Introduction and challenges
To compete with the pure e-commerce players, the survival of “classic” retail brands depends on the one hand on a service offer adapted to their customers and, on the other hand, control of the profitability of the retail distribution channel.
In the age of digital and omnichannel, retail chains have a growing challenge to optimise store operations by making the best use of their resources, while making points of sale an innovative part of the customer experience.
Adapting the organisation and flows of the point of sale to new commercial concepts (showroom, collection point, service points, customer order, etc.) is a preliminary step that must involve the “concept”, “offer”, “retail”, “digital” and “supply chain” teams.
Specialising, or on the contrary, developing the versatility of the sales outlet teams becomes key depending on the omnichannel dimension, or the achievement of certain activity thresholds. It is important to integrate the change management aspect to ensure success.
Planning flows and making point of sale operations leaner is a major challenge for the fluidity of operations (visibility enhancement, promotions and the implementation of new products), the smoothing of loads at the point of sale and the optimisation of resources.
Finally, the optimal distribution of execution activities between suppliers, central logistics and points of sale is a critical factor for competitiveness, which must be based on precise end to end modelling of tasks and productivity.
How we can help
Argon & Co supports retailers in optimising their point-of-sale operations in several areas:
- Analysis of the challenges of specialisation or versatility of the teams at the point of sale and the implementation of these roles according to the characteristics of the network, the omni-channel strategy, with clear and shared roles and responsibilities
- The implementation of best practice on flow and stock planning based on commercial ambitions, marketing constraints (dates and quantities) and point of sale capacities
- Reviewing and quantifying analysis (added value / costs) and support for the implementation of processes that facilitate and/or optimise store operations: lean retail approach, sorting and grouping during preparation, implementation of assorted bags, location of labelling or anti-theft activities, and the development of RFiD
- Analysis and identification of delivery frequencies adapted to the network of points of sale and commercial activity periods including business case stock risk / risk on sales and the impact on full logistics and transport costs