Sender Shamiss co-founded goTRG, a global reverse logistics platform that works with the world’s largest retailers and vendors to solve the problem of returns.
With the winter holiday shopping season and subsequent return surge almost behind us, electronics retailers are now bracing for the next wave of returns. While 2023 brought a notable decline in overall retail returns, dropping 8.95% and breaking the pattern of consistent annual increases, the industry simultaneously experienced a surge in fraudulent returns, soaring to a record $101 billion—a $16 billion increase from the previous year.
One contributor to the growing problem of return fraud is the trend of shoppers flocking to purchase TVs for their upcoming Super Bowl watch parties with the intention of returning the TVs after the big game. Referred to as “wardrobing,” also known as “renting,” football fans want to impress guests with a massive TV for the big game and then return it afterwards.
The buy-watch-and-return trend
The excitement surrounding the Super Bowl ignites fan enthusiasm, translating into a total projected spend of $17.3 billion as consumers prepare for the big game day with purchases ranging from food and beverages to televisions, furniture, team apparel and accessories, and decorations. Amidst the pre-Super Bowl spending frenzy, electronics retailers see a drastic spike in TV sales. For example, goTRG takes returns from our clients and resells them on their behalf on a variety of proprietary and third-party marketplace “recommerce” channels. We refurbish close to 600,000 TVs annually and (re)sell close to a million, and 15% of our annual TV sales occur in the month preceding the Super Bowl. However, this trend is shadowed by the darker side of consumer behavior—return fraud.
Following the Super Bowl, retailers and manufacturers brace for the annual swell of returns—a “buy-watch-and-return” pattern that’s become almost as predictable as the game itself. While the average monthly TV return rate is 8%, according to goTRG’s internal returns data, the period following the Super Bowl experiences a notable surge in TV returns, with rates in March climbing to 11%—a 36% increase. Similarly, the highest monthly return rate for TVs with cracked screens also happens in March, jumping up by 15%, suggesting return fraud.
Strategies to tackle Super Bowl TV return fraud
Retailers can better protect themselves from the threat of return fraud by developing a comprehensive mitigation strategy with preventative measures set in place at each step of the purchase and post-purchase journey. The following recommendations are ones that can be easily implemented by retailers, both large and small, to protect against return fraud for all products, including TVs.
1. Identify potential return fraud. Return fraud presents a growing challenge for retailers, yet certain patterns and behaviors can alert them to such activities. Some red flags retailers should be aware of include a sudden jump in the number of returns, serial returners, suspicious customer data, and consistent patterns of return abuse. Having advanced returns management software in place will pick up on these red flags and alert the retailer of suspicious activity.
Additionally, irregularities in employee processing of returns and the frequency of returns at specific store locations can also be telling. Vigilant tracking of these signs assists in detecting and mitigating fraudulent returns.
2. Use advanced returns management software. Technology plays a pivotal role in the fight against retail return fraud, especially during peak times such as the end of Super Bowl season. Finding and implementing an innovative returns management software that can seamlessly integrate into a retailer’s point-of-sale (POS) system will help to make returns transparent and traceable, helping to identify habitual returners, as well as identify fraudulent activity.
Retailers should use software that has the capabilities to identify the entire chain of custody for each product including its every touchpoint and movement for reconciliation purposes. This will allow a retailer to narrow down which locations specific items came from and attain the business intelligence needed to help catch criminals when any fraudulent activity occurs.
3. Work with a refurbishment partner. Partnering with a sophisticated and certified refurbishment partner is key in identifying theft once a product has been returned. For example, a meticulous inspection, diagnostic testing, and refurbishment process enables technicians to detect missing parts from within an electronic gadget, a feat not easily achievable without a partner equipped with advanced refurbishment capabilities.
Trained technicians can leverage a software's detailed tracking of product interaction across every touch and movement to identify the original source of the fraudulent activity. The combined efforts between returns experts and cutting-edge software have proven to be powerful combatants for return fraud.
4. Implementeffective return policies. Many retailers provide shoppers with incredibly flexible return policies, including free returns. Due to rampant TV wardrobing and other types of return fraud, retailers have begun implementing and testing out stricter return policies to combat return fraud, including charging restocking fees for returns.
When it comes to creating more stringent return policies, retailers are advised to require a receipt for every return, ensure product packaging is intact, and allow only short time frames for returns. When a receipt is not present, offering exchanges or store credit instead of cash refunds can reduce the risk of fraudulent returns. In addition, asking for an ID to match customer and payment data would help deter criminals from targeting a merchant. During the post-Super Bowl season, retailers should enact stricter return policies as this is the most active time for criminals to prey on retailers’ vulnerabilities.
5. Recognize the role of employees. When an employee lacks incentivization or proper training to spot suspicious activity, that store can easily become a target for fraud. Employees play a pivotal role in managing in-store returns and identifying fraudulent ones. All staff involved in the transaction process should be trained to spot signs of fraud. From mismatched product packaging to sketchy receipts and inconsistent data, a store’s employees can be their greatest vigilantes in fighting crime or their biggest perpetrators in enabling fraud to occur.
Employee training, incentives, rewards, and a positive work environment create a layer of protection against fraudulent returns. Staff should keep detailed records of transactions and returns, allowing them to trace the history of purchased items and identify patterns that could indicate fraudulent behavior.
Safeguarding retail integrity beyond the end zone
These insights into consumer returns underscore the need for vigilance and advanced retail strategies. Retailers, in response to this trend and the potential for fraud, should tighten return policies and employ tracking systems to identify serial returners, ensuring the sustainability of their sales strategies during this peak retail return fraud period. To combat return fraud, innovative processes and fraud identification processes are imperative.
Retailers must tackle this head-on, ensuring that the Super Bowl period is not only a celebration for fans but also a victory for retail security and integrity. It's essential for retailers to understand and anticipate these trends, not just for inventory and sales strategy optimization but also for crafting more robust fraud prevention measures.
Walk into any high-velocity distribution facility and you'll immediately grasp the complexity: dozens of forklifts move in orchestrated patterns while automated systems hum along conveyor lines, all working to meet demanding throughput targets. Yet what remains invisible to the casual observer is how maintenance challenges can bring this carefully choreographed dance to a halt.
For facilities moving millions of pieces weekly, maintenance demands fundamentally different solutions. The traditional approach to material handling maintenance that works for smaller operations isn't just constraining productivity—it's holding back your entire operation.
Warning signs that you need an upgrade
For facility leaders managing 40+ forklifts and complex material handling systems, the warning signs often hide in plain sight. The first clear indicator that your current maintenance strategy isn't keeping pace with your high-velocity facility appears when equipment downtime increasingly affects your ability to meet throughput targets. This challenge is compounded by climbing rental equipment costs as you struggle to compensate for unavailable machinery. The human impact becomes evident when floor supervisors and staff begin expressing mounting frustration about not having the machinery they need available to do their job.
More concerning still, safety incidents related to equipment issues may become more frequent, creating both operational and liability risks. The financial strain finally manifests in mounting overtime costs because you simply don't have enough functioning equipment to run operations efficiently. These interconnected issues signal a maintenance strategy that needs urgent reevaluation and restructuring.
If these symptoms sound familiar, you're not alone. Many high-velocity facilities have outgrown the same maintenance principles they applied as a smaller operation, only to find them inadequate at scale.
The scale challenge
The complexity of a large facility creates unique challenges that make traditional maintenance approaches insufficient. Equipment diversity presents a significant hurdle, as larger facilities must manage multiple types of forklifts, automated systems, and specialized equipment, each requiring different maintenance expertise and parts inventories. Communication complexity also poses a major challenge—while information flows easily in smaller facilities where everyone knows the status of every piece of equipment, this informal communication breaks down in large operations with multiple shifts.
The scale of impact becomes exponentially more significant in high-velocity facilities, where a single forklift breakdown in a critical area can impact dozens of downstream processes. Maintenance timing presents another crucial challenge, as continuous operations and high utilization rates make it increasingly difficult to find maintenance windows, and waiting for equipment to fail is simply not an option.
Building a maintenance strategy that matches your scale
High-velocity facilities require a transformed maintenance approach, not just scaled-up traditional processes. This starts with dedicated on-site teams who develop deep facility knowledge and conduct preventive maintenance strategically during optimal windows. Smart inventory management of parts ensures critical components are always available without overstocking, while data-driven systems help track equipment performance patterns and guide future investment decisions.
Before investing millions in facility expansion or automation, consider this: Implementing proper maintenance strategies can boost productivity 10%-20% at a fraction of the cost of facility expansion or automation. This comprehensive approach leads to reduced equipment downtime, improved safety outcomes, and enhanced staff satisfaction by transforming maintenance from a reactive necessity into a proactive tool for operational excellence.
Ready to transform your maintenance strategy? Here are the key steps to implementation:
Start with a thorough assessment phase, reviewing safety incidents, analyzing current maintenance costs, and evaluating how maintenance affects facility key performance indicators (KPIs).
Develop tailored processes by establishing proper preventive maintenance procedures and implementing robust data collection protocols.
Structure your maintenance team effectively, with clear roles, communication protocols across shifts, and comprehensive training programs.
By taking this methodical approach to maintenance strategy, facilities can achieve operational excellence without the massive capital expenditure typically associated with major operational improvements. The key lies not in maintaining more, but in maintaining smarter.
In today's fast-paced distribution environment, your maintenance strategy can't be an afterthought—it needs to be as sophisticated as your operations. In high-velocity facilities. Maintenance isn't just about fixing equipment, it's about maintaining productivity, safety, and competitive advantage. The time to evolve your maintenance strategy is now, before considering more costly alternatives. Your facility's full potential depends on it.
About the Author: Cory Monroe is Regional Sales Director at Concentric, a national distributed power services organization specializing in maintenance and power solutions that deliver resilient and sustainable facility systems for critical power and forklift mobility.
Reducing empty miles—or the distance traveled with no load or cargo—can have multiple benefits, including increased cost savings and streamlined operations. But at its core, it’s about making smarter, more sustainable choices while transporting goods. Here are three components to craft and execute a successful empty miles program, keeping collaboration in mind at each stop along the way.
1. Route Optimization: Streamlining Your Routes to Minimize Empty Miles
Eliminating empty miles begins with route optimization. By analyzing traffic patterns, delivery windows, and geographical distances, logistics leaders can uncover opportunities in their network to minimize empty miles. You can think of route optimization as a more advanced version of strategies used every day by commuters, who adjust their errands to avoid rush-hour traffic, efficiently visit stores in the same shopping center, and use backroads to bypass slowdowns.
To overcome route challenges, organizations should invest in new tools and technology like real-time planning software that helps companies to adjust routes dynamically. These enterprise tools go beyond finding the shortest paths between destinations and unlock granular data on various factors like delivery time windows and vehicle capacity to ensure operations run as smoothly as possible.
Some cutting-edge solutions use artificial intelligence (AI) and machine learning to continuously adjust routes, improve overall productivity, and even boost customer satisfaction rates with reliable tracking information.
To understand what solutions are needed to maximize route potential, companies should evaluate their internal resources and capabilities, as well as consider the type of fleet they manage. For instance, there’s more visibility and direct influence over a private fleet compared to operating through a third party, so the approach may differ in each scenario.
2. Lane Matching & Transportation Collaboration: Team Up to Boost Efficiency and Drive Sustainability
Consider this: According to the U.S. Environmental Protection Agency (EPA), transportation accounted for the largest portion of total greenhouse gas (GHG) emissions in 2022. Now, picture a world where every truck journey is diligently planned to minimize empty space, limit miles on the road and maximize delivery potential—all of which can contribute to reduced greenhouse gas emissions.
This vision becomes reality through collaborative efforts between shippers and carriers. By strategically matching trucks with loads that share similar routes, businesses can drastically reduce their empty miles, helping their bottom line, and the planet. Leaders should look for these lane-matching opportunities, even if that means putting aside competitive differences in the name of the partnership.
Imagine two companies with fast-moving goods that are both sending partial loads down similar routes. By lane sharing and working together to combine these hauls into one truckload, both companies limit the miles spent on the road and improve their asset utilization.
Another form of transportation collaboration involves strategic pickups and returns. Think about the practical example of dropping off pallets along a route and conveniently picking up finished goods from customers on the return trip. This method improves truck capacity while significantly reducing the carbon footprint in each journey.
These key examples underscore the power of partnerships in achieving mutual goals, demonstrating the success industry players can have when they work together toward common objectives.
3. Unit Load Planning: Maximizing Your Space to Reduce Costs
The American Council for an Energy Efficient Economy (AEEE) estimates that 20%-35% of trucks are driven empty, and those that aren’t empty carry just 57% of their capacity. Effective unit load optimization goes beyond filling truck space—it ensures that every cubic inch is utilized to its fullest potential.
Take employees restocking grocery store shelves, for example. In this scenario, load planning maximization looks like stacking cans on top of each other to fit more on a shelf or pulling out better-selling product collections to their own stand-alone display. By actively planning where each product will go, employees can better stock the items and consolidate the number of carts needed to move products.
Within the supply network, companies can explore solutions to optimize their load planning. One includes leveraging test centers, which can uncover invaluable insights into optimal stacking and loading configurations by simulating various scenarios and measuring their outcomes. Taking this a step further, companies can look to adjust their product packaging or transport platforms, such as transitioning to collapsible containers to maximize space. These types of decisions can also translate into substantial cost savings through reductions in labor and handling, pallet costs, and transportation expenses.
Using Technology to Drive Success
While collaboration and strategic planning is fundamental, the impact is even bigger when supported by next-gen technologies. McKinsey reports that 68% of logistics providers and 56% of shippers have invested more in advanced transportation solutions like real-time transportation visibility, route optimization, and telematics since 2020.
These platforms streamline the process of identifying suitable partners by not only considering supply chain variables like anticipated demand but also brand-level commitments like environmental, social, and governance (ESG) objectives. By delivering automated insights, digital solutions empower supply chain leaders to make informed, data-driven decisions to achieve business goals through the best-fit solutions and partnerships.
It's More Than Empty Miles
For many years, businesses have accepted empty miles as a cost of doing business. But the tangible outcomes of collaborative efforts speak volumes. Customer data shows that last year in North America alone, businesses leveraging CHEP’s transportation solutions eliminated approximately 4.7 million empty miles and more than 15 million pounds of C02 from their transportation networks.
When business leaders shift their perspective to recognize that this strategy is more than empty miles, they unlock the future of the supply chain. If companies work together, leverage the latest technology and actively look to better their lane and route strategies, it’s possible to create a more sustainable, productive and resilient supply network.
About the author: Dan Ahrens is the director of Customer Solutions & Zero Waste World at CHEP North America.
In an era of rapid geopolitical change, supply chains have evolved from operational necessities to strategic assets. Trade tensions, regional conflicts, and localization-focused economic policies are reshaping global supply chain strategies, with significant implications for the United States and other regions. This shift demands a holistic approach that balances cost efficiency with resilience.
This report integrates insights from various regions to provide a US-centric perspective on the evolving supply chain landscape while examining the interplay between American strategies and global trends.
A New Era of Risk and Resilience
Geopolitical risks, including trade tariffs, sanctions, and conflicts, have fundamentally altered supply chain management. Unlike natural disasters, many of these disruptions are predictable, though their timelines may be uncertain. This predictability enables businesses to transition from reactive to proactive planning.
In the United States, companies are increasingly adopting "just-in-case" strategies to enhance agility and flexibility. These approaches include diversifying suppliers, strengthening regional sourcing, and embedding supply chain considerations into executive-level decisions. This shift recognizes that supply chains are not merely logistical systems but critical enablers of competitive advantage.
Regional Perspectives: Reshoring, Localization, and Diversification
North America: Reshoring and Economic Reindustrialization
The U.S. has witnessed a manufacturing renaissance, with over $1.6 trillion invested in domestic production over the past five years. Key sectors, such as semiconductors, are benefiting from federal incentives aimed at reducing dependency on foreign suppliers and enhancing resilience. This effort is complemented by nearshoring initiatives with Mexico and Canada, aligning with "China-plus-one" strategies to diversify sourcing and mitigate risks.
Investment in U.S. manufacturing has surged by 400% in five years, with construction spending jumping from $74 billion in 2020 to $250 billion in 2024. Examples include Intel’s $20 billion investment in Ohio, creating a "Silicon Heartland," and Albemarle’s $1.3 billion lithium battery facility in South Carolina.
Nearshoring is also booming, with investments in Mexico doubling and Southeast Asia seeing $250 billion annually as part of diversification strategies. Federal initiatives like the CHIPS Act are further securing strategic sectors, such as semiconductors and energy.
Advanced tools like real-time network optimization and scenario-based planning are playing a crucial role in this realignment. These technologies enable businesses to anticipate disruptions and adapt effectively, transforming supply chains into both defensive mechanisms and offensive strategies.
Asia-Pacific: Decoupling and Realignment
China remains a central player in global supply chains, but trade tensions with the US are driving companies to reconsider their reliance on the region. Southeast Asia is emerging as a favored alternative, offering competitive labor costs and expanding manufacturing ecosystems.
The US-China trade relationship influences global supply chain decisions, with ripple effects felt in Europe and beyond. Companies must navigate this dynamic while balancing resilience and cost considerations, often blending regional and global strategies.
MENA Region: Localization as a Strategic Priority
In the Middle East and North Africa, localization efforts are transforming supply chain strategies. Initiatives like Saudi Arabia's Vision 2030 and projects such as Neom are creating unprecedented demand for materials and labor while prioritizing localized supply chains. These changes reduce reliance on imports, encourage technology transfers, and align with broader economic modernization goals.
For U.S.-based companies operating in the region, early collaboration with local stakeholders can streamline operations and foster long-term resilience.
Europe: Balancing Independence and Interconnectivity
Europe’s response to geopolitical challenges, such as the Russia-Ukraine conflict, underscores a push for onshoring and nearshoring in critical sectors like electric vehicle batteries. However, Europe’s economic integration with China complicates efforts to enhance domestic independence.
US businesses operating in Europe must navigate these complexities, leveraging technologies for real-time insights and fostering robust supplier relationships. A hybrid strategy—balancing localization with global integration—is often necessary to maintain competitiveness.
Emerging Risks and Strategic Adaptations
Cybersecurity: The Overlooked Vulnerability
Cyber threats pose a significant risk to supply chains. Nation-state actors targeting supply chain networks underscore the need for robust cybersecurity measures. For US companies, integrating cyber resilience into supply chain strategies is as critical as traditional risk management practices.
Balancing Cost Efficiency and Resilience
The pandemic highlighted the trade-offs between cost efficiency and resilience. Geographic and supplier diversification, long-term contracts, and advanced automation tools are becoming standard practices. US companies are increasingly adopting reshoring, nearshoring, and friend-shoring strategies to minimize risks and regain control over intellectual property and manufacturing capabilities.
Building the Future: From Efficiency to Adaptability
Supply chains are evolving into dynamic networks designed for resilience and adaptability. For US businesses, this transformation involves:
1. Strengthening Relationships: Collaborative partnerships with key suppliers ensure mutual support during disruptions.
2. Leveraging Technology: Advanced analytics and real-time data enable informed decision-making and risk mitigation.
3. Designing for Resilience: Integrating supply chain considerations into product design enhances adaptability.
4. Embedding Foresight: Scenario-based planning helps prepare for a range of potential disruptions.
5. Harnessing Innovation: Predictive technologies like AI are transforming risk management. Examples include DHL tracking 10M+ data points daily to predict disruptions and reroute shipments in real time. Autonomous supply chains and micro-factories, like Amazon's robotics-driven warehouses, are shaping the future with enhanced efficiency and sustainability.
The Strategic Imperative of Supply Chain Resilience
In a complex geopolitical environment, supply chains have become strategic assets that offer competitive advantages. By prioritizing resilience, adaptability, and collaboration, US businesses can navigate uncertainties while capitalizing on opportunities. The interplay between American strategies and global trends highlights the importance of viewing supply chains as drivers of innovation and growth.
Closing Advice for Leaders
"Know where you stand and move with purpose."
Understand your multi-tier exposure to risks and align your organization around scenarios you are optimizing for. This is a unique moment to transform supply chains—not just to mitigate risk but to seize opportunities. Today’s disruptions will define tomorrow’s winners. Use this checklist to ensure your organization is prepared to lead:
1. Map Multi-Tier Risks: Identify vulnerabilities and exposures across your supply chain, from suppliers to distribution.
2. Align on Scenarios: Define the key scenarios your organization needs to optimize for, balancing risk mitigation and growth potential.
3. Strengthen Resilience: Diversify sourcing, invest in redundancy, and ensure agility in your operations to adapt to unforeseen disruptions.
4. Leverage Technology: Use advanced analytics, AI, and real-time data to gain visibility and enhance decision-making.
5. Reassess Partnerships: Collaborate with suppliers and logistics providers who align with your strategic goals and are committed to long-term resilience.
6. Communicate Purpose: Build alignment across your organization by making resilience and innovation a shared mission.
Geopolitical volatility is not just a challenge—it’s an opportunity to redefine how we build and lead supply chains. Lead with purpose, agility, and innovation. Let’s shape the future together.
Insights from Supply Chain Executives
A snap poll of 32 supply chain executives conducted during an Efficio webinar revealed the following:
Urgent Needs: Supplier diversification strategies topped the list, cited by 10 respondents, followed by upskilling for risk-focused procurement and scenario planning.
Key Obstacles: Resistance to change within organizations and a lack of expertise were the most significant barriers to adopting resilience strategies, highlighting the need for cultural and skill development.
The Biden Administration started sounding the alarm about America’s supply chains just weeks after taking office in 2021 with an Executive Order, followed by the launch of the Council on Supply Chain Resilience in 2023 and additional instructions in 2024. While progress has been made on strengthening the resilience of supply chains, other gains are being left on the table. One reason why: The public and private sectors do not use a common vocabulary, leading to incomplete or misaligned incentives, priorities, and perspectives. It’s time for a common vocabulary and vision. Fortunately, the inaugural Quadrennial Supply Chain Review of December 2024 lays the groundwork for an “enduring vision” for the incoming administration and for a truly common vocabulary and vision.
Let’s define terms. In its simplest form, resilience is the ability to bounce back from large-scale disruption, according to supply chain expert and MIT professor Yossi Sheffi. On that much, the private sector and government agree.
However, a disconnect occurs when it comes to the term “supply chain.” In private industry, the supply chain is about logistics, transportation, distribution, and warehousing. However, in government circles, the phrase is used to indicate what industry would refer to as a “value chain”: the multiple steps and companies that develop and assemble products. As a result, policy conversations about reshoring, derisking, and diversification focus on firm ownership, trade policy, and the role of the government in the economy. Fortunately, transportation and logistics, which are central elements to resilience in global trade, have been addressed in the “Quadrennial Supply Chain Review.”
It’s easy to see why this disconnect exists. Government works at the macro level, setting broad policy objectives. It uses the language of law, regulation, and compliance — all calibrated to the political economy. That framing trickles down to policy scholars, like academics and think tankers, who often have limited private sector experience, especially in supply chains.
Moreover, as William Alan Reinsch of the Center for Strategic and international Studies points out, senior governmental officials have incorrectly used the terms “friendshoring” and “onshoring.” That only muddles policy making in the public sector and confuses the private sector.
All of this might be disregarded as pedantic word games, if it didn’t mean that the government is missing opportunities to engage with the people who own, construct, maintain, and control the nation’s logistical, storage, and transportation nodes and infrastructure. Policymakers need a better grasp of this rubber-meets-road level of the supply chain. That would certainly produce more targeted policies and investments.
This lack of alignment around vocabulary and vision can be seen in the differing views on industrial policy, such as the CHIPS Act and the Inflation Reduction Act. The public sector views this legislation as working to strengthen U.S. supply chains by filling in areas of the economy where the private sector is not incented to invest. The private sector tends to view financial carrots as picking “winners and losers.”
Similarly, the public sector sees the sticks, like export controls and sanctions, as there to promote compliance and supply chain resilience. To the private sector, they feel like arm twisting and smack of protectionism. Left to its own devices, of course, the private sector opts for low cost, often relying on single sources of supply—the exact opposite of the government’s goal to increase resilience—in the name of “efficiency.”
To achieve real resilience of any supply chain, the United States needs for both macroeconomic policies and our logistical nodes and transportation networks to be properly managed and modernized. There has been some movement in this direction. Supply chain resilience now has both whole-of-government and whole-of-country elements. For example, the White House National Security Memorandum on Critical Infrastructure Security and Resilience of April 2024shows some recognition by government that having a strong and modernized transportation infrastructure is vital to the country’s ability to bounce back from disruptions.
The memorandum also recognized the importance of “shared responsibility” and noted that “public–private collaboration is vital.” Encouragingly, at its Supply Chain Summit in September 2024, the U.S. Department of Commerce announced seven new strategic partners, including the National Small Business Association and three professional organizations for supply chain practitioners. “Shared responsibility” is a step in the direction of creating an “enduring” public- private partnership and for ‘sustained industry attention to supply chain resilience’ as the “Quadrennial Supply Chain Review” spells out.
These steps could allow for more nuanced and productive conversations with the private sector, while also advancing our national unity of effort to strengthen and maintain secure, functioning, and resilient critical infrastructure and, importantly, supply chains in the name of economic competitiveness and national security.
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Karl L. Buschmann is an adjunct policy analyst at RAND. Follow him on Linkedin. Fabian E. Villalobos is a senior engineer at RAND and professor of policy analysis at the Pardee RAND Graduate School. Their research focuses on the intersection of technology, economics, and geopolitics. Follow Fabian on Twitter or LinkedIn.
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Retailers should take advantage of their brick-and-mortar locations not only to satisfy the growing demand for “buy online pickup in store” but also to support microfulfillment efforts for e-commerce.
Retailers are increasingly looking to cut costs, become more efficient, and meet ever-changing consumer demands. But how can they do so? The answer is updating their fulfillment strategy to keep pace with evolving customer expectations. As e-commerce continues to dominate the retail space and same-day delivery has become the norm, retailers must look to strengthen their “buy online pick up in store” (BOPIS) and microfulfillment strategies to stay ahead.
BOPIS allows customers to order online and pick up items at the retailers' brick-and-mortar location, and microfulfillment involves housing a retailer’s products closer to the consumer to improve delivery times. While these strategies each serve different purposes, both are centered around getting the product closer to the consumer to ensure faster fulfillment. By combining the two, retailers will be primed to meet customers’ needs—now and in the future.
The store of the future: meeting customers where they are
While e-commerce has become the top way for many consumers to shop today, building the store of the future does not mean focusing solely on an online fulfillment strategy and abandoning physical stores entirely. Instead, retailers can take advantage of their brick-and-mortar locations, often already situated in “hot spot” areas, to support microfulfillment efforts for e-commerce. These locations can also cater to the growing demand for BOPIS options, with 61% of consumers choosing to shop with a retailer that offers BOPIS over one that does not, according to recent Körber Supply Chain Software research.
When developing a fulfillment strategy, retailers should look to be able to satisfy customer needs at any moment in time. With the surge in same- or next-day shipping, consumers are no longer as interested in walking around a store to locate products or waiting many days for their items to arrive. Whether it’s on their doorstep or at the storefront, customers want their products as quickly as possible. For example, Körber Supply Chain Software found 29% of BOPIS shoppers would like their products to be ready almost immediately or within 30 minutes after placing an order.
Shoppers know which retailers can satisfy their need for quick fulfillment and will likely gravitate towards those companies for their shopping needs. For example, I recently placed a BOPIS order with a retailer, and when I arrived later that afternoon, my order still had not been picked yet. The retailer let me know that though I was currently there, based on their picking process, there were still multiple orders ahead of mine. While we both saw the product on the shelf, they were unable to fulfill my order given the inefficient process, prompting me to question whether I would continue to be loyal to that retailer.
To be successful, the store of the future must leverage technology to make the physical store a powerhouse for BOPIS and microfulfillment. By leveraging tools that provide insights on inventory location and consumer demand, companies can make informed decisions on the best approach for seamless fulfillment. So, how can companies get started with future-proofing their stores
How to develop a winning hybrid-fulfillment strategy
While meeting consumer demand is top of mind for retailers, operational efficiency and cost reduction are also priorities. It is not enough to just deploy BOPIS and microfulfillment; companies must focus on finetuning these strategies to maximize success. Some ways to do so include:
1. Utilize the “only handle it once” (OHIO) method: In a warehouse environment, companies keep a close eye on how much it costs to touch a product before they sell it. Typically, it is most cost-effective and efficient for companies to only handle it once. A similar consideration should be used for fulfilling orders through BOPIS or microfulfillment. For a BOPIS order, this might mean the product goes directly from the backroom of a store to a customer instead of being stocked on the shelf. For microfulfillment, this might mean going from a microfulfillment site directly to the consumers’ door.
2. Deploy solutions for inventory visibility, management, and communication: To successfully fulfill both online and in-person orders, retailers must have full visibility into the inventory within their warehouses and store locations and across the supply chain. From a BOPIS perspective, stores may be competing with in-person shoppers for the same items on the shelf. Therefore, it is key for retailers to fully develop their backroom inventory strategy, which may mean keeping some inventory off the shelves. While it is important for shoppers in store to have access to the full breadth and depth of assortment, it is also important that shoppers who buy online can get their order fulfilled.
Some retailers have already started operating like the store of the future. Reformation, a sustainable clothing store, has deployed an innovative retail concept at their Boston location where they only showcaseone of each garment. If a customer wants to try on an item, they use a tablet to request their size, and a sales associate retrieves the item from the store’s large backroom and brings it directly to the customer’s dressing room. BOPIS could be added to this arrangement, so that customers shopping in the store will have their needs met and customers shopping from home can ensure they will not receive a late order cancellation or delayed fulfillment.
Furthermore, having full visibility into inventory at physical stores can be leveraged on the microfulfillment side as well. Given that brick-and-mortar stores are strategically placed in areas where there is high consumer demand, their backrooms can also function as fulfillment centers for online orders, ensuring that the product gets into the customer’s hands as quickly as possible.
3. Continually analyze fulfillment strategy and fine-tune operations: Consumer demand is always evolving, making it difficult to predict what will be the next shift in expectations. Given this, it is critical for retailers to continually collect and analyze data, such as stock keeping unit (SKU) velocity, to ensure that they have an effective strategy.
With the demand for faster fulfillment, retailers will need to utilize this data to fine-tune their operations and ensure they are able to access the necessary products. To do so, retailers must examine backroom operations to make sure stocking items can readily be picked and staged for pickup. This approach also makes it possible, and easier, for retailers to ship direct to the consumer if they want to provide that option.
Looking ahead: hybrid fulfillment strategies in 2025 and beyond
As we head into 2025, companies are going to increasingly focus on how they serve their customers and ways to stand out among their competitors. If they have not done so already, many major retailers will utilize both BOPIS and microfulfillment to effectively and efficiently meet customers where they are. Looking ahead, customers will continue to demand faster fulfillment and more convenient ways to shop, making it critical for companies to fine-tune their BOPIS and microfulfillment strategies to avoid falling behind. By utilizing the above tips, decision-makers will have the insights they need to properly stock their stores and microfulfillment centers and meet customer needs.