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Contexte et défis

Portée par une demande mondiale en forte croissance, l’industrie du luxe doit s’adapter aux attentes changeantes et paradoxales des consommateurs. Ceux-ci ont un goût toujours plus marqué pour la nouveauté et la personnalisation des produits. Ils sont également à la recherche d’une expérience client omnicanale, fluide et sans couture. Ils attendent enfin des marques qu’elles assument une responsabilité sociale et environnementale toujours plus forte. 

 

  • Ces évolutions structurelles imposent aux acteurs traditionnels du luxe de repenser leur business model pour rester compétitif. Ils font face à des défis spécifiques pour améliorer leur attractivité : Maintenir l’attractivité produits au travers d’une introduction plus rapide des nouveautés, ce qui implique des processus de développement produits à réinventer (conception 3D, PLM, cycle « lean » …) ;
  • Optimiser la gestion des collections : maîtrise de la largeur et de la profondeur, approche géolocalisée des assortiments, en s’appuyant notamment sur les outils de merchandise planning et la data science ;
  • Accroître l’offre de personnalisation produit avec une gestion améliorée de la configuration, de la production unitaire, du suivi tout au long de la chaîne ;
  • Réussir la transformation omnicanale, en assurant une parfaite fluidité entre les canaux de vente sur tout le cycle de vie (« one stock », OMS, « temps réel » …) ;
  • Produire au plus juste pour éviter les destructions en s’appuyant sur de meilleures capacités prédictives (via les data sciences) et une planification supply chain plus agile ;
  • Enfin renforcer les preuves de responsabilité sociale et environnementale, via la transparence sur les filières d’approvisionnement (cuirs, or, diamant…) et la réduction des impacts environnementaux (traçabilité IoT, « blockchain », transport à faible émission de CO²…).’

 

Notre approche

Nous travaillons avec la plupart des acteurs mondiaux du luxe, dans tous les domaines de la chaîne de valeur, pour les accompagner dans la transformation de leur business model : 

  • re-engineering des processus, de la conception des produits jusqu’à la livraison aux entrepôts, dans une logique d’optimisation des délais et de maîtrise de la qualité ; 
  • planification et pilotage des collections, des assortiments et des stocks au niveau macro (catégories et régions) et micro (SKU [stock-keeping unit] et boutiques) en s’appuyant sur les meilleurs techniques et outils de merchandise planning 
  • optimisation des prévisions de vente en utilisant la data science 
  • mise en œuvre d’une planification supply chain agile (fiabilisation de l’engagement de production, DDMRP (Demand Driven Material Requirements Planning) …) ;
  • gestion de la pénurie et des allocations (matières premières, nouveautés, best) ;
  • démarches lean sur les sites de production et en logistique ; 
  • refonte des schémas logistiques et optimisation des flux de transport, en s’appuyant sur les technologies IoT (Internet des Objets) et l’automatisation des entrepôts ; 
  • définition et mise en œuvre de la transformation omnicanale (palette de services, stratégie d’unification des stocks, orchestration des commandes) et optimisation des opérations back office en magasin ; 
  • accompagnement des équipes et conduite du changement : mobilisation des acteurs, accompagnement de la transformation des métiers et des organisations.

Luxe : études de cas

Logistics masterplan for retail and e-commerce

luxury goods

Logistics masterplan for retail and e-commerce

Our client is one of the world leaders in luxury watchmaking, based in Switzerland. Present on all continents, the brand is distributed through a variety of different channels.

A three-year plan was introduced which also supported a ramp-up of retail and e-commerce channels, implying an evolution in logistics service and inventory management strategies worldwide.

Argon & Co was selected to assist in this strategic review.

 

“Deliverables are high quality and executed on time. We will be able to reuse them easily”

Operations Director

 

  • Formalise and validate targeted customer promises per channel
  • Build a short-term and medium-term vision of the logistics and transport scheme and the evolution of associated organisations (export-teams, sales administration), across all areas (Europe, Americas, Asia-Pacific, Middle East and Africa)
  • Measure inventory impacts, environmental impacts and arbitrate between “make” and “buy”
  • Build the trajectory and assess the associated resources
  • Redefinition of the warehouses network with a regionalisation logic (3 regions – Americas, EMEA, Asia-Pacific)
  • Significant reduction of delivery lead times for agents
  • Stocks reduction of13% with a better availability rate
  • 20% cost savings
  • Improved network resilience (continuity plan)

 

Asia Pacific supply chain optimisation

global drinks

Asia Pacific supply chain optimisation

Moët Hennessy is part of the French multinational luxury goods conglomerate, LVMH Group. It’s turnover is in excess of €38 billion from brands including Dom Pérignon, Hennessy, Mercier, Moët & Chandon and Ruinart.

The Asia Pacific business wanted to re-design its existing supply chain to support future market developments and move towards a best in class model. Argon & Co was asked to review all products flowing through the Singapore hub to the markets where multiple practical options exist; namely China, Australia, India and Japan.

 

  • Conduct a study of regional supply chain operations to understand the maturity of current processes
  • Identify the initiatives required to help move the business towards best practice in the drinks industry
  • Identify how SAP and APO could better support process and performance reporting
  • Identify how the logistics network from the Singapore hub to markets could be improved to reduce costs, lead times and capacity constraints

 

  • Identified that supply chain planning in APO had been configured to best support constrained production supply (which was only 20% of SKUs)
  • Two year roadmap to enable the regional supply chain to better support the target market service propositions
  • Identified the process enhancements and logistics network reconfiguration required for the region

 

Customer service organisation

consumer goods

Customer service organisation

Guerlain is a global player in the dermocosmetics and perfume industry. With a turnover of 700 millions euros and 3400 employees in 80 countries, it is part of the LVMH group.

In a context of commercial activities increase in a mature market, Guerlain France’s Customer Service team was experiencing difficulties, putting the business at risk. It was the result of more complex relations with internal partners, lack of formalised processes and objectives as well as a multiplication of manual or poorly automated operations.

  • Complete diagnosis identifying exhaustive list of difficulties and dysfunctions
  • Identify improvement levers in terms of processes, tools, RACI and performance, highlighting quick-wins
  • Define target organisational structure with related objectives and workload
  • Prepare new organization for implementation and identify prerequisites and project resources workload
  • Implementation of quick-wins on supply allocation and promotional operations process simplification (tools and RACI)
  • Definition of new customer service objectives and functions
  • Plan to improve productivity of the new organisation to achieve circa 20% workload reduction for customer service staff
  • Construction of a road map over 18 months for new organisation implementation

Multi-channel distribution centre retrofit

luxury apparel

Multi-channel distribution centre retrofit

Coach is a luxury American fashion company that designs and manufactures handbags, accessories, apparel, footwear, and other leather products. It has a large network of retail stores, a strong eCommerce presence and serves international and wholesale customers.

Steady business growth was straining storage and processing capacity. More productive processes were required to reduce the reliance on labour as the business doubles in size, and through peak demand periods.

  • Develop a plan to rearrange the facility and keep it running during the transition
  • Accommodate a Manhattan WMS upgrade
  • Develop new, more productive processes, including the redesign of direct to consumer fulfilment
  • Where possible, utilise components of the existing MHE system and its control system(s)
  • A redesigned facility, including a put-to-light module
  • Doubled processing capacity and increased storage capacity by 80%
  • Significant increase in value-added services processing capacity
  • New processes to dovetail with the WMS upgrade process and functionality

WMS evaluation

luxury fashion

WMS evaluation

Burberry is a luxury fashion house, distributing outerwear, fashion accessories, fragrances, sunglasses, and cosmetics. Burberry products are sold globally through its stores and online channel, as well as through third-party wholesale customers, both offline and online.

Whilst upgrading its ERP system, Burberry had the opportunity to simultaneously upgrade its existing warehouse management system (WMS). However, the business felt that the current system was not suited to their operations and wanted to evaluate the market to understand which system was the best solution for the fashion business.

 

  • Review the WMS market to understand the alternative options for Burberry
  • Produce detailed operational requirements and user specifications to use as a basis for evaluation
  • For the leading two systems (SAP EWM and Manhattan), manage detailed scenario testing and capability analysis
  • Recommend, with evidence, which system best supported the fashion business

 

  • A detailed recommendation on which WMS to select
  • Understanding of the impact on current productivity levels of each system
  • All systems scored on flexibility, functionality and user-friendliness in key activities (picking strategy, carton fill, slotting, labour management etc.)
  • Non-functional assessment completed (implementation risk, position in fashion industry, full-life cost and benefits)