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Contexte et défis

La dernière décennie a connu une croissance rapide des pure players de l’e-commerce, en particulier dans le secteur non-alimentaire, aux structures de coûts en rupture par rapport à celles des distributeurs traditionnels. La pression sur les marges s’est accrue pour diverses raisons : perte de trafic et/ou de chiffre d’affaires, marges réduites sur les ventes e-commerce et croissance différentielle entre le chiffre d’affaires et les coûts. Dans le même temps, les consommateurs sont toujours plus informés et versatiles et mettent les distributeurs traditionnels sous forte pression pour transformer en profondeur leurs business model sous peine de disparition.


Pour pérenniser leur activité, les distributeurs doivent : 

  • offrir une expérience client et un assortiment différenciants ;
  • optimiser radicalement leurs coûts end-to-end pour compenser les pertes de marges et financer les investissements nécessaires ;
  • garantir l’excellence opérationnelle au service d’une expérience client optimale.

Pour répondre aux attentes nouvelles des consommateurs et à la pression de la concurrence, le digital est incontournable. Il permet de transformer l’expérience client, de développer la connaissance client et de faire évoluer la supply chain, les prévisions de ventes, la gestion des prix, les promotions et les opérations en magasin.

Notre approche

Nous travaillons avec 10 des 25 plus grands distributeurs en Europe et quelques-uns des principaux distributeurs aux États-Unis, à toutes les étapes de la chaîne de valeur.

Nous aidons nos clients à définir leur stratégie dans le domaine des opérations end-to-end et à mettre à œuvre la transformation.

  • Réinvention du modèle retail : stratégie omnicanale, rôle des magasins et stratégie de mise à profit des assets, gestion de l’innovation (choix technologique, partenariat…), advanced data management (gestion des données avancées, exploitation de l’ensemble des données disponibles…). 
  • Transformation digitale : IA (expérience client, customer intelligence et gestion de l’offre, prévision des ventes, gestion des prix, promotion et opérations magasins), digital in store, RPA (Robotic Process Innovation).
  • Opérations en magasin : stratégie de service, productivité/lean point de vente, planification des ressources, optimisation des process back-office magasins.
  • Achats, sourcing : stratégie achats, organisation et pilotage de la performance achat, optimisation et organisation des bureaux de sourcing, performance de la négociation fournisseurs, collaboration avec les fournisseurs.
  • Supply Chain : stratégie supply chain, organisation et pilotage de la supply chain, optimisation des approvisionnements, pilotage de la performance de la négociation avec les fournisseurs, collaboration avec les fournisseurs. 
  • Logistique : politique de service magasin/web, optimisation end-to-end, schémas directeurs logistiques, organisation et pilotage de la logistique magasin/web, plan de performance logistique, mécanisation/automatisation, optimisation du transport. 
  • Back-office : optimisation des fonctions back office, shared services et externalisation, optimisation/automatisation des processus support, pilotage du service et de la performance.
  • Transformation et conduite du changement : plan de transformation, mobilisation des acteurs, accompagnement de la transformation des métiers et des organisations. 

Retail et e-commerce : études de cas

Process improvement in eCommerce

consumer retail

Process improvement in eCommerce

Williams-Sonoma, Inc. is a multi-channel specialty retailer of high-quality products for the home, operating under distinct brands Williams Sonoma, Pottery Barn, West Elm, Rejuvenation, and Mark and Graham, and marketed through e-commerce websites, direct-mail catalogues and retail stores.

Retail stores are located in the US, Puerto Rico, Canada, Australia and the United Kingdom, with franchise brands in the Middle East, the Philippines, Mexico and South Korea.

We were engaged to assess and improve the eCommerce operation following a disappointing peak season of higher costs and severe service issues.

  • Assess the entire operation to analyse and identify priorities for aggressive improvement prior to holiday peak
  • Define several critical workstreams and provide leadership and guidance to define and implement fixes
  • Create a SKU and inventory reduction plan
  • Create training modules for various functions
  • Develop and execute a peak readiness plan
  • Established new high cube and small low volume pick areas to increase SKU capacity and lift productivity
  • Significant SKU rationalisation
  • All SKUs slotted to appropriate pick areas
  • Improved replenishment and pick shortages from better pick face sizing
  • Delivered excellent peak season performance: reduced labour, 3-day order to ship cycle, reduced shipping costs from fewer split orders

Improve product availability


Improve product availability

Target Australia is the leading mid market discount department store, with sales of AUD$ 3.5 billion. The company is part of the Wesfarmers group, one of Australia’s largest listed companies. With 310 retail stores offering 100,000+ SKUs of apparel, home decor, general merchandise, electrical, baby and beauty products, it has a multi-channel supply chain covering offshore manufacture and consolidation, with on shore pick and pack.

A new strategy was put in place to reverse the decline of the business with the implementation of systems, infrastructure and processes to support improved product availability in retail outlets, and ultimately improved sales and margin.

  • Implement processes to support the new forecasting and replenishment and warehouse management systems
  • Model multiple sites’ capacity and select standard SKUs to use for the replenishment channel
  • Implement business processes and reporting to support the new supply chain model
  • Opened three replenishment DCs on time with the new systems
  • On time delivery of new forecasting and replenishment (store) system – Terra Data DCM
  • Store scheduling process improved delivery frequency and product availability in stores
  • The Christmas period exceeded Y3 volume projections
  • New carton packaging standards leading to a AUD$3 million per year saving


S&OP design and implementation


S&OP design and implementation

JB Hi-Fi is an Australian and New Zealand retailer of consumer goods, specialising in video games, Blu-rays, DVDs, CDs, electronics, hardware and electrical home appliances.

JB Hi-Fi wished to introduce a weekly planning cycle for the white goods category, in order to increase forward visibility, align decision making and improve stock turns and instore availability.

  • Lead the project with a cross functional client team including supply chain, buying and marketing
  • Design a weekly planning process customised to the client’s needs
  • Develop supporting forecasting and supply planning capability
  • Provide a compelling business case to support additional resourcing for the new way of working


  • Executive support for the new way of working and improved collaboration between buying and supply chain
  • Redesigned organisational structure with additional resourcing for the planning function
  • Developed a new forecasting and replenishment tool
  • Improved KPIs for forecast accuracy, inventory turns, waste and instore stock availability


PMO team set up

global furniture and home accessories company

PMO team set up

IKEA is a multinational group that sells ready-to-assemble furniture and home accessories. The supply process is designed to buy, produce and distribute the IKEA range at the lowest cost, enabling them to sell at low prices whilst maintaining high quality standards.

Two existing organisations merged into Intralogistics, to offer IKEA the strategic enabler to grow globally and handle bigger and more complex logistics projects. Argon & Co was asked to design the future portfolio management (PMO) team’s processes, tools and templates the team will require to work efficiently.

  • Define the process to manage, review and prioritise warehousing and logistics projects
  • Develop a toolkit to enable the PMO team to work efficiently and in a standard way
  • Review and recommend project portfolio management (PPM) tools to help manage and monitor current projects and project pipeline
  • Design the reporting process and structure of the review meetings
  • Recommend the roadmap for the PMO successful implementation


  • Designed and documented the processes for assessing and managing project requests
  • Created the PMO toolkit containing process flows, tools, templates and training material
  • Defined a KPI list to measure, monitor performance and drive continuous improvement actions
  • Defined the meeting cadence, agenda, input and output templates for each meeting
  • Designed an implementation roadmap with effective change management guidelines

Capacity enhancement in packing


Capacity enhancement in packing

Amazon is the world’s leading eCommerce company. It started operations in India in 2012. The company has several state-of-the-art fulfilment centres with the latest technology and WMS. Two years after starting operations in India, Amazon became the market leader.

The company wanted assistance with packing constraints during peak times and to evaluate options in process and technology changes which could mitigate this problem.

  • Conduct detailed motion studies and video analytics to discover bottlenecks in packing
  • Evaluate method, process and technology changes which could add capacity
  • Review existing layout/space to check feasibility of adding pack stations without impacting flow
  • Suggest design changes without too many changes in core processes and implementable in Operational FCs


  • Realigned the buffer trolleys alongside the pack stations to gain 36% more pack stations
  • Picking into crates instead of trolleys reduced the buffer staging area and allowed a 40% increase in number of pack stations with some investment
  • Process improvements by use of auto P&A, auto bagging, self sticking pouches and duplex labels enhanced pack productivity by another 10-12%