Retail

In a context where the balance of power has passed on to the side of consumers,
the ability to respect its customer promise is vital for the survival of retail chains.

The challenges of the sector

Consumers more and more demanding and versatile
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• Consumers are waiting for a varied and renewed offer
• They are less attached to a sign. They are looking for the best value for money and a product available immediately or else they will look elsewhere.
An economic slowdown in developed countries
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The profitability of the sector is deteriorating due to a decline in the Buying power of the consumers, rising costs, or government pressure on prices.
• On the contrary, development opportunities exist in emering countries.
More complex distribution channels
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• Signs are looking to offer new services via an omni-channel approach source of traffic and brand awareness
• This, however, implies adapting traditional networks and information systems
Increasing competitive intensity
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• The borders are disappearing between the actors of the sector: the producers become distributors, the distributors, the producers, the « pure player » of the Internet open physical stores ...

Your problems and our solutions

  • Develop an omni-channel approach putting the consumer at the center of the distribution

    • Integrate the e-commerce strategy (Click & collect, click & deliver, drive …) into an omni-channel strategy that must also counter the threat of CtoC distribution
    • Manage formats in large distribution (hyper, super, drive, city …)
    • Evaluate the maturity curve of processes and organization
    • Define the business impacts and build the Change management plan to align the processes to this new offer, and increase the skills of the teams
    • Assist in the selection and implementation of WHO systems
  • Offer customers the widest and deepest possible range in a context where lifecycles are shortening

    • Manage ethical brands, distributors (MDD), first prize (MPP) or national
    • Analyze assortments and align them with customer needs and local specificities
    • Implement differentiated service policies based on product life cycles
    • Establish a multidisciplinary collaborative process to better manage launches and synchronization between collections
  • Organize business operations to minimize uncertainty, without disturbing the signals of the past

    • Capitalize on past experiences to better define the quantities and the deadlines for launching
    • Set up a transversal forecast management process to anticipate and validate the expected impacts
    • Organize promotional purposes in order to identify the impacts of the promotions and readjust the supply chain processes
  • Sizing inventory just needed to optimize sales, while avoiding overstocks, in a multi-level warehouse/store context

    • Define the logistics  Network design aligned with the customer promise
    • Adapt inventory models according to the rotations produced, their ability to be predictable and their strategic nature
    • Adapt the DDMRP process to replace the forecast as a relevant signal of the request
    • Optimize planning processes through the selection of APS systems
  • Streamline processes and organisation at the store and warehouse level

    • Diagnose the Supply Chain function and identify areas for improvement for each process
    • Define and accompany the implementation of the areas of improvement
    • Accompany the selection of logistics providers
    • Analyze and accompany the setting up of mechanised chains in warehouses

The concerned expertise

Some references of the sector

Nicolas

Gedimat

Sephora

Bertrand Brumel-Jouan_Senior Manager Citwell_Photo médaillon

Bertrand Brumel-Jouan

Retail Expert

Bertrand has 14 years of experience in specialized distribution. He has supported Supply Chain transformation projects from the diagnostic phase to the implementation and management phase for retailers such as Krys, GrandOptical, Sephora, Bureau Vallée, GP Décors, Kiloutou…

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