Increasingly, the post-purchase experience matters as much as the first leg of the buying journey. So what considerations are needed when formulating an effective last mile strategy? And how should retailers reorganise their operations to enable successful last mile delivery? See how supply chain transformations can be the ticket to success.
Consumer behaviour has changed dramatically over the past decade. Consumers are increasingly leveraging multiple channels to purchase goods and services. A recent study of consumer behaviour found that only 7 per cent were online-only shoppers and 20 per cent were store-only shoppers. The vast majority—73 per cent—were omnichannel customers, using multiple channels during their shopping journey.
In the current consumer landscape, the post-purchase experience matters as much as the first leg of the buying journey. Focussing on the post-purchase experience—the journey of the purchased item from channel to consumer—represents the next frontier for retailers. Previously, retailers often handed off the customer experience to a third party, like UPS or FedEx, which focussed on delivery. But as consumer expectations continue to evolve, retailers are realising the potential benefit of investing more heavily in this area.
In a span of five years, the value of same-day delivery sales has grown significantly, starting from practically zero in 2013 to more than $4 billion in 2018. Today, more than 50 per cent of consumers are willing to pay for this service. Same-day delivery is something shoppers expect.
A packaged item’s journey from production to the consumer has traditionally been broken down into three stages:
Amazon has set the standard for last mile strategy, putting severe downward pressure on fulfillment service levels at much lower costs. It’s now offering free one-day delivery on more than 10 million items.
In response, other retailers are experimenting with their own last mile innovations. Walmart is testing Spark Delivery, a crowdsourced model where independent drivers pick up orders from Walmart shops and warehouses and deliver them to customers. Other companies have revamped their operations to ship to customers more effectively. A leading retailer, for example, is using its shops to ship more than 80 per cent of online orders, reducing the time to ship to customers.
Retailers are feeling increased pressure to improve their last mile delivery logistics solutions and invest in solutions that bring down the time to deliver to a customer. Still, only 65 per cent of retailers offer same-day delivery or are preparing to offer it in the next year.
Achieving faster and more flexible delivery to customers means rethinking workforce strategies around hiring and training, rewards, and scheduling to accommodate fluid work. Organisational design improvements can enable new ways of working and boost decision-making efficacy.
What are the key changes needed across the end-to-end supply chain that enable effective last mile fulfillment? Additionally, how should retailers reorganise their operations to enable successful last mile delivery?
To date, most companies and retailers have focussed their efforts on optimising last mile transport—and for good reason. Last mile delivery logistics is the least efficient stage in the supply chain, making up 28 per cent of the total delivery cost.1 However, retailers tend to develop tunnel vision in designing efficient last mile strategy, largely concentrating on improving transport operations to enhance last mile delivery and entering partnerships with delivery service providers for faster service. But the emphasis placed on delivery service providers can limit the true extent to which effective last mile strategy can be facilitated and enabled.
Moving towards an effective last mile strategy requires end-to-end supply‑chain transformation. The transformation should examine supply chain’s people, processes and technology to help create an environment that's flexible, data-driven and customer-focussed.
Companies should develop a last mile strategy that identifies the existing gaps in their end-to-end supply chain and positions them against the end goals. Operational improvements at each node of the value chain (such as manufacturing and distribution centres) can allow companies to design a holistic last mile solution that will reduce delivery lead times and enable more flexible last mile fulfilment options for customers. Considering both people-related changes and broader operational decisions is critical. The nodes in which those changes occur will have unique impacts on workforce, rewards and ways of working among teams. Retailers and consumer product companies can utilise the following considerations for each node of the supply chain:
A holistic approach to developing a last mile strategy can offer organisations numerous benefits, as it can help:
Before making the shift, retailers and companies should recognise the barriers that stand in the way of succeeding in this integrated and holistic approach. For example, lack of reliable and actionable data and insights makes decision-making a challenge. Also, limited system infrastructure and capabilities can cause poor cross-functional visibility, rendering reporting a challenge for a holistic approach. One of the most stubborn obstacles is cultural. Organisational siloes, accountability and controls can make end-to-end thinking and approaches in traditional organisations a cultural barrier.
1 Barry Hochfelder, “What retailers can do to make the last mile more efficient,” Supply Chain Dive, May 22, 2017, www.supplychaindive.com/news/last-mile-spotlight-retail-costs-fulfillment/443094/.