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i Logistics and Retail Management ii THIS PAGE IS INTENTIONALLY LEFT BLANK iii Fifth Edition Logistics and Retail Management Emerging issues and new challenges in the retail supply chain John Fernie and Leigh Sparks iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publishers and authors cannot accept responsibility for any errors or omissions, however caused No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or the author First published in Great Britain and the United States in 1999 by Kogan Page Limited Second edition 2004 Third edition 2009 Fourth edition 2014 Fifth edition 2019 © John Fernie and Leigh Sparks 2019 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 2nd Floor, 45 Gee Street London EC1V 3RS United Kingdom c/o Martin P Hill Consulting 4737/23 Ansari Road 122 W 27th Street Daryaganj New York, NY 10001 New Delhi 110002 USA India © John Fernie and Leigh Sparks 2019 The right of John Fernie and Leigh Sparks to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988 ISBN 978 7494 8160 E-ISBN 978 7494 8161 British Library Cataloguing-in-Publication Data A CIP record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A CIP record for this book is available from the Library of Congress Typeset by Integra Software Services, Pondicherry Print production managed by Jellyfish Printed and bound in Great Britain by CPI Group (UK) Ltd, Croydon CR0 4YY v CO N TE N TS List of figures ix List of tables xi Contributors xiii Preface xvii 01 Retail logistics: Changes and challenges John Fernie and Leigh Sparks The logistics task Retail logistics and supply chain transformation Supply chain management 10 The grocery retail supply chain in the United Kingdom 17 Supply chain challenges 20 Conclusions 27 References 31 02 Relationships in the supply chain 35 John Fernie Introduction 35 Power in buyer–seller relationships 36 Quick response 40 Efficient consumer response 44 The role of logistics service providers 52 Conclusions 57 References 58 03 The internationalization of the retail supply chain 65 John Fernie International sourcing 67 Offshore sourcing and reshoring? 75 Differences in distribution ‘culture’ in international markets 81 vi Contents The internationalization of logistics practices 86 Conclusions 90 References 91 04 Exploring the international fashion supply chain and corporate social responsibility: Cost, responsiveness and ethical implications 97 Patsy Perry and Steve Wood Introduction 97 The internationalization of the fashion supply chain 99 Ethics and corporate social responsibility in global fashion supply chains 111 Conclusions 117 References 118 05 The footwear supply chain: The case of Schuh 129 John Fernie and Colin Temple Introduction 129 The complexity of the footwear supply chain 131 Offshore sourcing, reshoring and outsourcing 135 The case of Schuh 139 Conclusions 145 References 146 06 Luxury fashion supply chain management 149 John Fernie and Patsy Perry Introduction 149 Definitions of luxury and luxury branding 150 The ‘new’ luxury 155 The evolution of the luxury brand 156 Gaining control of marketing channels 160 Supply chain management in luxury fashion 167 CSR and luxury fashion brands 171 Conclusions 176 References 177 07 Contents Tesco’s supply chain management 183 Leigh Sparks Introduction 183 The changing Tesco supply chain: establishing control and delivering efficiency 185 Coping with complexity 200 Conclusions, lessons and challenges 213 References 215 08 Availability in retailing: On-shelf in-store and online fulfillment 221 David Grant and John Fernie Introduction 221 Availability on-shelf in-store 221 Availability through online fulfilment 231 Service failure and recovery 234 Conclusions 239 References 240 09 The development of e-tail logistics 245 John Fernie, Suzanne Fernie and Alan McKinnon Introduction 245 The growth and development of the e/m-commerce 246 market Web 2.0 252 Exploiting the long tail 253 Online shopping formats 256 The e-commerce consumer 257 The logistical challenges 260 Distribution of online grocery products 262 Distribution of online purchases of non-food items 267 Conclusions 275 References 276 vii viii Contents 10 Improving the environmental performance of retail logistics 279 Alan McKinnon Introduction 279 The environmental effects of retail logistics 280 Restructuring the retail logistics system 283 Shifting freight to greener transport modes 285 Improving vehicle utilization 288 Improving the energy efficiency of retail deliveries 291 Using alternative fuels 292 Topical issues 294 Conclusions 297 References 298 Index 303 ix L IS T OF F I GUR E S FIGURE 1.1 FIGURE 1.2 FIGURE 1.3 FIGURE 1.4 FIGURE 1.5 FIGURE 2.1 FIGURE 2.2 FIGURE 2.3 FIGURE 2.4 FIGURE 2.5 FIGURE 3.1 FIGURE 3.2 FIGURE 3.3 FIGURE 3.4 FIGURE 4.1 FIGURE 4.2 FIGURE 4.3 FIGURE 5.1 FIGURE 5.2 FIGURE 5.3 FIGURE 5.4 From physical distribution management to demand chain management The management task in logistics The extended value chain 14 E-fulfilment models 23 Break-even analysis of switch from store-based to pick-centre fulfilment 23 ECR improvement concepts 46 ECR Concepts 47 Structures of measures in ECR 48 Transformation of the interface between manufacturer and retailer 50 Typology for logistics service provider collaboration 56 The five levels of sourcing 69 Framework that addresses the different combinations of offshoring and outsourcing 70 The end-to-end supply chain 74 Wal-Mart’s stores and DCs in Germany 89 Supply chain models in the fashion industry: vertical integration (VI) and design/source/distribute (DSD) 101 Demand pyramid: basic vs fashion items 108 Typology of fashion retailer supply chain relationships 110 Fashion footwear supply network 132 The quality control system used to check returned stock 140 The Bathgate distribution centre: automated conveyer belt system 144 Stock allocated to stores coming off conveyer belt and chute 145 302 Logistics and Retail Management van Loon, P, McKinnon, AC, Deketele, L and Dewaele, J (2014) The growth of online retailing: A review of its carbon impacts, Carbon Management, (3), pp 285–92 van Loon, P, Deketele, L, Dewaele, J, McKinnon, AC and Rutherford, C (2015) A comparative analysis of carbon emissions from online retailing of fast moving consumer goods, Journal of Cleaner Production, 106, pp 478–86 van Rooijen, T and Quak, H (2010) Local impacts of a new urban consolidation centre: The case of Binnenstadservice.nl, Procedia - Social and Behavioral Sciences, (3), pp 5967–79 Walmart (2017) Global Responsibility Report, Walmart Corporate, Bentonville World Economic Forum (2014) Towards a Circular Economy: Accelerating the take-up across global supply chains, World Economic Forum with the Ellen MacArthur Foundation and McKinsey & Co, London 303 I NDEX Page numbers in italic indicate Tables or Figures 3D (three-dimensional) printing, homebased 24, 274 academic interest in retail supply chains 3–4 accidents related to retail logistics activities 281 Adidas 40, 80, 102, 130, 134–35, 137 agile supply chain 12, 13, 31 fashion sector 72–73 agility concept 12 Ahold 65, 247, 264 global retail model 89–90 retail alliance 87 Ahrendts, Angela 78–79, 163, 164–65 air pollution caused by logistics activities 281 Aldi 66 Groceries Code compliance 38 sale of 3D printers for home use 274 Alexander, Sandy 139 Alibaba, drone deliveries 273 alternative fuels 292–94 Amazon 55, 272 acquisition of Whole Foods 91 customer reviews and purchase trends 257 drone deliveries 24, 273–74 e-tail sales 252 exploitation of Web 2.0 253 exploiting niche demand 254, 256 launch of its own delivery operation 56 online retailing 91 rise of 35 time required to become profitable 259 Amazon Fresh 266 Amazon Market Place 257 Amazon Prime 86 in-car delivery service 237 Android 256 Ann Summers 245 Ansoff grid 159–60 anti-globalization backlash 76, 137 AO.com 252 Apple 164 exploiting niche demand 254, 256 Arcadia 115 Argos 245, 252 Armani 160 Asda distribution strategy 84 e-tail sales 252 fulfilment of online grocery orders 263, 266 George brand 71 green logistics strategy 282 Groceries Code compliance 38 online order fulfilment model 22, 23 supply chain challenges 19 use of greener transport modes 287 Wal-Mart’s influence on logistics 88, 89 Asos business model 15 CDPs 272 contracting out logistics 56, 86, 239 dedicated order-picking model 22 exploitation of Web 2.0 opportunities 256 exploiting niche demand 256 fast fashion 98, 105 growth of 91, 252 returns management 26–27, 86, 239, 269 Asos Outlet 256 asset specificity 53 Auchan 272 automation garment production processes 102 Schuh stock management 143–45 availability in retailing 221–40 adapting to online retailing 236–37 approaches to improving in-store availability 224–31 causes of retail stock-outs 223 channel performance evaluation 236 click and collect services 237–38 collection and delivery points 237–238 consumer reactions to in-store product stock-out 224 direct-to-customer (D2C) distribution 238 employees as knowledge workers 229–30 304 Index availability in retailing (continued) enhanced replenishment model 230–31 failed home deliveries 237 ‘last 50 yards’ problem 222, 223 online shopping fulfilment 231–34, 238 on-shelf in-store 221–31 returns management (online) 239 role of logistics 4–5 service failure and recovery 234–240 supply chain challenges 28 unsecured deliveries 237 Avon 245 back-reshoring 78, 79, 80 backloading of shop delivery vehicles 289 Bailey, Christopher 79, 161, 162, 163, 164, 165–66 Bangladesh, Rana Plaza garment factory tragedy (2013) 111 Benetton 15, 16, 70–71 Bennenstad service 291 biofuels 292–93 Boo.com 247 Boohoo 98 Booker 184 Boots 285 Bravo, Rose Marie 161, 162, 164 Brexit 67, 76 effects of uncertainty 79 potential challenges for Tesco 215 risk to frictionless trade and supply 31 BRIC markets for luxury goods 149–50 British Shoe Corporation (BSC) 129–30 Browett, John 197 Burberry 78–79, 80, 104, 149, 157, 159, 160, 170, 175 brand repositioning (case study) 161–67 corporate social responsibility (CSR) 166 Burton 70 business process re-engineering (BPR) 11, 42, 131 business to business (B2B) channel 21, 24 e-commerce 245, 247 business to consumer (B2C) channel 20–21, 24, 256 e-commerce 245, 247–48 business to government (B2G) channel, e-commerce 245 buyer-driven global sourcing networks, fashion sector 105–07 Calvin Klein 172 carbon auditing and labelling of retail products 295–96 Carrefour 65, 66 Cartier 149 Casino 87 Castrette model 71 catalogue shopping 245 category management 45 CEO Global Forum 47 Chanel 103, 104, 159, 164 Change Your Shoes (pressure group) 79, 137 Step Up 112 child labour 98–99 China erosion of competitive advantage 75–76, 77 foreign direct investment by 77 industrial upgrading and relocation initiatives 102 market for luxury brands 156–57, 159–60 supplier relationships 71 We-Chat social media platform 160 Christian Louboutin 130 Clarks 135–36 ‘click-and-collect’ systems 22–23, 237–38, 267, 271–72 ‘click-and-reserve’ systems 271 ‘clicks and bricks’ retailing approach 248, 260 Clipper Logistics 56, 86 ‘boomerang’ service for returns 269 Coach (fashion brand) 98, 156, 169 Coats 78 Coca-Cola Supply Chain Collaboration (1994) 44, 45 coercive power 36, 40 Cohen, Jack 185 collaborative planning, forecasting and replenishment (CPFR) 10, 19, 42–43, 49–52, 85 Collect + 272 collection and delivery points (CDPs) for online purchases 271–73 communications 5 Community Food Connection Programme 199 competition between supply chains 29 time-based competition 12–16 UK supermarket sector 36–37 complaint management, service failure and recovery 234–240 consolidation centres 18 consumer demand-driven supply 1–2 Consumer Goods Forum 47 consumer product goods (CPG) 238 consumer to consumer (C2C) e-commerce 245, 247 Index container shipping maximizing loading of containers 285 slow steaming practice 285 use of port-centric logistics 284 continuous improvement 11 contractual theory of the firm 53, 100 Coopers & Lybrand survey of the grocery value chain 45, 46 core competencies within the firm 53, 55 corporate social responsibility (CSR) Burberry 166 defining in the fashion sector 113–17 environmental impact of retail logistics 279 fashion supply chain 98–99 global fashion supply chain 103, 111–17 luxury fashion brands 171–75 cost versus service dimensions of the supply chain 16 Costco 66 costs of various elements of logistics Courtaulds 78 CPFR see collaborative planning, forecasting and replenishment cross-docking 9, 194–95 customer profiling, internet shoppers 257–60 customer relationship management (CRM) 254 customer service on-shelf in-store availability of products 221–22 online shopping fulfilment 231–34 service failure and recovery 234–240 customer service framework (Grant) 235–36 dark stores (picking centres) 55, 84, 197, 265–66 data collection and use in supply chains 29–31 database marketing 35 De Sole, Domenico 161 Debenhams.com 257 dedicated order-picking model 21, 22, 23 Delhaize 65 demand anticipation demand chain effectiveness 16–17 demand chain management 1–2 demand-led pull model, fashion supply chain 97 demand management 45 design/source/distribute (DSD) model 101, 135 Dewhirst 78 DHL, drone deliveries 273 digital revolution 35 Dior 149, 172 direct-to-customer (D2C) distribution 238 distribution see logistics; supply chain distribution centres (DCs) 8, 9, 18 distributor labels 82–83 Dixons 248 Dixons Carphone 252 Doddle 273 Donna Karan 157, 158 Dorfman, Lloyd 273 Dorothy Perkins 115 dot.com boom and bust (late 1990s) 246, 248 DPD, drone deliveries 273 drive concept 22 drive-through collection and delivery stations 272 drone deliveries 24, 273–74 Drucker, Peter 10–11 e-commerce 1, 55 alternative delivery options 23–24 availability 231–34 challenges for dot.com pure players 259 click and collect systems 22–23 fashion sector 98 growth and development 246–52 logistical challenges 260–62 online shopping formats 256–57 order fulfilment models 21–22, 23 profiling online customers 257–60 sectors 245 shortening delivery periods 23 supply chain challenges 20–24 supply chain integration 24 e-fulfilment 20–22 e-grocery 21 e-tail logistics 245–75 ‘click-and-collect’ approach 267, 271–72 ‘clicks and bricks’ retailing approach 260 collection and delivery points (CDPs) 271–73 distribution of online grocery products 261–67 distribution of online purchases of non-food items 267–73 drone deliveries 273–74 e-commerce sectors 245 exploiting the ‘long tail’ 253–56 Global Retail E-commerce Index 249–51 growth and development of the e/m-commerce market 246–52 history of mail order shopping 245 home-based 3D (three-dimensional) printing 274 305 306 Index e-tail logistics (continued) hub-and-spoke networks 267 influence of Web 2.0 252–56 J4U delivery networks 267 ‘last mile’ problem in grocery 266–67 ‘last mile’ problem in non-food items 269–75 logistical challenges of e-commerce 260–62 multichannel retail strategy 248 niche demand exploitation 253–56 online order fulfilment strategies 262–67 online shopping formats 256–57 pure player e-tailers 247 relative environmental footprint 296–97 returns management 267, 268–69 surface delivery robots (droids) 274 top 15 UK e-tailers (2017) 249, 252 unattended delivery systems 270–75 Eastern Europe, footwear production 137–39 eBay 140, 143, 247, 256 ECR (efficient consumer response) 44–52 category management 45, 46 changing relationships between retailers and suppliers 49–52 comparison of studies 44–45 demand management 46, 47, 49 enablers 46, 47 enabling technologies 45, 46 initiatives 19 integrators 46, 47 introduction of 10 KPIs in grocery retail 51–52 main focus areas for improvement 45–52 model (Aastrup et al) 47–49 need for collaboration 85 product replenishment 45, 46 role of logistics service providers (LSPs) 52–57 supply management 46, 47, 49 VICS initiative on CPFR 49–52 ECR Community (formerly ECR Europe) 47 ECR Europe 225, 230 supply chain study 45, 46, 47 ECR UK 225 Eddie Bauer 248 EDI platforms 21 El Naturalista 137 electric vehicles 293–94 electronic data interchange (EDI) 9, 68 electronic point of sale (EPOS) end-to-end supply chain 10, 73–74 energy efficiency in retail logistics 291–92 environmental impact of retail logistics 279–98 accidents 281 air pollution 281 backloading of shop delivery vehicles 289 carbon auditing and labelling 295–96 corporate social responsibility (CSR) 279 energy efficiency 291–92 environmental initiatives 279–80 environmentally friendly transport modes 285–88 food miles issue 284–85 green dimension to logistics and supply chains 3 greenhouse gas emissions 280 improving vehicle utilization 288–91 international fashion supply chain 98 managing packaging waste 294–95 noise disturbance 281 noxious gases 281 reducing road miles 282–83 relative environmental footprint of online retailing 296–97 restructuring the retail logistics system 283–85 sustainability challenge 24–27 topical issues 294–97 urban consolidation centres 290–91 use of alternative fuels 292–94 use of larger vehicles 289–90 visual intrusion 282 waste generation 281–82 ways to reduce 282–97 Environmental Justice Foundation 113 Ethical Consumer Research Association 172 Ethical Trading Initiative 112 ethics in global fashion supply chains 111–17 European Emissions Trading Scheme 286 European Union (EU) 76, 225 EUROSKO 137 everyday low price (EDLP) strategy 39, 78 Exel (logistics service provider) 74, 87 experiential online shopping formats 256–57 expert power 36, 40 Facebook 235, 247, 248 exploiting niche demand 256 use by e-tailers 257 factory gate pricing 55, 73, 83 far-right political movement 137 fashion industry, decline in growth 40 Fashion Industry SCM Promotion Association (FISPA) 43 Index Fashion Revolution Transparency Index 112, 172, 174 fashion supply chain affordable luxury 98 evolution of 70–73 labour-intensive nature of apparel production 75 managing high returns rates 26–27, 56 mass prestige brands 98 outsourcing of logistics 56 quick response (QR) concept 40–44 time-based competition 14–16 see also international fashion supply chain; luxury fashion supply chain fast fashion 14–16, 27, 40, 97, 98, 99, 100–01, 105 demand profile 107–11 fast-moving consumer goods (FMCGs) 18 Fearne, Andrew 39 food miles issue 284–85 food waste in grocery supply chains 26, 199 footwear supply chain 129–46 challenges facing retailers 129–30 complexity of 131–35 efforts to reduce lead times 131–35 global production of footwear 129 information flows 134–35 intermediary processes in footwear production 131–34 offshore sourcing 135–39 outsourcing 135–39 production in Eastern Europe 137–39 reshoring 135–39 Schuh case study 139–46 worker exploitation 137–39 Ford, Tom 161 foreign direct investment, presented as reshoring 77 Fratelli Rossetti 136–37, 169–70 free on board (FOB) 73, 74 galaxy model of segmentation 158 Gantt charts 131 Gap 77, 111 GATT (George and Atila Turkmen) 71 General Motors, OnStar system 237 Genesco 139 geographical considerations in supply chain strategy 83–84 Geox 137–38 Giorgio Armani, segmentation 158 Global Commerce Initiative (GCI) 46–47 global logistics service provision 55 Global Retail E-commerce Index 249–51 global retail models 87–90 Global Scorecard 46 global sourcing 67–75 global warming 280 GlobalExchange 247 Gobbetti, Marco 166 Goldbergs 139 Google 164 drone deliveries 273 exploiting niche demand 256 government to business (G2B) e-commerce 245 greenhouse gas emissions from logistic activities 280 Greenpeace 172 Detox Catwalk 112 Grenelle Act (2012) France 175 Groceries Code Adjudication Bill (2013) 38 Groceries Code and Adjudicator 184, 212 Groceries Supply Code of Practice 37–40 grocery retail supply chain distribution of online grocery products 261–67 efficient consumer response (ECR) 44–45 internationalization 73, 74 key performance indicators (KPIs) 51–52 non-UK countries 19 outsourcing of logistics 53–55 United Kingdom 17–20 Gucci 149, 156, 164, 174, 175, 230 flawed licensing and franchising strategy 161 H&M fast fashion 15, 27, 97, 100 in Ethiopia 77 recent decline in profits 40 Halfords 23 Hammersley, Phillip 129 handling requirements of products 28 Hermès 103, 149, 156, 167, 168, 172, 173, 174–75 Hingley, Martin 39 Hogan Rebel 139 Hollander, Stan 65 Home Depot 66 horizontal competition between supply chains 29 horsemeat scandal (2013) 30, 184, 212 House of Fraser 227, 230 hub-and-spoke networks 267 Hugo Boss 156 Iceland (retailer) 295 IGD (formerly Institute of Grocery Distribution) 17–18, 47, 225 307 308 Index IMRG (e-commerce statistics provider) 246 in-car delivery services 237 Industrial Marketing and Purchasing Group (IMP) 35 industrial upgrading 102 infomediaries 247 information, data collection and use in supply chains 29–31 information technology, quick response (QR) programmes 40–44 Inpost 272 Instagram 164, 165, 247 integrated service providers 71–72 integrated supply chain management International Committee of Food Chains (CIES) 47 international fashion supply chain 97–118 automation of garment production processes 102 basic products demand profile 107–09 buyer-driven global sourcing networks 105–07 competing demands on suppliers 115–17 corporate social responsibility (CSR) 98, 103, 111–17 defining CSR 113–17 demand-led pull model 97 demand profiles and uncertainty 107–11 design/source/distribute (DSD) model 101 e-commerce 98 ethical issues 111–17 fast fashion 97, 98, 99, 100–01 fast fashion products demand profile 107–11 garment sourcing strategies 109–11 industrial upgrading 102 key issues in supply chain management 99–111 locations for low-cost garment manufacture 101–02 manufacturer-push model 97 outsourcing 97–98, 100–04 quick response (QR) concept 104–05 race to the bottom on manufacturing costs 102 regional specializations 102–03 relationships and responsiveness 104–07 social and environmental impacts 98–99 sourcing 97–98 sustainability issue 98, 113–17 sweatshops 111–12 typology of fashion retailer relationships 109–11 vertical disintegration 100–04 worker exploitation 111–12 international hubs 72 international sourcing, vertically-integrated companies 70–71 internationalization of the retail supply chain 65–91 challenges for the grocery sector 65–66 combinations of offshoring and outsourcing 69–70 differences in distribution ‘culture’ 81–86 entry strategy 74–75 fashion supply chain 70–73 five levels of sourcing strategies 68–69 global retail models 87–90 grocery supply chain 73, 74 international retail operations 66, 67 international sourcing 66, 67–75 internationalization of management concepts 66, 67 knowledge transfer approaches 86–90 need for collaboration between parties 85–86 offshore sourcing 75–80 online operations 91 reshoring 75–80 returns management 86 supply chain implications 66–75 use of logistics contractors 85–86 inventory 5 J.B Hunt-Special Logistics Dedicated LLC 237 J4U (just for you) distribution 261, 267 Janowski, Andy 165 Japan automobile industry supply chain 74 influence of Japanese business methods 11–12 QR in the fashion supply chain 43 JD, drone deliveries 273 Jimmy Choo 130 John Lewis 252 JohnLewis.com 257 just-in-time (JIT) systems 18, 30, 35 Kearney, AT 76 Kenzo 172 Kering (formerly PPR) 104, 157, 161, 174, 175 key performance indicators (KPIs), in grocery retail 51–52 Kimberley Process Certification Scheme 174 knowledge transfer in international logistics 86–90 Kroger 66 Index Kurt Geiger 130 Kurt Salmon Associates (KSA) 15–16, 40–41, 44, 81 labour costs 75–76 Lacoste 173 ‘last 50 yards’ problem in retailing 222, 223 ‘last 50m issue’ (stock room to shelf) 28 ‘last mile’ problem of delivering goods 20–21 impact of new technology 273–75 in grocery 266–67 in non-food items 269–75 Laura Ashley 115 leagile approach 12, 13 lean approach 30–31 fashion sector 72–73 lean principles 11 lean production 12, 13 lean supply chain techniques 35 footwear production 134 Leclerc 272 legitimate power 36 Levi Strauss & Co. 112 Li & Fung 71–72 locker point systems 271–72 logistics flows of product and information 4–5 influence of consumer expectations 1–2 service benefits 2–3 task of 4–8 logistics mix components 5 integrated retail supply chain 5–8 management challenges 5–8 trade-off of costs 84–85 logistics service providers (LSPs) 30, 52–57 collaboration typology 56–57 fourth party (4PL) providers 52 role in ECR 52–57 third party providers 52 use in international supply chains 85–86 ‘long tail’ marketing 253–56 longer semi-trailers (LSTs) 289–90 L’Oreal 172 Louis Vuitton 103, 149, 156, 160, 167, 169, 172, 173 luxury fashion supply chain 149–77 accessible luxury 155–56 Ansoff grid 159–60 brand product diversification 160 Burberry case study 161–67 classification of luxury brands 156 CSR and luxury fashion brands 171–75 definition of a luxury brand 150–55 development of 150 evolution of the luxury brand 156–60 features of luxury supply chain management 167–71 gaining control of marketing channels 160–67 growth of the luxury fashion sector 149–50 history of the concept of luxury 150–55 management challenges 167–71 market segmentation 157–58 ‘new’ luxury 155–56 online and off-price channels 160 pyramid brand model 157–58 reshoring 78–79 ‘see now, buy now’ (SNBN) approach 165–66, 170–71 social and environmental issues 112 supply chain transparency 171–75 sustainability 171–75 vertical integration 103–04 LVMH 104, 157, 172, 173, 175 m-commerce 1, 55, 245 customer profiling 259–60 growth and development 246–52 online shopping formats 256–57 m-tail 245 mail order shopping, history of 245 ‘make or buy’ decisions in operations management 52–53 manufacturer-push model, fashion supply chain 97 market segmentation models, luxury fashion 157–58 marketing mix, four Cs and five Is 35 Marks & Spencer 111 e-tail sales 252 European retail strategy 86–87 Groceries Code compliance 38 offshore sourcing 70 own-brand products 83 retreat from international markets 65 trailer energy efficiency initiative 292 mass customization 257, 261 Matternet, drone deliveries 273 McKinnon, Alan 8–10 Metro 65, 66, 88 Michael Kors 98 Millennial (Generation Y) consumers 246–47, 267 Missoni 160 Modern Slavery Act (2015) UK 175 Monoprix 287–88 Monsoon Accessorize 115 309 310 Index Morrisons 266, 273 Groceries Code compliance 38 supply chain challenges 19 Moschino 170 multichannel retail strategy 248, 260, 261 Multi-Fiber Agreement (MFA) 100 N Brown 252 near-reshoring 78, 79, 80 Net-a-Porter 256, 257 Network Rail 273 network theory 12 Nevada Bob 257 New Look 40, 130 Next 111, 245, 252 Next Directory 23 niche demand exploitation 253–56 Nike 40, 102, 112, 130, 135, 173–74, 238, 257 noise disturbance by logistics activities 281 North American Free Trade Agreement (NAFTA) 76 Obama, Barack 76 Ocado 23, 55, 252, 264, 296 Office 130 offshore QR (quick response) initiatives 68 offshore sourcing 75–80 footwear sector 135–39 offshoring 69–70 omnichannel retailing 231, 248 one-to-one marketing 253 one-touch systems 28 online auction sites 247 online fulfilment centres (OFCs) 232, 233–34 online order fulfilment 231–34, 238 dedicated order-picking model 21, 22, 23 pick centre model 21, 22, 23 store-based model 21–22, 23 online retailing, relative environmental footprint 296–97 online shopping formats 256–57 outsourcing factors in outsourcing decisionmaking 52–57 fashion supply chain 97–98 footwear sector 135–39 logistics service providers (LSPs) 52–57 of production 40 Overstock.com 256 own-brand products 83 pace of supply chains 27 packaging 5 reduction, re-use and recycling 25–26 packaging waste, managing within the supply chain 294–95 pan-firm orientation 12 ‘parenting advantages’ for brands 157 Pareto principle (80:20 rule) 254 party plans 245 Patek Phillipe 159 PayPoint 272 PC World, trailer energy efficiency initiative 292 Peapod 247, 266 pick centre order fulfilment model 21, 22, 23, 263–65 Pixmania 257 Plank, Kevin 80 Polo Ralph Lauren 169 Portugal, labour rates 75 power emergence of retailer power 36–40 five power bases 36 in buyer–seller relationships 36–40 Prada 79, 80, 104, 137, 149, 169 Primark 105, 109, 130 primary consolidation centres 54 Proctor and Gamble, efficient consumer response (ECR) 44 product lifecycle 40 protectionism 67, 76, 137 pyramid brand model 157–58 quick response (QR) adoption of fashion supply chain 104–05 offshore initiatives 68 programmes 40–44 Quick Response Promotion Association (now FISPA) 43 Quidco 256 Ralph Lauren 157, 170 recycling 25–26 Reebok 135 referent power 36 regional distribution centres (RDCs) 54–55, 73, 83, 85 relationship lifecycle 36 relationships in the supply chain 30, 35–58 category leadership 39 changing relationships between retailers and suppliers 49–52 efficient consumer response (ECR) 44–52 emergence of retailer power 36–40 logistics service providers (LSPs) 52–57 power in buyer–seller relationships 36–40 Index quick response (QR) programmes 40–44 role of trust 36, 39–40 replenishment and re-ordering systems reserve and collect systems 22–23 reshoring 75–80 footwear sector 135–39 reshoring index 76 resource-based theory of the firm 12 resource recovery units (RRUs) 295 retail alliances 87, 90 retail buying power, abuses affecting suppliers 37–40 retail logistics transformation 8–10 control over secondary distribution 8–9 efficient consumer response (ECR) introduction 10 end-to-end supply chains 10 logistical systems restructuring primary distribution (factory to warehouse) rationalization 9–10 quick response (QR) adoption reverse logistics operations 10 supply chain management (SCM) introduction 10 retail-ready packaging 28 retailers control of the supply chain 18–19, 83–84 emergence of retailer power 36–40 interest in logistics systems of suppliers and intermediaries role in the supply system returns management e-tail logistics issue 267, 268–69 fashion industry 56 fast fashion retailers 26–27 international supply chains 86 multichannel approach 248 online 239 reasons for returns 239 ‘wardrobing’ problem 239 reverse logistics 10, 25–26 reverse systems in supply chains 1, reward power 36 RFID 24 Richemont 157 Romania, supplier relationships 71 Royal Ahold Group 66 Ryder-MXD Group 237 Ryman 273 Safeway 19, 87 Sainsbury’s 252 B2B internet exchange 21 collaborative planning, forecasting and replenishment (CPFR) 51 distribution strategy 84 entry into the Northern Ireland market 75 fulfilment of online grocery orders 263, 266 Groceries Code compliance 38 online order fulfilment model 22, 23 restructuring the logistics system 284 retreat from international markets 65 supply chain challenges 19–20 Saint Laurent 158 sales-based ordering (SBO) systems Schuh 40, 56, 86, 130, 272 Schuh (case study) 139–46, 269 brand mix 141 distribution system 140–41 history of the company 139–40 managing distressed stock 142–43 online sales 143, 144 stock turn 141–42 technology/systems 143–45 Schwartz 66 Screwfix 252 ‘see now, buy now’ (SNBN) strategy 165–66, 170–71 SelectUSA programme 76 service point systems 271, 272 Shandong Ruyi Technology Group of China 77 shelf-ready merchandise 28 Shoesofprey.com 257 Shop Direct 252 Shrink and OSA Group 47 SKUs (stock keeping units) 226, 234 social issues, international fashion supply chain 98–99 social media complaint channel for consumers 235 influence on shopping decisions 247 Somerfield 263, 266 sourcing five levels of sourcing strategies 68–69 international sourcing 67–75 span of supply chains 27–28 Sri Lanka, QR initiatives in the garment industry 43–44 Starship Technologies 274 Stella International Holding 79 stock see inventory stock-outs see availability in retailing store-based order fulfilment model 21–22, 23, 263–65 storage facilities substitution rates in online grocery orders 264 311 312 Index suppliers decline of supplier power 36–40 industrial upgrading 75 ‘race to the bottom’ on cost 75 supply chain, comparison with demand chain 16–17 supply chain challenges 20–31 availability of products 28 competition between supply chains 29 e-commerce 20–24 information collection and utilization 29–31 key issues for retail supply chains 27–31 pace of supply chains 27 potential disruption from Brexit 31 relationships between supply chain partners 30 reverse logistics 25–26 span of supply chains 27–28 sustainability 24–27 UK grocery retailers 19–20 supply chain management (SCM) 10–17 competition between supply chains 16 competitive advantage from 12–16 integration of activities 11 introduction of 10 service versus cost focus 16 transformation of retail logistics 8–10 value chain 12 supply chain networks, international variations 81–86 supply chain pipeline mapping 134 supply chain relationships see relationships in the supply chain supply chain studies, comparison of scope and savings 44–45 supply chain transparency, luxury fashion brands 171–75 surface delivery robots (droids) 274 sustainability in logistics and supply chains 3 challenges 24–27 luxury fashion brands 171–75 sustainable fashion 113–17 sweatshops 98–99, 111–12 T-shaped skills 229 Tacon, Christine 38 Tesco accounting scandal (2014) 184, 212–13 acquisition of ABF in Ireland 75, 86 Brexit challenge 215 business to business (B2B) internet exchange 21 business to consumer (B2C) channel 21 carbon auditing and labelling 295, 296 centralization 187–89 click and collect 272 collaborative planning, forecasting and replenishment (CPFR) 51 competitive advantage from 199 composite distribution 190–92 continuous replenishment (CR) 193–94 coping with complexity 200–13 dark stores 197 direct-to-store delivery (DSD) 186–87 distribution strategy 84 e-tail sales 252 effects of global recession (after 2007) 211–13 environmental issues 198–99 establishing control and delivering efficiency 185–99 exploiting niche demand 256 flow-through/cross-docking 194–95 food waste 26, 199 global retail model 87 Groceries Code compliance 38 horsemeat scandal (2013) 184, 212 importance of control of operations 214–15 in-store management 194 international expansion and withdrawal 65, 66 internationalization 201, 203–13 internet shopping operation 196–98 lean supply chain 11, 35, 192–99 long-term transformation of Tesco retail business 183–85 multi-channel operations 198 multi-format development 200–03 network management 194 online operations 91 online order fulfilment 22, 23, 262, 263–66 Operation Checkout (1977) 185–87 primary distribution (factory gate pricing) 195–96 scandals 183–84, 212–13 service versus cost in SCM 16 supply chain development 19 supply chain management 183–215 use of greener transport modes 287 use of rail transport 26 vertical collaboration 192–99 Tesco Direct 197, 257 Tesco Express 200–02 Tesco Metro 200–02 Tesco Outlet 256 Tesla 293–94 Texon 134–35 The Limited 68, 71–72 Index The Machine that Changed the World (Womack) 11 third party logistics (3PL) service providers 238 Tiffany & Co. 149, 174 time-based competition 12–16 Tisci, Riccardo 166 TK Maxx 292 Tod’s 79, 137, 138–39, 172 Tom Ford 170 Tommy Hilfiger 157, 170, 172 Top Shop 15 Topcashback 256 Topman 115 Topshop 115 total quality management 11 Toys R Us 74 transaction cost analysis 53 transaction cost economics 12 transaction costs, role of infomediaries 247 Transparency in Supply Chains Act (2012) California 175 transportation 5 backloading of shop delivery vehicles 289 improving vehicle utilization 288–91 use of environmentally friendly modes 285–88 use of larger vehicles 289–90 Travelex 273 Trump, Donald 67 association with Kevin Plank 80 ‘Make America Great Again’ slogan 76 pledge to revive jobs in the ‘rust belt’ 76 trust in supply chain relationships 36, 39–40 Turkey labour rates 75 supplier relationships 71 Twitter 247, 248 unattended delivery systems 270–75 Under Armour 80 Unilever 80 United Kingdom effects of reshoring 77–79 grocery retail supply chain (UK) 17–20 monthly index of retail sales 246 nature of competition in the supermarket sector 36–37 reshoring of apparel production 103 United States agility concept 12 ECR (efficient consumer response) concept 44–52 Environmental Protection Agency 174 QR (quick response) concept 40–44, 104–05 reshoring initiatives 76–77, 78 unitization 5 urban consolidation centres 290–91 value chain 12, 14 value stream mapping 134 Vans 257 Versace 160 vertical competition between supply chains 29 vertical integration of supply chains 40 vertically-integrated companies 70–71 VICS (Voluntary Interindustry Commerce Standards Association) 41, 42–43 initiative on CPFR 49–52 virtual organizations 53 visual intrusion of retail logistics activities 282 Volvo, On Call service 237 von Hippel, Eric 255 Waitrose 272 biofuel-powered transport 293 fulfilment of online grocery orders 266 Groceries Code compliance 38 Walgreen 66 Wal-Mart 19 B2B internet exchange 21 benefits of environmental initiatives 280 carbon auditing and labelling 295 challenges of sourcing US goods 78 competing demands on suppliers 116 CPFR (collaborative planning, forecasting and replenishment) 51 development of ‘supercenters’ 82 ECR (efficient consumer response) 44 global retail model 87, 88–89 international expansion 65, 66, 82 international supplier relationships 71 online order fulfilment model 22 online retailing 91 Retail Link network 24 sales forecast collaboration 49, 51 use of electric vehicles 294 Walton, Sam 65 Warner-Lambert, sales forecast collaboration 49, 51 waste generated by retail logistics activities 281–82 waste reduction in supply chains 24–27 We-Chat 160 Web 2.0 35 influence on e-tail 252–56 313 314 Index Webvan 23, 262–63 Whole Foods, acquisition by Amazon 91 Wiggle.com 257 worker exploitation 98–99 fashion industry 111–12 World Business Council for Sustainable Development 113 World Trade Organization (WTO) 76 World Wildlife Fund 172 Yodel 272 Yoox Net-a-porter 160 YouTube 256 Zalando 56, 91 Zara fast fashion business model 15, 27, 97, 99, 100–01, 105 lean supply chain 35 vertical integration 70 315 THIS PAGE IS INTENTIONALLY LEFT BLANK 316 THIS PAGE IS INTENTIONALLY LEFT BLANK ...i Logistics and Retail Management ii THIS PAGE IS INTENTIONALLY LEFT BLANK iii Fifth Edition Logistics and Retail Management Emerging issues and new challenges in the retail supply chain John... Fernie and Leigh Sparks The logistics task Retail logistics and supply chain transformation Supply chain management? ?? 10 The grocery retail supply chain in the United Kingdom 17 Supply chain challenges? ??... those in the clothing supply chain, the footwear supply chain is more complex and labour-intensive than in the clothing sector John Fernie and Colin Temple explore these issues in Chapter 5, ‘The
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