Omni-Channel Fashion Report

BS2317-Helen Dargie
Hannah McInally
1503991

Word Count

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Executive Summary

This report shows a logistics plan for the fashion retailer Garcons. It
outlines the options available to the retailer in regards to the logistics
mix, showing that if the logistics mix is managed well within the company
it can lead to a competitive advantage in the market. In order for a
successful logistics plan to be achieved, each element of the logistics mix
(storage, inventory, transport, unitisation and communication) needs to
be analysed and decisions need to be made on whether aspects should be
kept in-house or be outsourced. It was decided for the retailer Garcon’s
that some elements of the logistics mix would be outsourced to a Logistics
Service provider, for example transportation and storage. This is due to
the size of the business and because the retailer has little knowledge of
resources or expertise in this area. Outsourcing will mean overall costs
can be lowered and an increase in efficiency and output achieved which
will ultimately enhance customer satisfaction. The size of the company
was taken in to consideration and it was recommended that some aspects
of the logistics mix remained in house in the early stages including
inventory and packaging. However, given the retailers objectives to
expand internationally the outsourcing of communication, inventory and
unitisation in future would be in Garcon’s best interested in order to keep
their companies supply chain flowing efficiently.

Outsourcing aspects of the logistics mix means the use of a third party
logistics service provider. When choosing a logistics provider is it essential
to the retailer that it chooses a company that suits their overall objectives
and has that adequate knowledge and best resources available. DHL was
the logistics service provider chosen for the retailer because of their good
fit to Garcon’s business vision of customer satisfaction and transportation
needs since they could resource an extensive transportation and storage
facilitity. DHL also have a proven track record of reacting quickly to
changing industry trends e.g. environmental issues important for Garcons
plans for future expansion into international markets. Choosing to

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outsource to an LPS mean Garcon’s must maintain a reliable mutually
beneficial relationship with DHL. In order for Garcon’s to achieve success
it must keep strong business relationship throughout the supply chain
between all stakeholders or the business will not be able to perform.

Road freight and manufacturing in Britain are future trends that could
have an immense impact the Garcon’s supply chain. Road freight is a
future trend that, if not managed carefully by the retailer, could result in
higher delivery and transport costs. Manufacturing in Britain is a trend
that could benefit the retailer if taken on effectively and lead to a
competitive advantage in the market.

In order to achieve its objective of international deliver and provide its

customers with a seamless service across the purchasing field, Garcons is
beginning to operate a digital App where consumers can purchase their
items quickly and easily, creating a pull supply on inventory items. This in
turn will affect Garcons’ supply chain strategy as the retailers will be able
to access real-time knowledge in regards to customer demand and will
put an agile market sensitive supply chain strategy in place.

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Contents Page

Page Number
1.0 Introduction 5

2.0 Logistics Mix 7

2.1 Transportation 9
2.2 Storage 10
2.3 Inventory 11
2.4 Unitisation 12
2.5 Communication 13
3.0 Logistic Service 13
Provider
4.0 DHL 14
5.0 Business Relationship 15
6.0 Current & Future 14
Trends
7.0 Garcons App 17
7.1 Supply Chain 20
Management
7.2 Value Chain 20
7.3 Agile Supple Chain 21
8.0 Conclusion 22
Appendix 1; Trade 23
Examples
References 24
Supply Chain Flow Chart 25

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1.0 Introduction
Modern retailing is fiercely competitive. In the current recessionary
environment the divide between those doing well and those doing
badly is growing. Large leading international companies like GAP Inc
have been hit hard (GAP, 2015) while others including the Spanish
fashion chain ZARA and Hennes and Mauriz (H&M) report growth
and high profitability (H&M, 2009); (ZARA, 2016). Success or failure
depends on an ability to meet changing customer demands and
being responsive to their needs; maintaining low inventories and
operating costs by being efficient and minimising funds being tied
up in working capital (Bruce & Daly, 2010) Studies of the most
successful fast fashion retailers specialising in rapid stock
turnaround reveal that the key challenge is the ability to optimise
supply chain management ((Bruce & Daly, 2006; Sheridan, Moore,
and Nobbs, 2006). To succeed retailers must offer today’s shoppers
who expertly switch channels and devices to suit personal
convenience a near perfect shopping experience across every
device. Consumer experience research shows that for today’s flex -
shopper convenience drives selection and purchase and that
fulfilment, delivery time and an ability to return goods to store or
free ship back are key(United Parcel Service of America, Inc.,
2014).
The aim of this report is to show a detailed logistic strategy that will
support the growth and the international expansion of the men’s
wear company “Garcons”, an independent fashion retailer that
stocks medium to high-end fashion. It will discuss some of the
challenges faced by an Omni-channel fashion supply chain and
outline best possible options for success of the company taking into
consideration the role of Logistic Service Providers (LSP). The five
elements of the logistics mix will be considered and academic and
trade examples drawn upon to establish the elements that should
be outsourced since this will be vital to the successful growth of the

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company (Mangano and De Marco, 2014). A review of the
importance of business relationships and the impact of two future
trends and how they will affect the business along with the
respected supply chain will finally show how Garcons can achieve
success through effective management of the logistics mix.

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2.0 Logistic Mix
In order for Garcons to manage their products successfully and fulfil
their marketing promise to the customer an understanding of what
stock is selling well and a quick adaptive response to any change in
consumer demand, in a cost effective manner is required (Fernie
and Sparks, 2009). However this is not easy and effective
management of logistics and “ensuring the right product gets
delivered to the right customer, in the right place at the right time”
is vital for success (Gattora, Day and Hargreaves, 1991 p.3). The
logistics mix is made up of five interlinking key elements which
include; Storage, Inventory, transportation, unitisation and
communication ( Figure 1).

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 Figure 1: Components of the Logistics Mix

Storage

Communi-
cation
Inventory

Logistics
Mix

Unitisation
Transpor-
tation

Appropriate outsourcing of some of these elements to an LSP can

relieve pressures on retailers and enable them to fully focus on their
core competencies (Rabinovich et al., 1999). (Kant and Young,
1994) highlight that outsourcing decisions are not easy and that five
key factors influence decision making (Figure 2)

Figure 2 (Kant & Young 1994)

Centrality of the logistics functions to the firms core competency

Market relationships

Cost /service trade offs in operations

Risk Liability and control

Information and communication systems

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 A review of these factors can help an organisation establish the
strategic, operational and the financial benefits of outsourcing and
weight has been given to these the present case study.

2.1 Transportation
Transportation is one of the most important and complex elements
in the logistics mix. It accounts for most of the cost and it is vital to
client and customer satisfaction (Gattarona, Day and Hargreaves,
1991). Sir Philip Green (Arcadia) is reported to have said that for
Top Shop, “speed was more important than price” (Spragg, 2012
p3). To remain competitive Garcons need to establish the quickest
and most cost effective way to import and distribute their stock to
retailers and customers and efficiently manage returns. Since the
need to boost supply chain responsiveness will have a major impact
on the carbon footprint and it’s also vital that an environmental
analysis is included in any transportation decisions (Golicic,
Boerstler and Ellram, 2010). Retailers often lack the knowledge and
expertise about supporting transportation services so outsourcing of
transportation to an experienced LPS is often in their best interests.
LSP’s have the advantage of understanding the transport industry,
costs, legislation and how to meet and improve environmental
performance. A further attraction is their ability to manage what
could potentially be difficult customer demands at busy and
unanticipated buying periods as well as the return of items. This and
the added power of being able to negotiate volume discounts in
times of rising fuel costs and environmental pressures is an
extremely potent argument for outsourcing this element
(Transportation of goods in the supply chain.doc;
www.campusmoodle.rgu.ac.uk).
Marks & Spencers (M&S) have firsthand experience of the benefits
of outsourcing transportation use the DHL supply chain who have
innovatively combined a significant chunk of the volume of the M&S,

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“Click and collect in store” delivery with their existing fleet deliveries
to and from stores in order to mange stock movement more
efficiently (Transportation of goods in the supply chain.docx;
www.campusmoodle.rgu.ac.uk). When Garcons global trade starts
to increase, following the introduction of their digital Apple App,
outsourcing of transportation would give access to much needed
intermodal transport, technology and specialised services like
Multiple Countries Consolidation. This would effectively add value
and create an competitive advantage when expanding globally
(Cheng and Tsai,2009).

2.2 Storage
Traditionally the warehouse was a means of holding stock and
avoiding loss through wastage and theft. Today storage has an
important role offering a facility to manage many aspects of stock
including movement, quality checks, sorting, labelling, coding,
packaging and communication. Companies also have to decide
where stock can be returned and some have dedicated centres for
reverse logistics (Transportation of goods in the supply chain .docx
www.campusmoodle.rgu.ac.uk). Effective management of storage
facilities is essential for the efficient and low running costs of a
company (Mangano and De Marco, 2014). However this can be
complex since there are several options available including
centralisations or decentralisation; location; size and availability of
onsite resources. Many retailers have found that centralisation
provides better retailer control, improves customer service and has
lower operations, distribution and inbound costs meaning the prices
stay competitive. Amazon efficiently and affordably manage
warehousing and distribution through centralisation. It helps their
online retailers to keep costs low and attracts customers online with
better pricing.

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Managing storage well has also contributed to the success of H&M
who have 3500 stores in 55 countries and yearly sales of $20.3
billion. H&M have survived the recession because of their flexibility
and ability to quickly turnaround styles with a lead time of two
weeks. Stock is held in centralised warehouses which replenish item
levels in stores quickly. Technology e.g. global EPR and Electronic
Point of Sale systems link their stores to production, suppliers and
the warehouse’s stock room to enable a quick reaction to new
trends and prevent overstocking. A mini load system is used to
move fast moving items and high bay racking improves storage
efficiency (Steffiengelmann, 2016).
The fast movement of stock and flexibility is also key for Garcons
and a centralised model with warehousing facilities and technology
that connects production, suppliers, sales and storage would be
advantageous. Standard outsourcing of this function to an LSP with
fashion and technology experience as well as already established
warehouse and distribution centres would support Garcons current
needs for its UK only operations. However, since managing the flow
of goods internationally is much more complex (Jeroen and
Denberg, 1999) specialised outsourcing may be needed in future
when concentrated inventory storage and fast delivery on order
fulfilment and return is needed as the company expands.

2.3 Inventory
Inventory expenses can rival transportation as the largest logistics
cost and can be as much as 30% of the retailers logistic costs
(Pedersen, Zacharia and Arlbjorn, 2012). A difficulty is that the very
nature of the fashion business makes it hard to predict what stock is
needed (Christopher et al, 2004). It could be argued that a “
stockless system” could be achieved if the retailer could move from
keeping stock in a warehouse to a distribution centre where stock
can be sorted for immediate store delivery (Fernie & Sparks, 2009 p

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 8) . The introduction of technologies like Radio Frequency
Identification (RFID) has gone some way to achieve this since
inventories can be recognised, tracked and traced enabling much
better streamlining of stocktaking operations and allowing retailers
to allocate resources more effectively (Moon & Ngai 2008).
However, it is still a complex process especially when multi channel
retail systems including online, click and collect in store or platforms
like Amazon Market place or ebay are used (Schneider and Klabjan,
2013). Appenix 1 gives a trade example

2.4 Unitisation and packaging

The purpose of packaging is to both protect and enhance goods and the
packaging type will depend on the type of transport being used.
Packaging costs have risen steadily because of the environmental
requirements of customers and government legislation, resulting in a
significant impact on overall logistics costs (Lockamy, 1995)

Klimchuk and Krasovec, 2013 report that packaging has specific

importance for visual merchandising and marketing activities and suggest
that control over the packaging buying process is critical to maximising
the full business opportunity that packaging provides. To ensure quality
and taking into account Garcons size and some of the product line (high
end celebrity endorsed goods) it would be in the best interests to keep
control of this element in house. Since Garcons only sell fashion items
packaging is also a less complicated task. Factors like separation for
containment or legislation that relate to other products in the
international market do not have to be taken into account. Outsourcing at
a later stage should be considered when Garcons own employees need to
focus on global expansion and access to expert knowledge and technology
is required.

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2.5 Communication
In order for the logistics operation to run smoothly effective
communication between the company, manufacturers and suppliers, and
the customer is essential (Gattorna, Day and Hardgreaves, 1997). For
Garcons, effective online retailing communication is vital for ordering
and the return of dispatches. It is also imperative that the retailer runs a
successful communications unit in order to gauge customer feedback
(Hines 2009). However, as Garcon’s retail and online business are
presently UK based it is likely that an extensive communications team is
not needed and it is arguably in the retailers best interest to keep
communications in house. This may change with international expansion
since there will be a greater need for understanding communication;
dealing with language difficulties and culture; a need for improved
information technology (IT) and communication systems as well as
ability to cope with time differences. At this stage outsourcing would be
the best option allowing Garcons to achieve a smoother and more cost
effective international delivery since the systems and services required
will already be in place.

3.0 Logistic Service Providers

It is becoming more cost efficient for companies to outsource their

logistics matters to third party logistics providers (Hines 2013).
However finding the right fit is a difficult managerial decision. Some
of the priorities Garcons will have to weigh up include capability,
resources, benefits and the LSP’s ability to cope with any future
trends that may affect their efficiency. Since Garcons will be
outsourcing their transportation and storage a LPS with prominent
resources in these areas will be needed.

Additional expertise will also be needed to execute future expansion

plans and the impact of the introduction of their mobile app. There

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 are two main parts to e-retailing a web-front and an effective supply
chain to service the customer. Gracon’s need to develop facilities
and systems to underpin the e-fulfilment process and will need
support with:-

 Fast response
 Managing large number of small orders to individual customers
 Demand order picking solutions
 Precisely timed deliveries
 Return handing solutions integrated in the process
 High level of IT integration

4.0 DHL

DHL, a division of the German logistics company Deutsche Post DHL is an

LSP that could accommodate most of Garcons needs. DHL is a respected
and reliable company, with over 40 years of experience and they have
extensive fashion business experience and a proven track record for
building storage and transportation solutions here in the UK and
internationally for companies like M&S.

Their business objectives are aligned closely to Garcons as they aim to

provide a quality service with customer satisfaction as well as fast
delivery times. They specialise in the key areas of sea and road transport
and postal delivery and have extensive warehousing solutions from
packaging, repairs and storage, important factors in Garcon’s supply
chain. Garcon’s requires expertise in both sea and road transportation so
goods manufactured in Turkey can be effectively delivered to their
distribution depot in the UK, as well as the ongoing road transfer to the
retail outlets and customer. The DHL global network extends over 220
countries and has over 40 processing centres around the world making it
one of the most international companies This expertise combined with an
excellent reputation in international express deliveries, and their broad
portfolio of green carbon products would ensure that Garcons future plans

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international expansion would be well supported.
(http://www.dhl.co.uk/en/about_us.html)

5.0 Business Relationship

Relationships within the supply chain are affected by number of elements;
industry and product type, competitors, suppliers, buyers and customers
all determine relationships and structure (Hines, 2013). Outsourcing parts
of the supply chain to an LSP causes supply chain relationships to develop
and change (Fernie and Sparks 2009). To maintain productivity, achieve
success all the way through the supply chain, keep a competitive edge in
the market and keep spending costs low retailers must uphold good and
high quality relationships with stake holders (Fernie and sparks 2009).
Relationships that need to be considered within the supply chain are
Business to Business (B2B) and Business to Customer (B2C). Maintaining
and building these relationships upon trust, loyalty and commitment is
important since this allows for easy sharing of information, goods and
services and uncomplicated negotiations and transaction. Garcon’s
business relationship with the logistic service provider DHL is one that will
need to be managed effectively; a trusted power balance between the two
companies is the key to success. Poor communication could result in loss
of information for Garcon’s, which means loss of information for the
customer, resulting in customer dissatisfaction. For example if a
customer’s on line purchase has not been delivered they will look to the
retailer Garcons for resolution. However, delays could be due to
transportation problems (an element that has been outsourced to the
LSP). The retailer would therefore need to maintain successful
communication with DHL in order to solve the problem. When Garcons
begins to delivery internationally, such problems are likely to become
more complicated with addition of other aspects like language barriers
and time differences. Therefore, it is essential for the retailer to maintain
a reliable and committed relationship with its employees like its LSP or

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supplier or they will be less likely to help resolve issues, cut lead times or
reduce costs.

6.0 Current & Future Trends

The effect of the global economic downturn throughout the 2000’s has
had an impact everywhere. Diminishing incomes and consumer spending
has forced business to reduce costs by lowering production and shipping
levels. The global logistics industry has been hard hit and both retailer
and LSP’s are face challenges ahead as economies begin to recover and
new trends emerge (Logistics in 2020: The future of road freight - Kewill
Inc, 2013)

A key challenge to retail success are the trends forecast for road freight
including congested roads, rising fuel prices, green legislation and a
shortage of skilled drivers. All of these are likely to result in higher
delivery costs; poor stock turnover and reduced availability as well as
delays in delivery to both stores and the customers direct. If not
overcome these trends could have significant effects for Garcons since it
is almost impossible for the supply chain to keep moving within the UK or
internationally without using the road network. Most LSPs are working
hard to counteract and improve road transportation. Innovations include:-

 improved vehicle aerodynamics and reduce fossil fuel consumption

 technologies to maximise delivery routes in the UK and
internationally e.g. ORION (On-Road Integrated Optimisation and
Navigation )software recently launched and used by UPS can
potentially shorten drivers’ routes and save millions on fuel
 shared network approach where one mixed –load delivery is
provided

Another key future trend that could affect Garcons supply chain is a
return to UK manufacturing & production. Significant increases in global

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manufacturing costs due to rising labour and fuel costs and a falling
pound have already seen the return of some of the bigger merchants who
who in the past have sought cheaper and more competitive
manufacturing overseas and a revival of British textiles. Sir Philip Green
(Arcadia) has increased its UK sourcing by 20% and he has indicated
plans to extend this in future (Lim, 2016)

The effects of Brexit on the supply chain have also not yet been fully
realised. In future the benefits of the EU single market could be lost and
predictions are that amongst those hardest hit could be UK online sellers
since the EU accounts for 45% of the UK’s exports and cross-border
online shopping.

Garcons could offset some of the future difficulties they face particularly
in their export and online shopping by following in the footsteps of M&S
and take advantage of the benefits manufacturing in the UK could offer
including the supply of high quality goods, a more responsive turn around
and smaller batch production to minimize risks and improve customer
satisfaction.

7.0 Garcons App

Many retailers are investing in i-cloud technologies to help sales and
extend market share. The retailer, Garcons, is developing an App to help
achieve its objective of international expansion and to collect or secure
real time date to assist in the management of their supply chain. Through
the means of push and pull factors in its App, Garcons will drive
customers through the supply chain, creating more sales and growth of
the business. The diagram below shows the front end of Garcon’s retail
App and push and pull factors are outlined and described.

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 GARCONS Pull

The customer pulls the

product through the supply

Garcons
chain by adding the product
to their online bag and
proceeding to the checkout.

Once the items are bought, the

correct information is sent
through to the distribution centre
in Manchester, and the order is
processed from there.

Push
Garcons
Garcon’s will push it product
by displaying a “You may
also like” feature. Offering
ides that the customer may
like to purchase will increase
sales and profits.

Garcons Pull

The “Final reductions sale” pulls

customers through as they will be
interested in saving money.

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 Push
“New In”- this feature pushes the
customers through, as the will be
interested to see what is new in
stock.

Garcons

Push Push

This seasonal Campaign features Displaying products clearly is an

new and on trend items, this is
the retailer pushing their
products to the customers.
effective way to push them
through the supply chain. Using
language like “Styles and colours
you need” is another effective
20
method.
7.1 Supply chain management
Supply chain management has been described as,

“The management of upstream and downstream relationships with

suppliers and customers to deliver superior customer value at less cost to
the supply chain as a whole.” (Christopher 2005 p.5)

The focus is upon the management of relationships in order achieve a

more profitable outcome. (Christopher 2005)

7.2 The Value Supply Chain

Underpinning the Omni-channel, is the Value Supply Chain (Figure 3). In
this model a company delivers value to customers by organising and
performing primary and secondary value chain activities more efficiently
than its rivals. In this system, companies have predictability in their
supply chains. Forecasts determine the stock required and hence they
know what will come when long before it actually arrives. This allows
them to plan production to meet their needs and gives them time to
prepare a place to store and centralise the stock they receive
(Christopher 2005)

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Figure 3

7.3 The Agile Supply chain

As pull factors become more prevalent in the market and real data based
on actual customer requirements is available to companies from for
example i-cloud technologies, the supply chain is being transformed to an
agile supply chain model, that is information based rather than inventory
based ( Figure x).

Figure x

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The agile supply chain is market sensitive and in contrast to the value
supply chain where projected demand determines what enters the
process actual customer demand drives the process.

Technically, every supply chain strategy is a hybrid flipping between push

and pull. For example a company may choose to stockpile finished
product at its distribution centres to wait for orders that pull them to
stores.

Conclusion

Omni-channel logistics is a complicated construction. The right managerial

decisions need to be made in order for companies to stay ahead in the
market. For the retailer Garcons to keep a competitive edge, it is in it best
interested to outsource the many parts of its logistics mix. Outsourcing
will allow the retailer to gain access to essential resources which it would
not otherwise be able to do. There are many factors that can affect the
supply chain that Garcons needs to consider carefully, including future
trends like road freight and UK manufacturing but overall the decisions
made in regards to supply chain strategies and logistics will be vital in
Garcons plans for international expansion.

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 Appendix 1 Trade Examples
Inventory
In big companies with large and varied product lines the difficulty for
inventory management further increases and it is beneficial to outsource
their inventory matters to a LSP. Fortunately the menswear product line
for Garcons is similar meaning inventory matters can be kept in house.
This could change as the retailer grows internationally and at this stage it
would be beneficial for Garcons to then outsource.
One business who started off with their inventory in house but chose a
third part logistics provider (3PL) as the business began to expand, is the
online clothing retailer Tentree. Their environmental friendly focussed
business grew rapidly on the premise that for every item sold ten trees
were planted. Online orders, along with a growing concessions line in
some retail outlets proved too much for the business to handle in house
and they out sourced the inventory matters to A52, an omni-channel
logistics provider. Outsourcing for Tentree gave them the opportunity to
focus more time and attention on growing their retail distribution
(Deveau, 2014).

Unitisation & Packaging

A trade example of the successful outsourcing of this element and

inventory following a venture into e-commerce is the takeover of Harvey
Nicoll’s luxury hamper packing and build by the UKs leading retail logistics
provider, Clipper. Harvey Nicolls experienced difficulties with the seasonal
production of hampers due to delays in the import of products from
across Europe. Clipper’s solution was to establish hamper production at
their distribution centres and extend the appeal of hampers across all
seasons by gift boxing and tailoring the build to products available at the
time. Building the hampers at the DC reduced costs significantly and
further efficiencies are planned as Clipper take over the ordering of
packaging for Harvey Nichols, (Harvey Nichols case study combined AW
LR, 2014)

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