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Newton.Vaureal Consulting - Logistics and Supply Chain Management - Paris
+33 1 40 17 04 03


Sales-outlet logistics

Logistics “depollution” and logistics industrialization

Sale outlets are undergoing a profound, twofold transformation. From a purely commercial environment it has become a logistico-commercial place with surface areas, personnel time and information systems that are increasingly dedicated to those logistics activities at the end of the logistic chain.

A new situation, logistics bottlenecks at sales outlets

Originally, the sale outlet was a place of commerce. The logistics footprint has always been present (stock), but it continues to expand, so much so that it is now perceived as a logistics pollution, diverting energy from the main function of commerce. The causes of this logistical footprint in outlets are numerous:

  • Minimum orders imposed by suppliers (increase in surface area for stock).
  • The number of receipts for supplies delivered directly from suppliers or via warehouses.
  • Order preparation for the client.
  • Reconfiguration of lines.
  • Managing returns.

The sales outlet, key logistics-network component

The implementation of local regional warehouses or cross-docking platforms makes it possible to drive a large part of logistics operations carried out in distribution centres upstream of sales outlets.

Permanent Supply Chain re-engineering

With the arrival of Omnichannel, everything changes again. New and multiple infrastructures have developed with drive in, collection from automated and non-automated distribution points and with customer options as to proximity of sales outlet.

  • It is necessary to rethink sales outlets logistics:
  • The use of sales outlets as distribution points in order to improve client service.
  • Policies to supply sales outlets according to product purpose (linear or counter sales, customer collection or delivery in situ).
  • Improved reliability of stock levels to enable fulfillment of online e-commerce promises at the sale outlet.
  • Implementation of BCP (Business Continuity Plan).
  • Enhanced surveillance and multi-sites.
  • Extension and industrialization of order-preparation systems and deliveries from sales outlets.
  • Increased control of returns management. The returns process requires that a client’s problem can be identified at the most relevant point in the Supply Chain.
  • Organizational deployment clarified in its sales-outlet logistics component, revealing and developing the logistics companies connected to the sales outlet, either under its direct control or outsourced.
  • Shared logistics activities between sales outlets in close proximity (shared stock reserves, shared repackaging etc.).