Skip to content
Search AI Powered

Latest Stories

On packaging and product returns …

In this article from the Journal of Business Logistics, the authors examine the impact of packaging presentation on the likelihood of returns.

The surge in e-commerce demand across the last year has disrupted many aspects of company supply chains, including the boxes they ship products in. The price of cardboard hit a record high in February according to the Producer Price Index, pointing to the sudden rise in demand for everything from food to pet supplies to clothing appearing at consumers’ front doors. But beyond cardboard’s newfound cost is another important box consideration: the appeal of packaging.

As more customers are shopping online than ever before, how might the presentation of a company’s packaging be affecting customer behavior? In their newly published paper, JBL authors Carl Marcus Wallenburg, Lukas Einmahl, Kang-Bok Lee, and Shashank Rao examine the impact of packaging presentation on the likelihood of returns in “On packaging and product returns in online retail – Mailing boxes or sending signals?


The returns process is widely regarded as incredibly costly for businesses in both time and money. An average return incident costs over $15 in shipping and handling expenses alone, which is compounded by both the fact that up to 50% of products sold online get returned and most returned products cannot be sold at full price. Due to the expensive nature, businesses naturally try to avoid returns as much as possible through two approaches: avoidance and gatekeeping. While gatekeeping seeks to prevent customers from making returns by imposing barriers, avoidance reduces the likelihood by attempting to mitigate reasons customers may have to return an item. In other words, companies take steps before the returns process to ensure a lower chance of a customer returning a product at all.

Packaging can be divided into two categories: primary and secondary packaging. Secondary or transport packaging is what’s intended to protect the products inside the primary packaging – it’s the cardboard box that you find on your doorstep or front porch. Primary packaging is inside, protecting the actual product. Previous research looking at presentation has demonstrated its influence on customer expectations, usually at the time of sale. But with everyone ordering things online, packaging’s importance has moved up, as a package’s arrival on a customer’s doorstep is the first time they will see the product in person.

It turns out that packaging presentation does influence the likelihood of a customer returning a product. Items shipped using some degree of visually enhanced packaging were 25.5% likely to be returned, compared to the 32.1% likely for their counterparts shipped in ordinary cardboard boxes – a 6.6% difference. And the effects of packaging on return reduction are substantially stronger for packaging that is uniformly premium. In other words, if a company continues shipping products in normal cardboard boxes for secondary packaging, but upgrades their primary, inside packaging to a premium standard like gift wrapping or tissue paper, their products will be 2.8% less likely to be returned than their plain counterparts. But those items sent in both premium primary and secondary packaging will still fare better.

For managers handling returns processes and order fulfillment, all of this means a more holistic approach to packaging. As opposed to focusing solely on functionality, packaging should be made to be consistently more aesthetically appealing. And the costs of returns pale in comparison to the costs of upgrading packaging: premium packaging costs retailers less than 10¢ per shipment. Investing in premium packaging reduces the likelihood of having customers return products ordered online, which means a chance to avoid costly returns processes, making it one of the better value-for-money last-mile improvements for online retailers.


Recent

More Stories

Supply chain network

My Industry ICONS (Intelligently Curated Orchestration Networks)

The second annual 3 V’s of Supply Chain Innovation Awards Contest is in full flight at CSCMP’s EDGE Conference, recognizing companies that have used the 3 V’s Framework (variability, visibility, and velocity) to achieve success.

I’m repeatedly asked, which companies use their supply chain networks as their anchor of corporate competitiveness, embracing variability, harnessing visibility, and competing with velocity?

Keep ReadingShow less

Featured

SCX_online_forklift_battery_1200x800.jpg

Eight mistakes that will shorten your forklift battery’s life

Forklift batteries power the fleets at the center of facility operations. If your batteries are well-maintained, your team is empowered to drive efficient, sustainable, and productive operations. Given your forklift battery can also be as much as 30% of your forklift’s total cost, taking care of it is crucial not just for its longevity and efficiency, but in creating a safe, productive, and cost-effective facility. Improper battery care can create a financial strain on your company along with plenty of safety hazards.

Pulling from decades of experience helping some of the largest and busiest facilities across the country with their power management challenges, I’m sharing the most common mistakes that can shorten your forklift battery’s life by up to 60% or one to three years.  

Keep ReadingShow less
SCX24_08_low code_1200x800.jpg

Trend watch: Low-code application platforms can transform WMS

More than ever before, supply chain businesses are faced with dynamic conditions due to consumer buying trends, supply chain disruptions, and upheaval caused by other outside forces including war, political instability, and weather conditions. Supply chain companies, including warehouses, must be able to pivot quickly and make changes to operational processes without waiting for weeks or months.

As a result, warehouse management systems (WMS) need to be agile enough to make changes to operational processes and turn on a dime in today’s fast-paced world. Traditional warehouse management systems, however, are rigid and complex, not easy to customize or change. In addition, integrations—especially to modern technologies such as the internet of things (IoT), artificial intelligence (AI), and machine learning—can be problematic.

Keep ReadingShow less
SCX24_online_procurement_1200x800.jpg

Why AI will transform procurement and how it is already doing so

Gartner recently published a report discussing the big changes being wrought by artificial intelligence (AI) for procurement. The analysis begins with some intriguing data points:

  • By 2026, virtual assistants and chatbots will be used by 20% of organizations to handle internal and supplier interactions, and by 2027, 50% of organizations will support supplier contract negotiations with AI-enabled tools.
  • Data literacy and technology skills will be equally as important as social and creative skills (that is “soft skills”) for procurement staff.
  • By 2027, 40% of sourcing events will be executed by nonprocurement staff.
  • By 2029, 80% of human decisions will be augmented—not replaced—by generative AI (GenAI), as humans will maintain their comparative advantages in ingenuity, creativity, and knowledge.

One of the reasons for the forecasted rapid adoption of AI is that the technology seems to respond to a key pressure point on procurement as a function: the lack of staff or staff with the right skills and experience. Staffing concerns are driving procurement organizations to increasingly lean on digital technologies, especially AI and automation, to help. Let’s explore Gartner's argument.

Keep ReadingShow less
SCX24_online_woman_1200x800.jpg

Practical ideas for supporting women in supply chain

In a male-dominated industry like supply chain technology, there is a growing opportunity for women to lean in and contribute their unique skills and perspectives. Research consistently demonstrates that diverse teams outperform less diverse ones, emphasizing the importance of inclusivity and gender diversity within the industry.

According to research by McKinsey & Company, companies with more than 30% female executives are more likely to outperform companies with only 10% to 30% of women leaders. The study also found more gender-diverse companies outperform the rest by 48%.

Keep ReadingShow less