers – must evolve to leverage Continuous Delivery to increase route
density and reduce the cost of last-mile delivery. To succeed, they need to
strike the right balance between speed and control – by ensuring they have
sufficient time to consolidate orders to drive delivery density and increase
drop size – while providing value-added perks that consumers now expect,
including last-minute order modification, real-time tracking and driver-rating
systems.
As technology further reduces the cost of fulfilment and delivery, retail will
continue to evolve to a marketplace model that intelligently orchestrates
between multiple inventory sources and delivery providers while meeting
customer expectations for increased choice, speed, flexibility and
personalisation. As a result, the battle for customers will be increasingly
won or lost in the last mile. To succeed and survive, a Continuous Delivery
solution will provide the complete package.
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