CELERITY SUPPLY CHAIN TRIBE NOVEMBER 2023

SUPPLYCHAINTRIBE.COM NOVEMBER 2023 Volume 7 Issue 11

INSIDE Up, Close & Personal Sanjeev Suri, SVP - Global Omni Channel Logistics & Customer Services, Amway India Shonik Goyal, President & Head Supply Chain, Sheela Foam Ltd.

Special Report Last Mile isn’t The Last Resort

CAPTURING THE RESPONSIBLE FASHION FORWARD MOVEMENT Encapsulating Winning Supply Chain Streaks of Global Fashion & Lifestyle Companies

Lighting the Way: Diwali, Dynamic Fashion, and Delivering the Future Dear Readers, The Diwali festival season is here. As children, we eagerly anticipated new clothes. Yet, in today’s age of fast fashion, clothing collections rotate rapidly, and new outfits are acquired more frequently. Our cover story explores the dynamic realm of fashion, addressing not only consumer expectations in terms of products, pricing, and availability, but also the pressing concern of sustainability.

The e-commerce industry is witnessing substantial growth from India’s Tier 2 and Tier 3 cities, across categories, including Fashion. Given this geographical expansion, the last-mile delivery sector is evolving quickly.

Our special report delves into the shifting dynamics of last-mile delivery in India, from technological advancements to the on-delivery consumer experiences.

In our “Up, Close and Personal” section, our team interviewed two distinguished Celerity CSCO Award winners, delving into their lives, and drawing inspiration from their journeys.

It has been our endeavour through our monthly publication, to guide you in discovering, understanding, and adopting methods that are not only efficient and profitable but also ethically sound, safe, and eco-friendly. We deeply appreciate your continued support and trust in our work.

Wishing you all, dear readers, a very Happy Diwali! May this festival of lights bring joy, prosperity, and happiness to your life.

Warm Regards,

Charulata Bansal Publisher Charulata.bansal@celerityin.com www.supplychaintribe.com

Published by Charulata Bansal on behalf of Celerity India Marketing Services Edited by: Prerna Lodaya • e-mail: prerna.lodaya@celerityin.com Designed by: Lakshminarayanan G • e-mail: lakshdesign@gmail.com Printed by: Xposures, A 210, Byculla Service Industrial Estate, D K Cross Road, Byculla, Mumbai- 400027.

Logistics Partner: Blue Dart Express Limited

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CONTENTS

NOVEMBER 2023 Volume 7 Issue 11

6 | COVER STORY

Capturing The Responsible Fashion Forward Movement In the face of growing e-commerce expanse, consumers these days expect larger product collections, faster product launches, at cheaper rates. All these factors have put immense pressure on supply chains to deliver not only the desired product, but also at nominal cost and at the desired timeline, and at the same time, adhere to sustainability guidelines. Such surmounting complexities have only accentuated the need for an agile fashion supply chain, backed by strong technology support. Our Cover Story offers an encapsulated compiled version of winning streaks of leading companies and presents first-hand insights of supply chain leaders of leading fashion & lifestyle companies in India, who took out precious time amid such a crucial festive period and graciously agreed to give us their exclusive take on what lies ahead in the Indian fashion landscape…

4 | INTERVIEW

24 | SPECIAL REPORT

Creating a Seamless Customer Experience

Last Mile isn’t The Last Resort

“Ensuring right inventory availability at correct node is critical to ensure reliable fulfilment with optimal cost,” stresses Kumar Gaurav, Head - Supply Chain, Infiniti Retail (Croma), during this exclusive interview…

This Special Report explores the various facets of Last Mile Delivery and the reassuring thought provoking insights by the leading user company and the last mile delivery service providers validates the changing paradigms of last mile delivery in India.

20 | UP, CLOSE & PERSONAL Sanjeev Suri, SVP - Global Omni Channel Logistics & Customer Services, Amway India Shonik Goyal, President & Head Supply Chain, Sheela Foam Ltd.

Editor: Prerna Lodaya DISCLAIMER: This magazine is being published on the condition and understanding that the information, comments and views it contains are merely for guidance and reference and must not be taken as having the authority of, or being binding in any way on, the author, editors, publishers who do not take any responsibility whatsoever for any loss, damage or distress to any person on account of any action taken or not taken on the basis of this publication. Despite all the care taken, errors or omissions may have crept inadvertently into this publication. The publisher shall be obliged if any such error or omission is brought to her notice for possible correction in the next edition.

The views expressed here are solely those of the author in his private/professional capacity and do not in any way represent the views of the publisher. All trademarks, products, pictures, copyrights, registered marks, patents, logos, holograms and names belong to the respective owners. The publication will entertain no claims on the above.

No part of this publication can be reproduced or transmitted in any form or by any means, without prior permission of the publisher. All disputes are subject to the exclusive jurisdiction of competent courts and forums in Mumbai only.

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INTERVIEW

Creating a

SEAMLESS CUSTOMER EXPERIENCE

“Ensuring right inventory availability at correct node is critical to ensure reliable fulfilment with optimal cost. We have developed very strong pull-based inventory placement framework across our fulfilment nodes (DCs/Stores), which is the nerve center for merchandise procurement and its placement,” stresses Kumar Gaurav, Head - Supply Chain, Infiniti Retail (Croma), during this exclusive interview…

What role do people play to ensure that omnichannel is successful?

It is difficult to deliver true omni-channel customer experience at scale considering multiple moving parts in the ecosystem.

With changing retail landscape, we need to keep up customer has many alternatives to choose from as per their discretion. Normally customers do their primary and secondary research on the attributes suited to their requirement before visiting stores to buy any product.

For stores, enhancing knowledge and skill set of the staff is a clear edge against competition (Online/Offline). In this scenario, it is very important to provide right value add in the purchase experience of the customer. With continuously evolving technology and products, this learning goal post keeps shifting as store staff needs to constantly unlearn and relearn. Merchandise category-based training and assessment can help in improving depth of knowledge to store staff. Once knowledge of the staff starts contributing in customer purchase

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easiness, this results in sharp increase in its NPS (net promoter score) driven primarily by the customer’s satisfaction of getting right guidance for their purchase and helpfulness of staff.

Can you enlighten us on Croma’s ‘Responsible Consumption’ philosophy?

Croma believes in the philosophy of ‘Responsible Consumption’. Responsible consumption is at the core of our mission statement. We are working on three key areas now — recycling of e-waste, energy conservation and utilization of sustainable materials. We started our e-waste program long back and already scaling this. We use recycled materials wherever possible, like for our carry bags etc. We launched sustainable materials for our digital channel deliveries as well.

Our stores are fitted with LED lighting and our Fulfilment Centers will operate on Solar Power. We firmly believe that we can extend the life span of gadgets by maintaining them. All these sustainability

Kumar Gaurav possesses over 19+ years of experience in hyper-growth business transformation projects to deliver consumer-centric supply chain across multi-category retail (Fashion & Lifestyle, Grocery and Consumer Durables).

He has conceptualized & implemented strategic supply chain programs for dynamic & efficient omni-channel fulfilment for on time & faster delivery - single inventory view (DCs, Stores, Hubs), intelligent order serviceability basis real-time inventory/carrier selection, Zip Delivery (Dark Store Micro Fulfilment), SDD/NDD, Standard Delivery, Endless Aisle, Click & Collect, Contactless Delivery.

INTERVIEW

Omnichannel space is all about creating a seamless customer experience across multiple platforms. Customer must be agnostic of the retail channels. The solution that the retailer is intending to offer should complement the convenience of the customer. An effective business model is profitable only when the two pieces of the puzzle – the customer centricity and business strategy converge to deliver the right customer centric solution.

initiatives are aligned with Tata Group’s Project Aalingana, 'embrace' in Sanskrit, embodies the Tata group's vision for a greener, cleaner, more sustainable and equitable future for the planet, by innovating today.

inventory placement framework across our fulfilment nodes (DCs/Stores), which is the nerve center for merchandise procurement and its placement.

How do you constantly juggle between striking the right inventory mix?

Omnichannel space is all about creating a seamless customer experience across multiple platforms say stores, online, etc. It always revolves around customer centricity and what customers are looking from the retailers. Customer must be agnostic of the retail channels.

The solution that the retailer is intending to offer should complement the convenience of the customer. An effective business model is profitable only when the two pieces of the puzzle – the customer centricity and business

In Consumer Durables, we generally face the issue of bestseller SKUs being out of stock, with availability of regular SKUs. For retailers like us, striking the right balance amid such scenario is the key to run a consumer-oriented business.

Ensuring right inventory availability at correct node is critical to ensure reliable fulfilment with optimal cost. We have developed very strong pull-based

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What are the key trends in omnichannel space?

strategy converge to deliver the right customer centric solution. That’s when the things move forward in the right direction.

At Croma, whenever a customer makes a purchase (stores or online), we ensure that their experience is consistent with us because every touch point is connected, and their data is always unified (independent of their movement between physical and digital spaces).

Our Supply Chain works consistently to delivery reliable customer fulfilment as per their requirement.

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COVER STORY

Capturing The

Responsible

FASHION FORWARD Movement

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COVER STORY In the face of growing e-commerce expanse, consumers these days expect larger product collections, faster product launches, and at cheaper prices. All of these factors have put immense pressure on supply chains to deliver not only the desired product, but also at nominal cost and at the desired timeline, at the same time, adhering to sustainability guidelines. Such surmounting complexities have only accentuated the need for an agile fashion supply chain, backed by a strong technology support. Leading global fashion companies and retailers have already realized the gap and have started taking the tightrope walk. Our Cover Story offers an encapsulated compiled version of winning streaks of leading companies and also presents first-hand insights of supply chain leaders of leading fashion & lifestyle companies in India, who removed their previous time amid such a crucial heavy festive period and graciously agreed to give us their exclusive take on what lies ahead in the Indian fashion landscape…

P

R O D U C T c o m p l e x i t y, long supply chains, and constantly evolving consumer needs are the key factors that make balancing supply and demand such a high-wire act. Fashion supply chains are complicated… First, SKUs in the fashion industry are extremely complex.

Products vary by style, category, color, pattern, and size—all of which need to be considered in store-level merchandising, accentuating complexities in inventory management. Secondly, the fashion industry has long supply chains spanning across planning, design, sourcing, production, logistics, and retail, making end-to-end supply chain management challenging. Additionally, we see companies struggle with high inventory levels, because the design-to-shelf lead time often takes at least six months, by which time consumer tastes may have moved on.

According to a BCG report, consumers’ fashion needs are becoming more diverse.

The fashion industry in recent years has become increasingly inclusive by catering to all individuals—regardless of their culture, skin color, size, and more. As a result, fashion brands must address a long tail of fragmented demands by providing more non-standard SKUs more often, which puts pressure on forecasting

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and inventory management.

The biggest challenges are associated with organizing and analyzing all the information associated with every step.

Companies rely heavily on supply chain management software to create plans, select suppliers, place orders, track progress, manage warehouses, plan logistics, and deliver goods to buyers.

An Oracle report highlighted these prevailing faced by fashion companies: Macroeconomic trends: The state of the economy changes from year to year, even month to month. Among the current challenges affecting the fashion industry are global inflation, and continued supply chain disruptions from strikes, worker shortages, trade disputes, economic sanctions, and other factors.

Fashion supply chains must be flexible enough to be adjusted in response to the next economic challenge.

Fluctuating demand and trends: Fashion is a fast-changing business.

Leading design brands introduce new clothing lines every six months, typically in the spring and fall. A style of jeans that was popular in March might fall to nearzero demand by October. Supply chain planners must keep enough product on hand to meet demand while it lasts but not so much that they end up with a lot of unsold inventory they’ll have to discount once demand begins to drop.

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COVER STORY

Impact due to overproduction and dead inventory

Source: TCS

Sustainability and human rights: Customers are concerned about climate change and global working conditions.

They’re asking questions like: Was this clothing made in a sweatshop? Is it made from recycled materials? And they want answers from fashion brands and retailers. Latest technology tools help retailers evaluate suppliers to ensure they follow set ethical and environmental guidelines. Fashion retailers are starting to track this information and make it easily findable on their websites and product labels for customers to see.

Logistics and tracking: Logistics for fashion supply chains can span the globe, from clothing manufacturers in Asia to retail outlets in the US heartland. Goods are transported across multiple borders by multiple carriers, via ship, air, rail, truck, etc. Supply chain managers must coordinate handoffs between carriers and track their shipments every step of the way. They typically rely on logistics applications, including track and trace, to give them insight into where their goods are at any given time.

What makes a supply chain agile?

Generally,

fashion

companies

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demonstrate supply chain agility if they can move products from the design phase to retailer shelves in two to eight months (or less), replenish inventory in season based on demand, and keep end-of-season overage to a minimum, stated a BCG report. In other words, companies with supply chain agility are able to respond quickly to shortterm changes in demand by building a customer-oriented, end-to-end productsupply mechanism. This requires close collaboration and the quick coordination of merchandizing, design, production, and channel needs. Supply chain agility enables fashion brands to balance supply and demand, thereby reducing inventory costs, improving capital efficiencies, and potentially generating more revenues or sharing the gains with customers through reduced pricing.

THE FASHION SUPPLY CHAIN ARCHETYPES Companies have their own approaches to achieving supply chain agility. BCG has identified three broad-stroke archetypes: Intelligent Push: This archetype, a modern twist on the more traditional fashion model, seeks to shape demand

through the traditional merchandising approach. The added twist is, with the empowerment of digital capabilities, companies can more accurately predict demand based on initial sell-through and fast track / virtualize certain supply chain steps to achieve agility and efficiency.

Fast-Fashion Pull: This archetype, brought about by fast-fashion players, rapidly adapts high-fashion trends for everyday designs. After initial launch, it tracks demand closely by mobilizing its store, logistics, and production networks in fast replenishment cycles. It often selectively deploys digital systems to increase demand-forecast accuracy and makes resolute decisions for rapid markdowns and end-of-season inventory clearance.

On-Demand Digital Direct to Consumer (DTC): This archetype uses digital prowess to enable a highly demand-responsive, small-order / fast replenishment supply chain solution.

From merchandising, production, and channel needs to supply chain organization, digitalization permeates every part of the chain. Digital ecosystems and tools help the company make fast

COVER STORY and intelligent decisions to match supply with consumer demand in near lockstep, therefore achieving better full price sellthrough or high-price competitiveness.

To offset the lack of scale due to small orders, the company seeks out synergies in materials and opportunities to reduce waste in other parts of the supply chain.

RE-THREADING THE SUPPLY CHAIN An interesting Economist Intelligence Unit report highlighted that supply chain executives are focusing on resilience—and they are using the latest technology to help. Lifestyle sector respondents were the least likely of the three sectors surveyed to rate their supply chain as “flexible”, and introducing new technology is a resilience-building measure for 39%. They are betting on

new tools from blockchain and satellite technology to cloud computing and collaborative digital platforms to foster resilience-building flexibility. Software start-ups are helping the industry to leverage e-commerce, 3D printing and advanced supply chain analytics.

Brands need to collaborate more effectively with supply chain partners.

Upholding labour standards, ensuring product traceability and managing environmental impact all require high levels of communication and engagement throughout the supply chain. The survey shows that improving collaboration with supply-chain partners was the second most frequently cited strategic objective.

digital communication are creating a more sustainable status quo. Fashion, garments and footwear producers have long faced criticism for their negative environmental impact and poor labour standards, but evidence shows that progress is at hand. The pandemic has driven the rise of the second-hand and the so-called shift to thrift. Brands have reflected on the desirability of constantly refreshing seasonal ranges.

Chief sustainability officers have more influence on supply chain strategies compared with those working in other industries; however, with a mere 3% of respondents describing them as having a “strong influence”, there is clearly further to go.

Slow fashion, “re-commerce”, fewer seasonal cycles and more use of

Successful USE CASES H&M – Staying on course with Sustainability

H&M

Group has set the ambitious goal to reduce the Group’s absolute scope 1 and 2 emissions and its scope 3 emissions by 56% respectively by 2030 (from a 2019 baseline). Some of H&M Group’s recent initiatives include: Green Fashion Initiative: The Green Fashion Initiative will support the company in reducing greenhouse gas emissions across its supply chain, by making funding available to supplying factories to invest in the technologies and processes needed to reduce energy demand and replace fossil fuels across the fashion industry.

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COVER STORY Fashion Climate Fund by Apparel Impact Institute: H&M Group is a lead funder of the Fashion Climate Fund, which is designed to drive collective action to tackle fashion’s supply chain emissions.

The Fund will help execute foundational supply chain improvements, including transitioning to renewable electricity, improving energy efficiency, eliminating coal in manufacturing, scaling sustainable materials and practices, and accelerating next-gen materials.

Sustainable Supplier Facility: Many suppliers in the apparel sector are struggling with decarbonization due to a lack of funding and adequate technology implementation support. In order to reach beyond our own influence, H&M Group and Guidehouse have initiated a Sustainable Supplier Facility where other brands and investors will be able to co-invest to share the financial responsibility of a project and give further alternatives to support suppliers in their decarbonization journey.

Internal carbon price: A consisting tool within the H&M Group to drive behavioral change within its buying, design and merchandising teams as well as in production and logistics,

that steers toward the purchase of lowcarbon materials for our products and the selection of low-emission production units.

PLASTIC PACKAGING In the fashion industry, plastic is one of the biggest challenges. It is not only used in synthetic materials such as polyester, but also in hangers,hangtags, single use shopping bags and polybags.

When it comes to packaging, plastic is partly used to protect some products and prevent waste, which makes it even more challenging to replace. The question is: How can we prevent packaging from becoming waste itself and at the same time deliver top-quality products?

Motivated by the packaging strategy and to becom a fully circular organization, H&M Group has developed a multibrand packaging system with bags made of certified paper. Once opened, the bags are recyclable.

Most materials apart from the products that are delivered become waste when they reach the customer. The aim of this new solution is to reduce the risk of creating that waste. On top of that, the branding labels now allow our brands to be more relevant with messaging, while the bags have a cleaner and nicer look.

This, in turn, prevents packages having outdated messages on them, preventing another waste risk.

“We are introducing a type of packaging that is better for both the customer and the environment. It is yet to be improved since we need to continue working on replacing the use of plastic throughout our logistics supply chain.

But by introducing this new multi-brand packaging we are creating a huge impact by replacing the outer plastic with a paper solution. This is a small step on a long journey,” Hanna Lumikero, Service owner and responsible for the new packaging system at H&M Group.

“We use valuable input from our customers to improve and we know that they are happy about receiving their orders in more sustainable packaging.

At the same time, we are committed to reducing plastic throughout our business and value chain. That is why we will implement this packaging solution in all of our brands” says Hanna Lumikero.

The packaging solution will help H&M Groups towards reaching the goals of its circular strategy for packaging, including reducing packaging by 25% and designing reusable, recyclable or compostable packaging by 2025 at latest.

The ‘Inditex’ Saga

Inditex,

parent company of fashion brands such as Zara and Massimo Dutti, has sustained its winning streak with a very robust operating performance due to the creativity of the teams and the strong execution of the fully integrated business model. Óscar García Maceiras, CEO, Inditex, said, “The ongoing commitment to creativity, quality and customer experience, as well as the determined progress in sustainability, drives a strategy that is taking our business to the next level. Our customers are the focal point of our business model and the ultimate barometer of our activity.

This means every new innovation we

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implement is designed to improve the human experience. To deliver better quality, more efficient and more sustainable processes every single time.”

Inditex continues to see strong growth opportunities. “Our key priorities are to continually improve the fashion proposition, to enhance the customer experience, to increase our focus on sustainability and to preserve the talent and commitment of our people. Prioritising these areas will drive long-term growth. To take our business model to the next level and extend our differentiation further we are developing several initiatives in all key areas for the coming years,” Óscar García Maceiras added.

He further stated, “The creativity

of our teams and the flexibility of the business model in conjunction with in-season proximity sourcing allows a swift reaction to customer demand. This situation results in a unique market position which provides our business model with great growth potential going forward.”

“For us, this means the ability to adapt and respond is essential. Our integrated value chain allows us to react to real events and new insights nimbly and efficiently. And we do— whether that means an instant pivot in the face of the unforeseen or the little improvements we make every single day to enhance and elevate our customer experience. We care about what they care about—so all our teams give their

COVER STORY best to understand what they want and deliver it without delay through a unique focus on customer listening, real time sales analysis and targeted production runs,” highlighted an official statement of Inditex.

SINT, Inditex’s integrated stock management system, allows the brand to fulfill online orders from both store warehouses and online stockrooms, resulting in efficiency, a smaller carbon footprint with a low level of leftovers and shorter wait times. And with the full development and deployment of its open and modular digital architecture, Inditex Open Platform, the brand is able to move forward with real-time customer adaptation, offering them new fashion and brand experiences.

“Brick-and-mortar or online; our stores are integrated to create a single commerce platform. We invest in beautiful spaces that maximize architectural form and function (both real and virtual), intuitive layouts, innovative customeroriented technology and campaign creative that’s consistent across every brand touchpoint. For our customers, this means a truly cohesive brand and a seamless shopping experience,” stressed the officials.

The company also lays immense thrust on Smart Logistics practices. “We believe our stores and online deserve best-in-class support. We refresh every one of our stores and online platforms based on customers’ demands. We’re constantly improving the process to

keep this standard, while innovating to set the bar even higher. By adopting and developing cutting-edge technologies like Radio Frequency Identification (RFID), we’re able to integrate the management of stock across all brands and help store associates locate items anywhere – speeding up stocktaking and freeing up time for better customer care,” highlighted a company statement.

NEW STEPS TOWARDS A MORE SUSTAINABLE MODEL Circularity goes hand in hand with great design. The brand’s designers are trained in sustainability, while embracing new ideas, constantly experimenting and remaining true to our free-thinking culture. The team pays special attention to the impact of the raw materials that we include in our products, as cotton. That is why it is able to deliver projects to promote organic cotton in countries as India and Spain together with organizations as Organic Cotton Accelerator.

“Innovation and collaboration are the cornerstones of Inditex’s efforts to configure an increasingly sustainable value chain. We have identified several priorities for cutting our emissions by over 50% by 2030 so as to attain zero net emissions by 2040: using materials with a smaller environmental footprint, transforming our supply chain, extending our circularity projects and helping improve biodiversity.

Among other milestones, by 2030, 100% of our textile products will be made exclusively from materials with a smaller environmental footprint. Also, in line with our biodiversity commitments, we will support projects for the protection, restoration or regeneration of up to 5 million hectares by 2030,” explained Javier Losada, Director – Sustainability, Inditex.

In its drive to enhance sustainable expanse, Inditex recently partnered with Maersk to reduce its global greenhouse gas (GHG) footprint from seaborne logistics by incorporating alternative fuels in all its inbound routes with the carrier. Through the ECO Delivery Ocean programme, Maersk replaces fossil fuels on its ships with green fuels like green methanol or second generation biodiesel based on waste feedstocks. This is expected to deliver an estimated reduction of more than 80% in GHG emissions per litre compared to conventional sources.

Looking to the future, the CEO said: “In 2023, we have relevant initiatives and projects that we believe will allow us to take a leap forward in the sector and in our vocation to positively transform our entire industry.” Thus, the group will invest around 1.6 billion euros in various projects, such as increasing its logistics capacity in its distribution centres in Arteixo, Zaragoza and Lelystad (Zara), Tordera (Bershka) and Sallent (Stradivarius), with a special focus on the optimisation and automation of operations.”

M&S – An Omnichannel Steward

“True

leadership in Omnichannel includes leading the way in sustainable operations as we transition more of our sales into growth channels. More than 60% of our customers opt for Click & Collect – that’s over 15m orders annually and, of those orders, 9% are picked and packed in stores – the equivalent of four million parcels. We became the first major retailer to introduce a Bring your Own Bag initiative for click & collect orders, which will save 10 million pieces

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of plastic annually,” highlighted Stuart Machin, CEO, Marks and Spencer Group plc.

Accelerating store rotation helps the company build an estate that’s fit for the future; this means a more efficient, lower energy and lower carbon M&S estate. To support this goal, the company has invested in new metering and data capture technology to better plan emission reductions into its ongoing store investment programme. Alongside this, it’s future-proofing the estate for customers, announcing a new ten-year

agreement with BP pulse, which includes the roll-out of 900 electric vehicle charging points to M&S stores over the next two years.

Modernizing the supply chain will be a key contributor to reaching its net zero target. “Overall, we have seen early progress, with a 3% reduction in our Scope 1 & 2 emissions (our stores and logistics network) in 2022/23 against the previous year. A compelling customer ecosystem connects every customer engagement across M&S so that we deliver a personalized, rewarding experience.

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COVER STORY This year, our focus across our stores, warehouses and logistics footprints has been on driving efficiency, reducing waste, improving our greenhouse gas emission measurement and tracking capability and investing in our store estate for the future. A key priority has been the implementation of a Groupwide digital solution to track our Scope 1 and 2 greenhouse gas emissions, which will enable our colleagues to consider the impact on emissions as they make operational and investment decisions on a location-by-location basis, asserted Stuart Machin in an official release.

“We know there is a lot to do as we transition our legacy infrastructure to net zero and we are highly dependent on the timing across the national infrastructures, particularly around

degasification and alternative fuels. In the short term, our immediate focus is on driving efficiency, which, in the past year, has been a strong commercial priority. Although a small part of our overall footprint, our colleagues in the international business are also playing their part, reviewing how we can use lower carbon routes to send product to our international markets, investing in LED lighting and using the new digital emissions reporting platform to aid greater visibility of data at a site level,” emphasized the release.

Reaching net zero remains a challenge for the logistics industry, with no clear low emission technological solutions currently available at scale on the Heavy Goods Vehicle (HGV) market. The company is progressing with emissions

reductions via network efficiencies, and moving towards lower emissions bridging fuels and available technology solutions.

In its Clothing & Home network, the company has introduced 35 bio-LNG tractor units into its fleet to replace end-of-life diesel assets. These have the potential to provide up to an 80% emissions reduction compared to diesel.

“Cleaner burn fuels” serve as a bridging option to reduce CO2e, while alternative low emissions technologies develop at scale for industry wide use, and support with the rapid decarbonization needed to reach 2030 target.

This illustration depicts the flavors of Fashion brands – highlighting their focal points of managing trends

Source: Wipro

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COVER STORY

Solving the

Tech Puzzle “Before we embark upon new technology journey, it’s all about getting the house in order.

Though we keep talking about the connected enterprise architecture, at some points, things just don’t fall in place. The very first thing we have to consider that whatever technology solutions we are working with currently, they all have to be in sync. When we talk about omnichannel, it has to be delivering the same experience across platforms. Retailers need to offer the same experience across platforms to build brand credibility and carry the same experience from one place to another platform, which mandates integrating all these technologies to minimize any possible leakages,” explains Ranjan Sharma, CIO & Head - Supply Chain, Bestseller India, during this interview…

What are some of the key enablers of omnichannel and how is technology playing a key role?

One of the important aspects when we started working on omnichannel was to ensure real time store inventory and to ensure that there was enough buy-in from store operations for the same, it has been a long journey for all of us. This has been the topic of discussion since long ,a lot of work has happened and still there is so much more to offer and so much left to explore and solve the customer centricity puzzle. It’s like a complete circle. We solve one problem and something else crops up, which makes it pretty exciting. One fundamental question that we must address when we are operating omnichannel retail business is ‘What is it that we want to solve for “OUR” customers’. The biggest demand from the customer is the speed at which we can fulfil their orders.

Another important criterion is the seamlessness for the consumer to buy anywhere, return or exchange anywhere or get alteration done or solve any other

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post purchase problem anywhere.

Now let me turn this around and ask – what is it in for us to deliver such an experience. When we started our omnichannel journey, our first emphasis was on the speed at which we can reach customers. We analyzed locations from where we can deliver products to our customers at the fastest speed. After zeroing-on the locations, we started building capabilities around that. We can’t have many distribution centres, but we can locate stores closer to customers.

This essentially entails that the store has to not only serve the walk-in customers, but also act as the micro fulfilment centre for the company. This involves accepting the order, packing the product, shipping it, handling the logistics, and also managing the returns.

Returns management is the most complex part of omnichannel retailing. A forward fulfilment is comparatively easier to manage, but the returns management, especially in fashion retail, is highly challenging. This is where technology has been taking the centrestage. Technology

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COVER STORY enablement ensured in simplifying the process, training the employees quickly, be it store managers or the back-end support staff and empowering store managers so that they are able to deliver a seamless customer experience to ensure that the customers keep coming back to our stores or the digital channels. In all of these, the speed at which one accepts the order, finds the right product, ensures that the product is rightly packed and gets shipped out fastest remains the key. We must train the people working at the shopfloor or the warehouse in doubling up for packaging and shipping the right merchandize. Even if we have new person, he / she needs to be at the same pace with others. This is where continuous training plays a big role.

Another complex task is to identify the right location to ship from.

Necessarily, it might not be the nearest store. Over a period of time, as the process matures, we will also need to analyze the most profitable place to ship a particular order. There are a number of parameters that we need to look into to make this whole complex process a simple and seamless one. One of the biggest problems even to reach any of these stages was having a real-time inventory visibility of the stores. Around 5-7 years ago, none of the retailers could even think of achieving that. All of us

were trying to solve for real-time store inventory, synchronized across and then being able to proliferate two different channels and the complexity surmounts when it’s about omnichannel, when you have to serve various marketplaces as well. Technology is bringing all of these complex pieces together. It has enabled retailers to be able to run this business in a seamless fashion. Without which, I think, omnichannel would have never been a possibility.

In ensuring all of these, if the inventory is not optimized, everything else fails. The fundamental of supply chain – having the right inventory at the right time and the right place has become all the more critical today. Inventory has to be identifiable. There lies the importance of traceability and that is where technology has been enabling companies like us.

How do you keep the talent motivated and enthused?

One of the critical things we did when we started the omnichannel journey was to get the people onboard because if you talk to the store manager, he would always think that this team is the best to sell products at the store. The biggest challenge was getting them to part with that inventory for an order which would have been placed on e-commerce or from

other stores. If we can make this mindset shift, we win half the battle. We had to make them understand how this will benefit them as part of the ecosystem because omnichannel is not just about fulfilling order or shipping products faster to consumers, it’s also a retention tool. Imagine a customer walks into the store looking out for a particular product and we don’t have that product on shelf, and in a fast fashion business like ours, we quickly run out of sizes or colors, how do we still service that customer and retain that customer by ensuring delivery of that particular product. As long as it is available at any of our stores in the country, the staff must take the onus of delivering that product to the consumer and that’s when the customer will stick to your brand. The staff must ensure that the delivery is ascertained in the stipulated timeframe given to the customer. This is how the staff would also ensure that the customer doesn’t go for any other brand.

Another important change that we have witnessed is at the back end.

Ensuring supply chain is a mammoth task. When you start managing this logistically, it is easier said than done but at the end of the day, there are so many more reconciliation points that have actually increased for you. Earlier we were only managing a few distribution centres

Returns management is the most complex part of omnichannel retailing. A forward fulfilment is comparatively easier to manage, but the returns management, especially in fashion retail, is highly challenging. This is where technology has been taking the centrestage. Technology enablement ensured in simplifying the process, training the employees quickly, be it store managers or the back-end support staff and empowering store managers so that they are able to deliver a seamless customer experience to ensure that the customers keep coming back to our stores or the digital channels. In all of these, the speed at which one accepts the order, finds the right product, ensures that the product is rightly packed and gets shipped out fastest remains the key.

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COVER STORY

where you are running this operation and you had complete control of the process.

Now it is about managing different micro-fulfilment centres where you actually don’t have enough control on. A lot of things are being dictated by people working in other departments, bringing them together and then bringing in the reconciliation points from the financial perspective, closing that entire loop and ensuring that everything is reconciled, and you are paid for whatever you are supposed to and that is accounted for.

These are the people who are supposed to be taken care of. In all of these, the primary responsibility needs to be in terms of ensuring the availability of the product, the right cataloguing, the right content, the fastest shoot, the fastest capability in terms of being able to ensure that you are able to get that product available onto all channels at the same time. The entire organization is playing a large role.

What are the skillsets that you look for when hiring the retail store managers?

The core skill initially was to sell

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products. We need to provide them the right experience to be able to stick to a particular job for long. Believe me, it’s not an easy job standing for long hours managing so many SKUs, ensuring the brand representation along with customers expectation and at times not even able to find time to have meals.

The moment omnichannel wave came in, we started giving them additional responsibility of order fulfilment from store as well. On top of that, we are demanding them to be technologically sound as well because we have converted our stores into Experience Centres. We are asking them to develop far deeper engagement with the consumer to be able to personalize that experience.

What are the factors that we must take into consideration before going for any technology solution?

Before we embark upon new technology journey, it’s all about getting the house in order. Though we keep talking about the connected enterprise architecture, at some points, things just don’t fall in place. The very first thing we have

to consider that whatever technology solutions we are working with currently, they all have to be in sync. The biggest investment needed is on strengthening the ultimate consumer experience where the consumer is no more buying from your store or online platform, there are many more channels – social media, conversational commerce, marketplace, so on & so forth, from where your consumer can buy your products. The key lies in integrating all of them together.

Retailers need to offer the same experience across platforms to build brand credibility and carry the same experience from one place to another platform. When we talk about omnichannel, it has to be delivering the same experience across platforms. We also need to integrate all these technologies so that leakages are minimized.

Can you cite an example of successful implementation of tech tool in your supply chain…

We have recently successfully implemented large-scale, fully automated warehouse solution in Taulov, Denmark.

This innovative offering resulted in

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COVER STORY

Bestseller is one of the first fashion retailers to scale a new blockchain solution and is thereby taking a remarkable step towards product traceability. Investments in traceability solutions are needed to make sure that consumers get products they can trust and simultaneously ensure compliance with expected EU requirements for digital product passports. increased warehouse efficiency, improved working environment for employees, minimised errors and reduced storage space. This large-scale automation solution focuses on the entire logistics operation – from when the item arrives until the item is delivered to the customer.

At the distribution centre, which serves customers all over Northern Europe, BESTSELLER invested in several technologies, including 79 new Skypod robots which are part of an Exotec system, which automates the collection and packing of products, potentially more than doubling productivity compared to a manual setup. The robots transport incoming boxes to their storage location, climb shelves, and deliver boxes of products to operators for packing and shipment to customers. Robots for depalletizing, box opening and palletising are also a part of the solution, ensuring a better and safer working environment for our colleagues.

What are the sustainability initiatives taken by Bestseller?

To meet our targets on climate, water, and circularity, our products need to be consolidated in suppliers that are willing to move forwards with us on this journey. By 2025, we have committed in our Fashion FWD strategy that 75% of all product orders will be placed with suppliers that are highly rated in our Sustainability Evaluation. A supplier’s environmental performance is a very important part of this criteria. We use data from the Factory Standards Programme, Higg FEM, BHive, and the IPE to create the Supplier Environment Rating.

Bestseller uses the Higg Facility Environment Module (FEM) tool

16 CELERITY November 2023

as one part of its environmental performance evaluation for factories in our supply chain. All key factories of Bestseller need to adopt the Higg FEM so we can measure environmental performance across seven impact areas: environmental management systems, water use, wastewater, chemical use, waste management, energy use and greenhouse gas emissions. The use of Higg FEM means this data is consistently recorded and tracked across all sourcing markets.

Bestseller has been using Maersk ECO Delivery's low-emission biofuel solution for the past two years. The biomethanol that powers the new vessel is sourced from bio-mass waste, resulting in a lower carbon footprint than traditional fossil fuels. Since partnering with Maersk two year ago, we have been able to avoid 37,000 tonnes of CO2 emissions compared to using traditional fossil-fuelbased ocean transport.

As transport represents 3% of the fashion company’s total CO2 emissions, this is just one small step forward. Going forward, Bestseller will make greater efforts to reduce its indirect emissions from the production of raw materials and manufacturing, where its largest impact is.

What’s your take on new age technology solutions taking shape in fashion supply chain?

Bestseller is one of the first fashion retailers to scale a new blockchain solution and is thereby taking a remarkable step towards product traceability. Investments in traceability solutions are needed to make sure that consumers get products they can trust and simultaneously ensure compliance

with expected EU requirements for digital product passports.

Together with a group of key suppliers, we are embarking on the first part of the platform's implementation phase. The project will require significant input from the suppliers, who will now have to use TextileGenesis’ new platform.

The hope for them is that this becomes an industry-wide tool, equipping them with the capacity to deliver product leveltransparency in line with the expected EU legislation. Through this platform we can trace every step in the production process, giving us access to information we have not had previously, and enabling us to deliver stronger transparency to our company and customers. Focusing on complete fibre-to-retail traceability at scale, Bestseller is at the cutting-edge in the industry.

COVER STORY

Fostering Strong Relationships “There is an increasing need to foster strong relationships with suppliers and manufacturers, including local and regional partners. Fashion companies must work together to streamline production processes, reduce lead times, and ensure quality standards. Technology will be the mainstay in achieving desired results. They should invest in advanced planning and scheduling software to optimize production and logistics, asserts Rachit Rungta, Head – Supply Chain Strategy & Network Planning, Reliance Retail…

How has the fashion & lifestyle supply chain shaped over the recent years with fast shaping up trends?

Emergence of assisted commerce: B2B and B2B2C models, COFO stores are leveraging physical retail network of local merchants or stores to improve penetration awareness & exposure to aspirational products in tier II, III, IV & rural towns, especially where internet usage or adoption is low and logistical challenges for delivery high.

Leveraging customer Data and Analytics: Fashion & lifestyle companies are leveraging customer data and analytics to make informed decisions about product assortment, inventory, pricing, merchandizing and promotional strategies.

Localization: there has been an increasing preference for localization to tailor the product offerings as per local preferences and tastes.

Local and Hyperlocal Sourcing: There is an increasing preference for

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local and hyperlocal sourcing to reduce lead times, lower inventories and lower transportation costs.

Multi-Channel and Omni-Channel Retailing: Expansion into multiple sales channels, including brick-and-mortar stores, e-commerce websites, mobile apps, and social commerce has led to reconfiguring of supply chains to enable integrated inventory management, fulfilment, order management and supply chain processes in ensuring consistent customer experience agnostic to channel.

Inventory Management: We are witnessed increasing use of advanced technologies like RFID, planning engines, and data analytics in reducing overstocking & working capital deployment, reduce stock outs and improve fill-rates.

D2C Brands: Proliferation of D2C brands has led to increasing requirement for courier/express delivery/hyperlocal delivery.

Private Label: Introduction of private

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COVER STORY label brands by retailers; managing the supply chain for these private labels has become a significant part of retail operations.

Warehouse expansion & Automation: Retailers & Ecommerce companies are investing in smart warehousing solutions, such as automation, robotics, and IoT technology, to improve efficiency in order picking and packing processes.

Last-Mile Delivery: New challenges & complexity in last mile deliveries include increasing customer expectations such as hyperlocal delivery, same-day delivery services, COD operationalization, high returns & reverse logistics.

Just in time/Direct to store or customer/Drop ship operations: Companies are reducing inventory stocking by operationalization of JIT/ DTS/DS operations.

Serialization: Counterfeiting, in particular, is a big issue for branded fashion industry where authenticity of the product is a critical component. To counter this, companies are going in for serialization in a big way.

What are the key issues in fashion supply chain management?

There are several issues that companies are facing in managing supply chains.

These include: Short lifecycle of articles: New product introductions every season, long tail and difficult to forecast in a reasonably accurate manner due to lack of historical precedence.

SKU complexity: Size & colour complexity, ratio packs & large number of SKUs across different categories Omnichannel complexity: Different SKUs, suppliers, product/article preferences, price & fulfilment requirements across different channels Fast changing customer preferences and choices: Irregular buying patterns, regional preferences and variations High seasonal variability: Less harsh

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Companies should strive for an agile inventory management by implementing a technology solution that allows for dynamic allocation and allocation of inventory based on real-time data.

They should also utilize demand-driven replenishment strategies to ensure products are available when and where they are needed. winters will impact sale of winter clothing, relatively cooler climate impacts sale of summer clothing.

High supply lead time from design to display: This leads to low forecast accuracy and higher inventories to be maintained.

Premium, luxury or mass premiums discretionary spends: Macroeconomic & other factors lead to demand volatility.

Last mile delivery especially in e-commerce and B2B channels: High cost of delivery, small shipment size, volumetric weight product FTL movements: Low vehicle utilization, loadability by gross weight is low due to light weight of material.

High returns % specially in e-commerce channel: Reverse logistic supply chain design and related costs Counterfeiting & Theft: Copy of design, counterfeiting of branded products, pilferages from warehouse Besides, there are other challenges such as maintaining quality and hygiene of returned goods; high dependence on imports, exposure to risk of raw material shortages; product quality variations, timely delivery of shipments especially for non-branded clothing; branded vs non-branded vs private label clothing, that have a greater impact on fashion supply chains.

What does a sustainable fashion supply chain look like? What are the initiatives taken by your company on this front?

Circular fashion concepts, including clothing rental, upcycling, and recycling programs, are becoming more popular in the fashion & lifestyle space. Retailers are encouraging customers to return old clothing for recycling or upcycling into new products. Retailers are focusing on sustainable packaging, such as using recycled and recyclable materials. Some brands are opting for minimal packaging or innovative reusable packaging solutions. There has been an increased focus on reducing miles travelled & carbon footprint by optimizing the supply chain network: Sourcing/ manufacturing products closer to the point of sale, regional sourcing, optimal no. of warehouses & stock keeping points. Retailers are also looking for more sustainable transportation options, such as electric and hybrid delivery vehicles, and optimizing delivery routes to reduce emissions. In warehouses, they are utilizing eco-friendly building materials and adopting energy-efficient facilities, transportation and last-mile delivery practices to enhance green expanse.

How can technology aid in streamlining supply chain efficiency?

There are umpteen scenarios in which technology is streamlining supply chain efficiency.

COVER STORY RFID (Radio-Frequency Identification): RFID technology helps track inventory in real-time, reducing the chances of overstocking or understocking.

Inventory Planning Software: Advanced analytics and AI-powered software can provide better way to plan, classify and store inventory.

Big Data and Analytics: Data analytics tools can analyze customer behavior, market trends, and historical sales data to provide accurate demand forecasts.

Blockchain: Blockchain technology enhances transparency and traceability in the supply chain, allowing stakeholders to track products' origins and movements.

IoT (Internet of Things): IoT sensors can monitor temperature, humidity, and other environmental factors in transportation, ensuring the quality of products in transit.

Order Management Systems (OMS): OMS software centralizes order processing, reducing errors, and streamlining order fulfillment.

Automated Order Routing: Algorithms can automatically route orders to the nearest fulfillment center, optimizing delivery times.

Automation and Robotics: Robots and automation systems can handle tasks like sorting, picking, packing, and even loading, improving efficiency and reducing labor costs.

WMS (Warehouse Management Systems): WMS software optimizes inventory placement and movement within warehouses.

Route Optimization: Route planning software uses real-time data to optimize delivery routes, reducing transportation costs and improving delivery speed.

Fleet Management Software: These tools help manage and maintain delivery vehicles efficiently.

Sustainable Sourcing Tools: Technology can assist in identifying eco-friendly materials and suppliers, supporting

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sustainable fashion initiatives.

Eco-friendly Packaging Solutions: Packaging software helps design and source sustainable and recyclable packaging materials.

Returns Management Software: These systems streamline the returns process, optimizing restocking and refurbishing, and minimizing waste.

Unified Commerce Platforms: Unified commerce software enables seamless integration of online and offline sales channels, ensuring consistency in inventory and order management.

E-commerce Platforms: User-friendly e-commerce solutions enhance the online shopping experience, reducing cart abandonment rates.

How should Fashion and Lifestyle companies structure their supply chain to create the required responsiveness and speed?

Companies should utilize advanced analytics and data-driven tools to accurately forecast demand. They must collaborate closely with sales and marketing teams to understand customer preferences and trends. They should establish multiple distribution centers in key regions to reduce lead times and shipping costs and implement a just-in-time (JIT) inventory strategy to optimize stock levels. Fashion companies should collaborate with manufacturers that can produce small batches quickly and adjust production schedules on short notice. They should utilize fast fashion production techniques, such as modular design and quick replenishment.

There is an increasing need to foster strong relationships with suppliers and manufacturers, including local and regional partners. Fashion companies must work together to streamline production processes, reduce lead times, and ensure quality standards. Technology will be the mainstay in achieving desired results. In order to harness its true potential, companies should implement digital tools for real-time visibility into the supply chain, including RFID, IoT, and blockchain for tracking and traceability.

They should invest in advanced planning

and scheduling software to optimize production and logistics.

Retail companies must seamlessly integrate all sales channels, including physical stores, e-commerce, mobile apps, and social commerce and utilize a unified commerce platform to manage inventory across channels. There are innovative last-mile delivery modes available, and retailers should explore innovative lastmile solutions, such as crowdsourced delivery, autonomous vehicles, and hyperlocal fulfillment centers. To meet customer expectations for speed, they should look at experimenting with the same-day and express delivery options.

To enhance reverse logistics efficiency, companies should streamline the returns process to reduce turnaround time for returned products and develop a refurbishing and recycling program to minimize waste.

Companies should strive for an agile inventory management by implementing a technology solution that allows for dynamic allocation and allocation of inventory based on real-time data.

They should also utilize demand-driven replenishment strategies to ensure products are available when and where they are needed.

Besides all these, continuous improvement and innovation will only take us ahead. We must encourage a culture of continuous improvement, where employees are empowered to propose and implement process enhancements. We need to stay updated on emerging technologies and supply chain best practices to drive innovation.

Fashion companies also need to work closely with vendors, retailers, and logistics partners to align objectives and share information, reducing lead times and improving supply chain visibility.

Lastly, strategic market expansion will aid in reducing shipping distances and in better serving local and regional customers.

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UP CLOSE AND PERSONAL

Ensuring ‘Delivery Delight’ “One tip I would offer to both survive and sustain in the face of unforeseen situations, particularly for the next generation of supply chain professionals, is to ‘Stay Agile and Embrace Innovation’. In the dynamic world of supply chain management, adaptability is key. The ability to pivot quickly when unexpected challenges arise is a critical skill. This involves staying flexible in your strategies, processes, and decisionmaking, and always having contingency plans in place,” shares Sanjeev Suri, SVP - Global Omni Channel Logistics & Customer Services, Amway India.

Acing the ‘Customer First’ Approach “Supply Chain post black swan event has become a bridge between Consumption Centers and Production Centers.

Nex gen supply chain professionals must always remember that there is no substitute to hard work and there cannot be any gain without pain. We must keep our eyes and ears on ground and should not be afraid to dirty our hands on the shopfloor or in the warehouse,” stresses Shonik Goyal, President & Head Supply Chain, Sheela Foam Ltd.

What has been your passion project till date?

Sanjeev Suri: One of my most significant passion projects at Amway India was to enhance our home deliveries efficiencies and offer unparalleled user experience to Amway Direct Selling Partners and their customers. Today’s customers are more mature, informed, and evolved than they used to be a decade ago. They are aware of the new-age technology dynamics

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shaping our industry. The customer evolution process has been so rapid that it has moved from ‘same day’ delivery to a ‘10-minute’ delivery concept today.

Towards this, with collaborative efforts and partnership with national & local logistics service providers, we were able to dramatically enhance our home delivery reach, from 37% to an impressive 90% within a remarkably short span of just 6 months As on date, we are servicing

more than 17000 pin codes across India, enabling next-day delivery in more than 90% of home delivery orders in metros thus ensuring ultimate ‘Delivery Delight’ to our Direct Selling partners and their customers.

Shonik Goyal: Designing the Complete Manufacturing and Supply Chain Network for a 4000 Crore business has been my Passion Project till date. It was

UP CLOSE AND PERSONAL an amazing experience, wherein every day I learned so many new things and each & every challenge was overcome because I always kept the ‘Customer First’ theory in my heart and mind. The Complete Manufacturing and Supply Chain Network was designed keeping in mind the Incoming RM Sourcing, Customers Geographical Presence, Lead time to Manufacture, Lead time for First Mile, Middle Mile and Last Mile Delivery and Overall Inventory Optimization across the chain.

How do you unwind after a tough day at work?

Sanjeev Suri: After a challenging and demanding day at work, one of the most gratifying ways I find to unwind and rejuvenate is by spending quality time with my family and indulging in the simple pleasure of watching comedy movies. It's a way to reconnect with what truly matters, find solace in humor, and release the day's stress. This combination of family bonding and laughter is my recipe for relaxation and rejuvenation, ensuring that I'm mentally and emotionally prepared for the challenges of the next workday.

Shonik Goyal: I am in Love with Music, and I love listening to all kind of songs of Mohd Rafi ji, Kishore Kumar ji, Lata Mangeshkar ji, Jagjit Singh ji and Arijit Singh. So, my unwinding is going for a long walk with my mobile and ear pods

giving me company. Music helps me De Stress and takes me to a relaxed mindset.

How do you manage the pressure and the challenge that comes with the job?

Sanjeev Suri: Managing pressure and the challenges that come with the job is a skill that I've honed over time. It begins with the ability to maintain composure even in the most high-stress situations. When a significant and unexpected challenge arises, I firmly believe in the power of teamwork. I collaborate with my team to collectively assess the underlying issues and explore a multitude of potential solutions. This collaborative approach not only enriches our understanding of the problem but also taps into the diverse expertise and perspectives within the team. Once we've dissected the challenge, we focus on crafting a well-structured plan for resolution, addressing the problem comprehensively and inclusively. From there, we pour our energy and dedication into executing this plan meticulously.

This approach not only alleviates the pressure inherent in challenging situations but also consistently yields effective and sustainable solutions that help us navigate the complexities of the job more smoothly and confidently.

Shonik Goyal: One of the biggest virtues God has gifted me is Patience and over

the years, I have worked a lot on my listening skills. Lot of times, we listen only to respond. But I have matured as a corporate professional, and Now I listen to understand and absorb. Therefore, patience and good listening skills help me absorb pressures that come with Job. I am also a very number centric professional, and numbers help me overcome all challenges in an objective manner. It also helps me to navigate through lot of cross-functional challenges that come on day-to-day basis because numbers always keep the discussion objective and tell the single version of truth.

What’s your Success Mantra?

Sanjeev Suri: My success mantra mirrors our Founder’s Growth Mindset which is based on three principles- - Live to Serve, Love to Learn, and Lead with Heart.

These form the part of our Founders Fundamentals and are deeply rooted in our culture, embedded in our business strategy, empowering us to drive our organizational goals. In line of this I firmly believe in: Embrace Teamwork, Foster Innovation, and Practice Patience with a Long-Term Vision.

In my view, Collaboration and teamwork are of utmost importance because success is rarely achieved in isolation. I've always made it a priority to assist and collaborate with my team, valuing their input and leveraging their strengths. This approach not only fosters

Sanjeev Suri in Kashmir

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UP CLOSE AND PERSONAL a more cohesive and motivated team but also leads to more well-rounded solutions to complex challenges.

Furthermore, I maintain a focus on innovation. The business landscape is ever evolving, and it's imperative to stay ahead of the curve. I encourage myself and my team to think creatively and seek innovative solutions to the challenges.

Embracing change and staying adaptable is key to remaining competitive and achieving long-term success.

Finally, I keep in mind that the efforts made today may not yield immediate results. Success often requires patience and persistence. I remind myself that it's important to set realistic expectations and remain dedicated to the process, even when the outcomes are not immediately evident. This perspective helps me stay motivated and committed to long-term goals, knowing that consistent effort and perseverance are often the building blocks of significant achievements.

Shonik Goyal: I have been a go–getter in life. I have always accepted all challenges with an open mind. I always approach all projects keeping the end objective in mind – “Begin with End in Mind Always”.

I always collaborate very closely with all my cross-functional stakeholders so that none of the aspects are overlooked and whatever solution is designed, all factors and expectations are fairly considered to avoid any unfulfilled objectives later.

What’s your Leadership Style?

Sanjeev Suri: My leadership style can be defined as a combination of several key principles. At the core of my approach is the emphasis on establishing clear expectations. I firmly believe that setting clear and achievable goals is essential for guiding a team towards success. I place great importance on evaluating the capabilities of each team member and recognizing their unique strengths and areas for growth. By understanding their strengths and weaknesses, I can assign tasks and responsibilities that align with their skills, thus empowering them to make choices and assume ownership of their roles.

In addition to this, I foster a culture of transparent communication within my team. Open and honest dialogue is key to

22 CELERITY November 2023

Shonik Goyal in Thailand

building trust and ensuring that everyone is on the same page. I also enforce a sense of responsibility among team members, encouraging them to take ownership of their work and contribute to the overall success of the team. However, I don't just delegate and step back; I provide guidance and support to help team members grow and advance in their roles, offering mentorship and coaching when needed. This approach aims to create a collaborative and accountable work environment where each team member can thrive and contribute to the collective success.

Shonik Goyal: My Leadership style is fairly simple. I always focus on simplifying the problems and challenges into numbers, wherever possible. I always break a bigger problem into smaller achievable milestones having low hanging fruits, mid hanging fruits and high hanging fruits. I always study, evaluate and measure my numbers. My leadership style also includes periodic reviews of the projects and numbers because I strongly believe that anything that gets reviewed, is bound to improve in leaps and bounds.

One tip to Survive & Sustain in the unforeseen situations / your advice to Next Gen Supply Chain professionals…

Sanjeev Suri: One tip I would offer to both survive and sustain in the face of unforeseen situations, particularly for the next generation of supply chain professionals, is to "Stay Agile and Embrace Innovation." In the dynamic world of supply chain management, adaptability is key. The ability to pivot quickly when unexpected challenges arise is a critical skill. This involves staying flexible in your strategies, processes, and decision-making, and always having contingency plans in place.

Furthermore, continuous innovation is paramount. As newer technologies and methodologies emerge on the horizon, it's essential to be prepared to leverage them for improved outcomes.

Whether it's the adoption of advanced data analytics, automation, artificial intelligence, or sustainable practices, innovation keeps your supply chain resilient and competitive. Embrace a culture of innovation within your organization and encourage your team to explore new solutions and ideas to

UP CLOSE AND PERSONAL enhance efficiency, reduce costs, and minimize risks.

Moreover, don't shy away from collaboration. Engage with your industry peers and experts to stay informed about best practices and emerging trends.

Networking and seeking mentorship can provide valuable insights and guidance during challenging times. Staying agile, fostering innovation, and being open to change will not only help you navigate unforeseen situations but also position you and the next generation of supply chain professionals for long-term success in an ever evolving and competitive landscape.

Shonik Goyal: Supply Chain function is evolving and is becoming a fulcrum between Sales and Operations. Supply Chain post black swan event has become a bridge between Consumption Centers and Production Centers. Nex gen supply chain professionals must always remember that there is no substitute to hard work and there cannot be any gain without pain. We must keep our eyes and ears on ground and should not be afraid to dirty our hands on the shopfloor or in the warehouse.

A book that has helped you at work…

Sanjeev Suri: The book that has had a profound impact on my approach to work and leadership is "Good to Great" by Jim Collins. This book is a classic in the field of business and management, and it offers valuable insights and principles that are applicable to a wide range of professional contexts.

"Good to Great" delves into the study of companies that managed to transform themselves from good, average performers into outstanding, top-tier organizations. Jim Collins and his team of researchers identify a set of common characteristics and strategies that these companies employed to achieve greatness.

"Good to Great" has not only provided me with valuable frameworks for understanding organizational success but has also influenced my leadership style and strategic thinking. It emphasizes the significance of enduring principles and disciplined execution, which are applicable to various aspects of work and

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management. This book continues to be a source of inspiration and a reference point for my professional development.

Shonik Goyal: Tough Times Never Last, but Tough People Do by Robert H. Schuller and FISH by Stephen C. Lundin, Harry Paul, and John Christensen

A book that you can read any number of times or a movie you can watch any time?

Sanjeev Suri: One movie that I can watch any time, and never tire of, is "Chupke Chupke." This classic Indian comedy film is a timeless masterpiece that has a universal charm.

What makes this film so rewatchable is its timeless humor that transcends generations. The clever wordplay, situational comedy, and the chemistry between the actors are simply brilliant.

It's a film that never fails to bring a smile to my face, no matter how many times I've seen it. Moreover, the film's lightheartedness and the message that laughter can be a remedy for life's challenges make it a comforting and enjoyable choice for any day.

Shonik Goyal: Book – Playing it My Way by Sachin Tendulkar Movie – Zindagi Na Milegi Dobara

What is the best and worst advice you have received?

Sanjeev Suri: The best advice I've received, which has had a lasting impact on my professional journey, came from my initial manager when I was just starting my career. He consistently demonstrated the importance of maintaining composure in the face of challenges. His unwavering focus on resolving issues without getting flustered left a profound impression on me. He often emphasized that staying calm is a significant part of finding effective solutions. This advice has become a cornerstone of my approach to work, as it has taught me that even in the most high-pressure situations, a composed and level-headed demeanor can lead to better decision-making and more successful outcomes.

On the other hand, the worst advice I've received was to "keep emotions out of the workplace entirely." While it's

important to maintain professionalism, completely suppressing emotions can hinder genuine human connections and empathy in the workplace. Emotions are a natural part of the human experience, and when managed appropriately, they can foster teamwork, creativity, and a positive work environment. Instead of ignoring emotions, I've learned to acknowledge and channel them constructively, using them as a driving force for motivation and understanding within the team. This approach has contributed to a healthier and more supportive workplace dynamic.

Shonik Goyal: Best Advice– Choose your battles so that you remain focused on your GOAL Worst Advice– If it’s not working, then better to Quit

Where was your last vacation?

Sanjeev Suri: My last vacation took me to the picturesque region of Kashmir, where I had the opportunity to explore the enchanting areas of Srinagar, Pahalgam, and Gulmarg. These destinations, nestled in the northernmost part of India, are renowned for their stunning natural beauty and tranquility. The trip was a captivating experience as I got to witness the serene Dal Lake in Srinagar, the lush valleys, and meadows of Pahalgam, and the snow-covered landscapes of Gulmarg. Each of these places had its unique charm, from the shikara rides on the lake to the exhilarating gondola ride in Gulmarg. It was a vacation filled with breathtaking scenery and a deep sense of serenity.

Shonik Goyal: Last Vacation was in Thailand (Krabi & Phuket) with my extended family. Thankfully I had visited during lean season at work, so there were no calls and no meetings for the entire week. I had a memorable time with my family visiting islands, wildlife sanctuaries and Phuket Fantasea. I stopped at Bangkok for two nights on our way back for Shopping, Cruise and Sight Seeing.

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SPECIAL REPORT

Last Mile isn’t

The Last Resort

Photo by Tima Miroshnichenko: https://www.pexels.com

The Last Mile Delivery segment is undergoing rapid transformation, driven by the convergence of consumer demands, technological innovations, and sustainability imperatives. As the industry continues to evolve, companies that adapt to these trends and leverage cuttingedge technologies are poised to gain a competitive edge and deliver unparalleled customer experiences. Our Special Report this time explores the various facets of Last Mile Delivery and the reassuring thought provoking insights by the leading user company and the last mile delivery service providers validates the changing paradigms of last mile delivery in India.

T

HE last mile continues to be one of the most expensive legs of fulfilment, accounting for more than half of shipping costs. Consumers are not going to give up

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their high standards around convenience and flexibility, even as recent inflationary pressures are putting a cap on customer spending. According to recent research estimates as mentioned in Elixia Tech blog, global retail e-commerce sales will hit a whopping 6.3 trillion dollars in 2023, up from 5.7 trillion and 4.2 trillion

in the previous two years. Between 2022 and 2027, the last-mile delivery market is expected to grow at a CAGR of 15.62%.

The market is expected to grow by USD 165.6 billion in size.

What’s driving Last Mile Delivery?

E-commerce Surge: No points for

3): With the rapid development of e-commerce, the volume of parcels has surged in recent years. At the same time, consumers have put

express delivery companies have found that the PUDOs are insufficient, and home delivery led to a low firsttime successful delivery rate, which

innovative development of last-mile logistics is imminent.

SPECIAL REPORT

Smart Last-Mile Logistics is imperative

Figure 3: Smart last-mile logistics is imperative

With the rapid development of e-commerce, the volume of parcels has surged in recent years. At the same time, consumers have put forward higher requirements for logistics service quality and punctuality in online shopping. In the last-mile delivery service, ecommerce and express delivery companies have found that the PUDOs are insufficient, and home delivery led to a low first-time successful delivery rate, which generate high cost of secondary delivery. All these have become hindrances to improving logistics quality and punctuality. Therefore, the innovative development of last-mile logistics is imminent.

Challenges in industry scenarios

Necessity

Challenges Contradiction between demand and supply •

• •

With the development of e-commerce and the increase in population, the number of delivery orders has increased year by year, and it is difficult to ensure standard delivery service quality with existing delivery modes, manpower and technology.

The last-mile delivery faces the challenge of low efficiency, high cost and poor customer experience (late / wrong / second-time delivery, etc.).

Last-mile delivery faces three changing trends: increasing SKU, increasing batches, and decreasing batch size, leading to increased complexity.

Environmental protection

•

The environmental protection problems of green, low-carbon, low-energy distribution activities and logistics packaging are becoming increasingly serious

• •

Traffic safety and traffic jam The technology and facilities of the overall last-mile delivery need to be improved to guarantee safety, efficiency, and convenience.

Safety and technology

guessing, the rapid rise of e-commerce has retail landscape, Forrevolutionized the scenariothe of e-commerce significantly altering behavior express, the mainconsumer challenges and shopping patterns.

As consumers currently facing are: increasingly turn to online platforms to • Contradiction demand fulfil their shoppingbetween needs, the demand and supply: With the development for efficient last mile delivery services has surged. This trend is prompting companies to optimize their logistics strategies to meet the expectations of fast 08 and reliable deliveries. According to a McKinsey research report, 90% of shoppers expect 2-3 days free delivery for their orders. Reliable suppliers and a robust system are essential for e-commerce retailers to meet the demands of their customers. As the e-commerce industry is rapidly growing, failed deliveries can be a huge setback.

Hence every e-commerce and online retail business must prioritize last mile delivery.

Same-Day and Instant Deliveries: Consumer expectations have evolved to demand quicker deliveries. This has given rise to the concept of same-day and instant deliveries. Companies are

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Consumer

Enterprise

• Increasing consumer expectations for smart delivery experience: consumers have higher requirements for smart, timely, private, personalized and green last-mile logistics distribution • Logistics, e-commerce, and service providers put their core differentiation capabilities on last-mile logistics, reducing total costs and improving efficiency: trying several last-mile logistics delivery models and solutions, developing and applying new technologies or equipment become the common focus

• The government's attention and policy support: some leading countries in logistics have successively issued policies to promote intelligent development of last-mile logistics distribution. China has selected 24 cities to carry out application of Government modern technology in end logistics; The United States and some leading European countries such as Germany, and France have issued relevant smart lastmile policies

exploring innovative ways to fulfil orders within hours, leveraging of e-commerce and thetechnology increase into streamline operations, optimize routes, population, the number of delivery and minimize delivery times.

A study orders has increased year by year, onand global same-day delivery services it is difficult to ensure standard showcases the market rose from $6.44 delivery service quality with existing billion in 2022 to $7.93 billion in 2023 delivery modes, manpower and at a CAGR of 23.1%. This number shall go higher in 2024 as customers would expect more convenience, quality, and comfort.

Contactless and Sustainable Deliveries: The Covid-19 pandemic underscored the importance of contactless interactions. As a result, the industry has witnessed the adoption of contactless delivery options, minimizing physical contact between delivery personnel and customers.

Moreover, there is an increasing focus on sustainability, leading to the exploration of eco-friendly vehicles, such as electric vans and bicycles, to reduce carbon emissions.

Data-Driven Decision Making: Advanced data analytics and artificial

Source: 2023 Global Smart Last-Mile Logistics Outlook by Deloitte

intelligence are becoming indispensable tools in the last mile delivery landscape. technology.

The turnover rate of lastBymile analyzing data on overall factors market like traffic couriers in the is patterns, weather conditions, and high, and there are challenges, such customer preferences, companies as difficulties in employment and can make informed decisions, optimize increasing labor costs year by year. routes, and enhance overall delivery efficiency.

A SOUND INTERPLAY OF TECHNOLOGY A Deloitte report highlighted that with continuous upgrading of technology, deeper integration of intelligent technologies, industrial scenarios and wider industrial application, we have witnessed the booming development of smart last-mile logistics in the recent years. There are two primary driving factors behind it. Firstly, the contradiction between supply and demand is becoming increasingly serious. Along with aging, the increasing labor cost and the high mobility of couriers make employment more difficult. Under the background of the growing e-commerce demand and parcel volume, a more efficient way is needed for last-mile delivery.

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SPECIAL REPORT

Secondly, the diversity of consumer demand increases. In addition to the requirements for convenience and flexibility of parcel pick-up, consumers are considering solution diversity, environmental protection, and sustainable development. Against the above backdrop, Deloitte has offered the advantages of smart last-mile logistics from the perspective of "4E": Experience: Consumer expectations for smart delivery experience are increased, such as punctuality of last-mile delivery, information privacy, flexibility, 24/7 convenience, long period of storage, low price, simple return, etc. In general, consumers need more control through visibility and service flexibility.

Enablement: Enterprises develop core differentiation capabilities in lastmile logistics to compete with others.

With smart OOH, enterprises can not only provide return service and other innovative solutions, but also directly understand customer needs, and establish the entrance of comprehensive services, which is the key to competing for customers.

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Expenditure: Increasing pressure of supply and demand requires more considerations to expenditure. It’s a good way to solve the contradiction between the long-term population pressure, the difficulty of employment and the growth of express parcels.

Photo by Pok Rie: https://www.pexels.com/

In India, last-mile delivery adoption is higher than 10%. Additionally, it is projected that by 2024, the size of India’s lastmile delivery business will reach $6-7 billion. From 1.36 billion shipments in 2020, the total number of e-commerce shipments will surge to 5 billion by 2025. Last-mile delivery is expected to gain substantial support in 2023 as venture capital investments increase in logistics technology. With 34 deals in 2021, this will total more than $1.45 billion.

Environment-Friendliness: Governments, enterprises and individuals throughout society are paying more attention to sustainable development issues such as environmental protection and traffic jam reduction.

TECHNOLOGICAL ADVANCEMENTS According to a recently published Locus report, in the race to optimize supply chains, the global last-mile software market is expected to soar to $16 billion by 2032, up from $7 billion in 2021. Three out of five businesses are harnessing digitalization for last-mile enhancements, yet many are held back by manual processes and concerns about implementing new technology.

With the unpredictable surge of flash sales in e-commerce, real-time tech insights into logistics are crucial.

However, according to results from the assessment, 40% of businesses still overlook these advancements, risking their competitive edge. Industry-wise, third-party logistics and Courier Express and Parcel sectors show adeptness in handling demand spikes, underscoring their agility.

Last-mile fulfilment costs, accounting for over 53% of total shipping expenses, stand as a barrier to revenue growth.

Retailers face a 26% hit to profitability if they neglect optimization, as per reports.

Unlocking profitability hinges on a datadriven approach to spot inefficiencies and opportunities. Though many businesses tap into last-mile data, harnessing its full potential – through KPIs and actionable insights – is essential to elevate operations and customer experience.

Globally, the assessment has shown that India champions Advanced Analytics with a score of 3.59/5, underscored by its expected analytics market growth to a whopping $201 billion by 2027. As evidence of its power, the retail sector is capitalizing on data analytics to spearhead growth. The assessment has shown that over 90% of respondents in industries like 3PL&CEP, E-commerce, and Manufacturing relying on data

analytics to fuel growth strategies. This underscores the importance of analytics last-mile logistics.

Route Optimization Software: Sophisticated route optimization software employs algorithms to calculate the most efficient delivery routes in real-time. By factoring in variables like traffic congestion, delivery windows, and package sizes, companies can minimize travel time and fuel consumption, leading to cost savings and reduced environmental impact.

Delivery Drones: Unmanned aerial vehicles, or drones, have the potential to revolutionize last mile delivery. They can navigate through urban congestion, reach remote areas, and significantly expedite deliveries. Ongoing advancements in drone technology, such as increased payload capacities and improved battery life, are driving their integration into logistics operations.

Autonomous Delivery Vehicles: Selfdriving vehicles are making their presence felt in the last mile delivery sector. These vehicles can operate autonomously, reducing the need for human intervention and potentially lowering operational costs. However, regulatory challenges and safety considerations remain to be addressed before widespread adoption can occur.

Internet of Things (IoT) Sensors: IoT sensors play a vital role in tracking and monitoring packages during transit.

These sensors provide real-time data on factors like temperature, humidity, and package integrity. This information ensures that goods remain in optimal conditions throughout the journey.

SPECIAL REPORT RaaS (Robots-as-a-Service): As per ABI Research, robot technology will see 850 per cent growth in the next 10 years.

With the implementation of robotics in warehouses, the delivery market will also go stronger with the predictions.

The global logistics robots’ market is projected to grow from US $ 7.11 billion in 2022 to US $ 21.01 billion by 2029, at a CAGR of 16.7 per cent in the forecasted period. Even though RaaS is still in its early stages of development in the West, but it is clear that this growing trend has the potential to revolutionise the lastmile delivery space.

THE SUSTAINABILITY IMPERATIVE These days more and more customers expect their retailers to share their values and be committed to improving the planet. Retailers can appeal to such customers in a number of ways. For instance, many retailers are going public with their sustainability commitments through 2050, often with the aim to be carbon neutral. Retailers can engage customers in these goals through fulfilment strategies such as allowing customers to opt in on the sustainable choice—whether it be choosing fewer packages or slower shipping. And retailers can provide incentives for doing so—for instance, by offering discounts on those orders or future purchase incentives.

Electric Vehicles (EVs): A BCG report mentions that last mile deliveries are set to experience a significant growth over the next five years, with a CAGR of 15-20% across a wide range of applications from food delivery, groceries, e-commerce, etc.

Food delivery, which currently processes around 5 million orders daily, is projected to see a CAGR of 30% during this period.

This robust growth will drive the need and demand for expanded delivery fleets.

EVS are fast emerging as the vehicle of choice across multiple applications.

In particular, the organized last mile delivery space is playing a pivotal role in driving EV adoption in India, as evident from the multiple ‘proof of Concepts’ (POCs) being carried out and ambitious fleet electrification commitments by key players in food, grocery and e-commerce delivery. For instance, Zomato has announced 100% electrification of its fleet by 2030, while Big Basket has announced 70% electrification by 2024.

EVs are ideal for last mile delivery services since most batteries can provide enough charge for a daily route and the stop-and-go city driving can help extend drive time through regenerative braking.

Each night, vehicles return to a depot where it is easy to plug them in so they are topped-off for the next day’s route.

DELIVERING AS PER CUSTOMERS’ EXPECTATIONS IS PARAMOUNT! We live in a “want it now” society, and this is not going to change.

With advanced ordering systems and competitive delivery times, customers tend to opt for quick delivery when they order something. Many companies have started to offer same-day delivery to stay relevant, but this can create difficulties with last-mile solutions. By relocating products into pop-up warehouses that are closer to customers, retailers can significantly reduce transportation costs.

More businesses are beginning to build warehouses closer to cities. The closer the warehouse is to a customer, the faster the delivery. Urban warehouses help companies reduce route inefficiencies

Businesses can successfully navigate the complexity of lastmile delivery by:

• Creating visibility for all stakeholders to know where their orders are • Optimizing delivery routes to make them more efficient with both deliveries and return pickups • Providing automated, dynamic and efficient routes for drivers to make their deliveries easier • Establishing effective shipper-carrier relationships by using automated carrier rate selections to achieve on-time deliveries at optimized costs • Reducing delivery anxiety at every step of the order-to-delivery process by providing ETA communication via SMS and access to real-time order tracking by email.

Over 55% of the customers abandon their carts and don’t proceed further in the shopping process because of the extra shipping cost and inefficiency in the last mile of delivery leading to a higher rate of cart abandonment, making it harder for businesses.

Not only this, challenges such as real-time visibility, delayed or failed deliveries, outdated technology, decreased efficiency, inefficient route planning all add up to the major challenges of the last mile delivery which sometimes accounts for more than 53% of the total shipping cost.

Source: Baymard Institute

and cut down on carbon footprint. Urban warehouses are also more convenient for workers who may live in or near the city and can save money by not commuting to a remote location.

In the future, last-mile delivery will focus more on user experience, cost reduction and efficiency improvement through technological transformation across different scenarios. Besides, intelligentization has become a differentiation strategy and business growth point for the players. In the overall construction of a smart last-mile logistics ecosystem, consumers, logistics enterprises, e-commerce platforms, governments, and technology service enterprises will play vital roles in jointly promoting the new technologies and solution innovation to comprehensively develop the last-mile industry.

Source: Forbes

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SPECIAL REPORT

‘In today’s world, digital supremacy will define the winner’ “Cost to serve is an increasing challenge for all supply chain functions. To address or reduce the same, Century Ply identified an innovative way to save cost and increase service level. By encouraging direct delivery to channel partners, from manufacturing plants, we have been able to achieve higher business volume with lot of large orders; economies of scale for freight, by using higher capacity vehicles for dispatch; and savings on other operational costs,” informs Anirban Sanyal, Sr GM – Supply Chain & National Logistics, Century Ply.

How do you think technology has changed customer expectations?

In most consumer-facing business, the moment a company engages with a customer is when the customer is either won or lost. There is a growing premium on responsiveness once a customer has logged an engagement request: the days when one would get back to a prospective consumer by the end of the day is history; if Century Ply has not responded within a minute, the opportunity to make an impression (and hence win a consumer) is lost. This can only be achieved through digital technology, which enhances the

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consumer experience.

There are four legs of the company’s digital backbone – Transport Management System, Sales Force Automation, digital supply chain and the S4 Hana architecture. The complement of these technologies is transforming Century Ply and preparing it for the next orbit. This ensures that the building blocks of the company are being progressively digitalized, translating into a greater clarity on ordering, inventory measurement, sales generation, moving products from factories to shelves and lastly, recording the business nittygritty to create a vast data mountain that makes it possible to decode data leading to informed decision making.

This represents a loop: an understanding of various functions converging into an enhanced understanding of consumer realities. The result is that today’s Century Ply is responding quicker to ground realities. This is translating into enhanced market share and rank.

What are the challenges in setting up network in tier II & III cities?

When you have a voluminous product to be dispatched, it is a wafer-thin margin business. It is cost to service.

We have three different lines of business – plywood, laminates and MDF. For

plywood, we use the milk run route and we are managing the deliveries on our own. For laminates, we are investing on the packaging technology because that’s more of an aesthetic product. During transit, if the packaging is robust, it will not damage the product. We are using the bus service to transport products in many tier II & III cities. We are present pan-India through a distribution network of 3,848 trade partners, spread across 28 states and 7 UTs. With vast network of channel partners spread across the country, being catered from respective RDCs, across location for Deco vertical, it had become dire need for reduction in TAT. Increasing competition in the markets across, triggered requirement of availability of material at different RDC locations in full against placed orders and added to the above mentioned cause. At the same time, space and size of the RDCs remain unchanged, as the same locations have been in use to cater to both peak and low requirements in the market.

Furthermore, increasing space is a costly affair subject to management approval.

Service Level is another tangent, which couldn’t be ignored at the same point in time.

Faster replenishment to different RDCs, from single manufacturing plant

SPECIAL REPORT location can only be achieved, if TAT and/or components of TAT are lowered.

Highest operational efficiency had been touched for the components of TAT and further scope of improvement for those seemed very bleak.

Cost to serve is an increasing challenge for all supply chain functions. To address or reduce the same, Century Ply identified an innovative way to save cost and increase service level. It’s been identified that there is a need / possibility of direct delivery from manufacturing plants to dealer / project site and we were serving those orders in smaller load from regional warehouses in multiple deliveries, resulting in dual handling and freight cost as the dealers were not willing to invest in bulk purchases.

We worked out threshold value for sharing the savings with the dealers in case they lift big load direct from plant.

Success of this project majorly depends on the channel partners, as they have to place large lot of orders. Benefits, in terms of additional discount, have been passed on to the channel partners to drive this project successfully. By encouraging direct delivery to channel partners, from manufacturing plants, we have been able to achieve higher business volume with lot of large orders; economies of scale for freight, by using higher capacity vehicles for dispatch; and savings on other operational costs compared to delivery through secondary locations, e.g. Handling & Secondary Freight.

Besides, we offered customized services and a quick turnaround of equipment to minimize inventory buildup in one location. We upskilled our employees on the latest tools to enhance efficiency. We established a task force group to plan, control and monitor the movement of goods to ensure that cargo is delivered seamlessly to customers. We eliminated empty miles (non-revenue miles) by implementing tighter yard planning and management to enhance operational efficiency.

Sustainability in last mile delivery is becoming relevant today. What are the sustainable initiatives you are taking in dispatch & delivery?

At Century Ply, we are committed to environment friendly processes that minimize the use of resources (materials,

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Photo by cottonbro studio: https://www.pexels.com

How did you manage this humungous task?

space, talent, fuels and energy) while maximizing efficiency. Achieving more with less is essential to enhanced sustainability.

Our environment management approach has comprised the 5Rs approach – a commitment to reduce consumption, restore the environment through greening, recycle waste, enhance the use of renewable energy and replace material-intensive products with alternatives marked by lower carbon footprint.

Century Ply focused on minimising energy usage by implementing energysaving technologies. Century Ply reduced electricity consumption through several measures, comprising the implementation of variable frequency

drives and change in stoker design in laminate thermic fluid heater for better heat utilization. The company installed a higher capacity vacuum pump with a pressure switch, reducing machine running hours. These eco-friendly alternatives were used to replace air conditioning and lights, resulting in significant electricity savings.

Century Ply invested in alternative energy sources like renewable energy.

The company generated power from solar panels and integrated it into its energy mix. The proportion of energy appetite addressed through captively generated renewable energy was 13%, with 8.78 MW dedicated to renewable energy.

We have implemented measures

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SPECIAL REPORT

India is likely to remain among the two fastest growing major economies. The real estate sector is expected to emerge as the principal beneficiary of India’s economy growth story. By the virtue of being the largest interior wood products company, Century Ply is attractively placed to address the national growth story. We have three key strategies.

The first is to be truthful. Secondly, we believe in being realistically time bound. Last strategy is ensuring traceability from order till final delivery. to conserve energy and water resources. We minimized emissions and pollutants discharged through a proactive investment in pollution control technologies (EV delivery vans).

These EV delivery vans are expected to significantly reduce carbon emissions by 17-30% compared to traditional petrol or diesel delivery vehicles. The company implemented 24x7 monitoring of stack particulate matter emissions to ensure a compliance with environmental regulations. Century Ply set up five charging units at its Joka plant. Century Ply plans to extend its EV delivery vans from Kolkata to across the country.

The company is positioning itself as a clean and green plywood manufacturer with investments in renewable energy and electric vehicles transportation. It also comprised 8.8 MW captive rooftop solar power plant resulting in annual CO2 savings of 8,624 MT. If there is a singular challenge that needs to be addressed by the Indian plywood industry it is this: that far from being environment-unfriendly, the industry is the most environmentfriendly with the lowest carbon footprint among interior infrastructure alternatives.

The principal argument that the plywood sector has had to address in the last few decades is that its source material – wood – depletes forest cover. On the contrary, forest timber felling has been banned in India for nearly a quarter of a century. Responsible players like Century Ply address wood resource requirements from non-forest plantations.

There are a number of realities that have enhanced the role and importance of non-forest plantations in consistent wood supply. Non-forest plantations are outside the perimeter of forests and do not deplete forest cover; they are promoted on farmlands (often waste).

They empower farmers to generate a superior return.

Century Ply or other plywood

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manufactures are actually buying raw materials from agroforestry. In the last five years, the agroforestry has grown by almost 250%. As an organization, we are ensuring that we are sourcing sustainable raw materials. On a quarterly basis, we do a Bermuda triangle analysis. No deliveries are branched by the specifics.

It is nearest to the supply point. By doing this, we eliminated approx. 30% of our running kilometers, which also helped in reducing our carbon emissions and our transportation cost. If we don’t adopt something as a process, as a practice or a passion, we can’t survive.

up your product innovations capabilities?

What is your strategy to capture Bharat?

What is your strategy to leverage the potential of tier II & III towns?

India is likely to remain among the two fastest growing major economies. The real estate sector is expected to emerge as the principal beneficiary of India’s economy growth story. By the virtue of being the largest interior wood products company, Century Ply is attractively placed to address the national growth story. We have three key strategies. The first is to be truthful. Secondly, we believe in being realistically time bound. Last strategy is ensuring traceability from order till final delivery.

In today’s world, digital supremacy will define the winner, India is growing exponentially in its digital literacy both conventional and unconventional way and we are going to be highest smartphone user in the next couple of years. In such scenario, real-time visibility is most important in terms of product availability, commitment to delivery, traceability and above all sustainability to ensure a happy customer. We do realize the power of a happy customer as they bring back single-digit referred customer and one unhappy customer takes away three-digit potential customers.

We launched our Distribution Management System, which tracks consumer sales – what they purchased, where they purchased, when they purchased and with what other products they purchased – leading to deeper market insights that has empowered us to plan better. We deepened our data science capability, which made it possible for us to derive a deeper marketplace understanding and use that information to market focused to specific audience groups, strengthening the effectiveness of our brand spending. We launched a Central Distribution Centre that enhanced the serviceability of our laminates business, reflected in quicker dispatches, lower systemic inventories and better return on employed capital for the Company and primary customer (trade partner).

What are the packaging innovations happening in the segment? How are you scaling

Plywood, as a product, doesn’t have any packaging but for our other products like Laminates, doors, we are using environment-friendly sustainable packaging material as we are using paper sleeves for laminate and corrugated flute paper rolls are used during the final delivery. Our team is constantly innovating on enhancing product safety features during transit like edge cap and mechanized rolling through customized rolling machine for ensuring safe laminate delivery.

What are the state governments doing in order to create preferred industrial hubs and how will it help logistics at large?

We are developing a greenfield project at an investment of 1000cr+ in Andhra Pradesh, which won’t be possible without an active state government support.

SPECIAL REPORT

Simplifying Delivery for India’s Emerging Markets “The variable nature of shipments into Bharat demands adaptable costs, achieved through nimble delivery partners rather than a fixed-cost, company-owned delivery model. Technology stands as a key enabler in this scenario. AI and Machine learning enhance address reliability, providing insights like the probability of return behaviour observed at specific addresses, highlights Prasanna Salvi, Head – Channels, Emerging Markets and SME, Blue Dart, during this interview…

How do you think technology has changed customer expectations?

Omnichannel work stands at the forefront of rapidly evolving consumer experiences. The advent of modern retail formats in India, transitioning swiftly from brick-and-mortar stores to e-commerce, has exposed consumers to a diverse range of unique experiences, accentuated further by the challenges brought on by the Covid-19 pandemic.

This shift in consumer behaviour highlights the need to differentiate between user experience and customer experience.

In the B2C realm, where customers interact with us, the user often assumes the role of the decision-maker, underscoring the importance of both User (shopper) experience and Customer experience. These interactions shape how individuals engage with services provided by us.

Seamless integration with backend technologies like Application Programming Interface (API) and the streamlined handling of customer activities, such as vendor management (formerly based on price or perception), now require visually appealing dashboards that cater to decision-makers, notably Supply Chain Managers in client organizations, aligning with their business sense. Modern technological advancements have generated a spectrum of solutions tailored to diverse customer categories, aligning with their specific requirements. We've

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developed unique solutions for decisionmakers such as CFOs and SCM Heads, distinct from those crafted for Factory Managers within client organizations, acknowledging their roles as influencers, decision-makers, users, and buyers.

Implementing training programs and real-time alerts for our Pickup Operations staff and Delivery teams has not only enhanced customer experience but has also contributed significantly to achieving our clients' risk reduction objectives. At Blue Dart, while we leverage technology to enhance experiences, our unwavering focus remains on fulfilling our core goals: being the Provider of Choice, Employer of Choice, and Investment of Choice.

Consequently, we meticulously evaluate our expenditures through a consciously customer-centric lens.

How is last mile delivery dependent upon delivery partners & technology and how you see their growth in future?

In the realm of delivery, especially in Tier II and Tier III towns, the crux of sustenance lies in connecting shipments with individual households rather than businesses. The expansion of marketplaces and e-aggregators into outer pin codes has spurred Bharat's (term used for emerging towns in India) consumption economy. OTT platforms and video-based social media have kindled the aspirations of Bharat, but accessing these markets proves challenging due to the low residential density.

The variable nature of shipments into Bharat demands adaptable costs, achieved through nimble delivery partners rather than a fixed-cost, company-owned delivery model. Technology stands as a key enabler in this scenario. AI and Machine learning enhance address reliability, providing insights like the probability of return behaviour observed at specific addresses. Moreover, these technologies facilitate effortless cashon-delivery collections and seamless settlements with clients. Innovations like blockchain thwart pilferage, while the Internet of Things capabilities in gadgets instil confidence in customers, especially concerning temperature-controlled shipments to remote pin codes.

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It is our commitment, vision, and the unwavering belief in the transformative power of connecting people that drives us forward. Through the RISE program, we are not just expanding our reach; we are facilitating dreams, enhancing lives, and fostering a network that binds Bharat to the world, one connection at a time.

Another significant challenge is location accuracy. In India, addresses are typically organized under pin codes linked to delivery post offices. However, these pin codes often cover broad areas, leading to duplicated or incorrect street names. This complicates specifying precise delivery locations, creating a laborious task for delivery agents.

Addressing this issue, we've partnered with what3words.

The what3words feature ensures seamless last-mile delivery by pinpointing precise locations within a 3m space, as specified by customers.

This technology is ideal for India's intricate and often inaccurate addressing system, guaranteeing deliveries reach the correct location, even in areas with informal addresses. For instance, /// swimmer.kindness.habits designates the what3words location for Blue Dart Head Office in Andheri, Mumbai. By typing these three words on the what3words portal or website, individuals can effortlessly find, share, and navigate to the location from anywhere globally. This technology operates offline and supports 54 languages, including 12 South Asian languages: Hindi, Marathi, Tamil, Telugu, Bengali, Kannada, Nepali, Urdu, Gujarati, Malayalam, Punjabi, and Odia.

Despite these technological advancements, human intervention remains crucial in the last mile. For example, drone delivery, an initiative Blue Dart explored for "Medicines from the air," led by the State Government of Telangana, is still in its developmental phase. Consequently, the last mile still requires a human touch.

How do you see the growth of delivery boys on the back of technology and where do you see that going forward?

Blue Dart is deeply committed to its people. Our success in creating smiles on our customers' faces hinges on the well-being of our delivery agents. To nurture this, we've made significant investments, such as providing them with specially designed uniforms that

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instil a profound sense of pride as BLUE DARTERS. Moreover, we've instituted a special program to aid our employees and their families during trying times.

In the unfortunate event of an employee losing their life while on duty, each team member contributes a day's salary to a corpus fund. While this support cannot fill the void, it provides substantial assistance when it's needed the most.

Although drones and automated delivery methods are on the horizon for the last mile, we anticipate a continued necessity for human intervention in the mid to long term. These interventions must focus on reducing overall logistics costs before they can be widely adopted.

Our unwavering dedication to our employees remains at the heart of our endeavours.

What are the state governments doing in order to create preferred industrial hubs and how will it help logistics at large?

The government has demonstrated exceptional prowess in formulating policies for comprehensive infrastructure development, spanning roadways, railways, internal waterways, and advancing rural electrification through initiatives like Digital India. India's enhanced connectivity is palpable, particularly with the substantial growth in air travel across the country. As India's growth narrative unfolds and entrepreneurs emerge from tier II towns, they require partners capable of facilitating their global expansion.

Each state government is proactively adopting measures to benchmark best practices from other states and optimize national programs within their regions.

The opening of inland waterways in the northern part of the country, connecting the Ganges to the Brahmaputra, holds immense potential.

Additionally, State Governments' Industrial Hubs program aims to establish robust local setups, infrastructure, and support structures tailored to specific industry verticals, bolstering the state's competitive advantage.

State governments are entrusted with the responsibility of streamlining bureaucratic processes and ensuring easy access for startups, fostering the emergence of more entrepreneurs within their states.

In our federal democracy, a harmonious collaboration between central and state governments significantly enhances the ease of doing business. This collaboration not only benefits major corporate entities but also empowers our young entrepreneurs, making them globally competitive.

Sustainability in last mile delivery is becoming relevant today. What are the sustainable initiatives you are taking in dispatch & delivery?

Sustainability is a focus area for us.

DHL Group has pledged to achieve net zero-emissions by 2050. Under our New Sustainability Roadmap, Blue Dart has made significant investments in developing environmentally friendly technology that emphasizes excellence in a sustainable manner. Through our Go Green program, Blue Dart Express has planted over 666,000 trees in the last six years, showcasing our dedication to the environment. Annually, we plant more than 111,000 trees, which, when fully grown, would collectively offset over 13,320 tonnes of CO2 per year. Our flight routes during peak periods are optimized using digital software, ensuring the most efficient routes. Additionally, we have introduced commercial sector planes in our network, all contributing to the sustainable blueprint we are creating.

We have also invested in incorporating Electric Vehicles in our fleet, ensuring green first-mile pickups and last-mile deliveries. According to our sustainability roadmap, we plan to reduce our CO2 emissions by offering a comprehensive portfolio of Green Products, maintaining clean operations for climate protection, and as a Group we have committed to electrifying 60% of our last-mile delivery vehicles by 2030.

In a pioneering initiative, Blue Dart has introduced dedicated e-waste recycling

SPECIAL REPORT bins at select stores, providing customers with a convenient and responsible way to dispose of their electronic waste.

By placing these bins in retail outlets, the company takes proactive steps to promote proper e-waste disposal and encourage sustainable practices. These initiatives underscore our unwavering commitment to a greener and more sustainable future.

What are the packaging innovations happening in the segment? How are you scaling up your product innovations capabilities?

Packaging plays an important role in the realm of logistics solutions, especially for shipments that require innovative packaging techniques. Whether it's temperature-controlled, valuable, liquid, or fragile shipments, they all demand meticulous care and attention.

The future of packaging innovations is expected to focus on: • Utilizing the Internet of Things (IoT) for real-time monitoring of temperature fluctuations and sensitive movement tracking.

• Adopting reusable packaging for temperature-controlled shipments to reduce costs.

• Embracing sustainable packaging to cater to environmentally conscious customers keen on reducing their carbon footprint.

• Implementing machine learning to auto-suggest documentation based on destination requirements and legal frameworks.

At Blue Dart, our approach involves a detailed and robust vendor selection process. We foster an open-source innovation readiness, engaging in collaborative discussions with vendors to achieve higher-level goals. Innovation and learning from failures are ongoing processes ingrained in Blue Dart's culture, reflecting in initiatives such as ‘The Blue Dart way’ and our DHL group's business excellence program, ‘the First Choice Program’, which form the backbone of our innovation programs.

What are the challenges in setting up network in tier II & III towns?

Revolutionizing Networks in Bharat's Tier II and Tier III towns has posed a longstanding challenge, a challenge that

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Blue Dart was the first to tackle headon. Our solution came in the form of the ground-breaking Emerging Market Program, aptly named RISE, which stands for "Revenue Increase from SMEs and Emerging Markets."

In the course of this transformative journey, a fundamental question emerged: WHY DO WE WANT TO MOVE TO BHARAT? This question became our guiding light, shaping every subsequent action and aligning our endeavours seamlessly. At the heart of our initiative lies our DHL group Mission: Connective People. Improving Lives.

This mission serves as the bedrock of the RISE program. While we effortlessly connect shipments of clients in bustling metropolises and Tier-1 towns to smaller markets, our RISE program aspires to go further. It aspires to bridge the gap between dreams and reality for every businessman in Bharat. We are dedicated to ensuring that their aspirations of connecting their products with markets spanning across India and the globe are not just dreams but tangible successes.

In this pursuit, we engage in a perpetual experiment, delicately balancing the scale of Service Quality with the complexities of Cost Efficiency.

Within the framework of this challenge, we navigate the decision-making landscape: should it be a Capex decision, grounded in fixed costs, or an Opex solution, inherently flexible in nature?

This delicate balance, encompassing financial prudence and exceptional service, is the cornerstone of our strategy.

It is our commitment, vision, and the unwavering belief in the transformative power of connecting people that drives us forward. Through the RISE program, we are not just expanding our reach; we are facilitating dreams, enhancing lives, and fostering a network that binds Bharat to the world, one connection at a time. Our approach is clear: we aim to engage with entrepreneurs in even the smallest Bharat towns, nurturing their growth alongside the expansion of their communities.

What is your strategy to leverage the potential of tier II & III towns?

The digital revolution, affordable data, and smartphones have bridged the gap between urban India and emerging towns Bharat. This transformation is evident in the proliferation of e-commerce platforms, which now serve almost

all PIN codes in the country, breaking geographic, linguistic, and social barriers.

This shift has significantly benefited both buyers and sellers. Government initiatives like Make in India and Vocal for Local have further fuelled this growth, leading to increased logistics demands in smaller towns.

Blue Dart is well-equipped to meet these needs and operates in diverse locations such as Saifai in Uttar Pradesh, Dhar Kalan in Punjab, Ani in Himachal Pradesh, Balua in Bihar, Zunheboto Sadar in Nagaland, Haflong in Assam, Khammam in Telangana, Sringeri in Karnataka, Manamelkudi in Tamil Nadu, Vadali in Gujarat, Quepem in Goa, Sonhat in Chhattisgarh, and Ashti in Maharashtra, among many others.

We have dedicated and specialized infrastructure to handle shipments, from documents to charter loads of aircraft. Our fleet includes 6 Boeing 757 freighters, with 2 Boeing 737 aircraft (to be inducted soon), and 12,000+ onground vehicles. Additionally, as part of Deutsche Post DHL Group’s DHL eCommerce Solutions division, Blue Dart has access to the largest and most comprehensive express and logistics network worldwide, covering over 220 countries and territories.

Blue Dart's services span the entire country, especially the underserved markets in Bharat, with a focus on customer delight. We recently launched a campaign capturing the wide reach of its services, including in Tier II & III towns of the country. This campaign aligns with our commitment to being 'The Logistics Company of Bharat.' Our ongoing focus remains on being the Provider of Choice for all our customers, across markets.

Through our services, Blue Dart enables effective and efficient operations for SMEs and MSMEs across all PIN codes, collaborating with them to extend their services to even the remotest corners of the country. Blue Dart utilizes API integration-based solutions to enhance manifest exchanges at the most detailed levels, ensuring an automated and seamless supply chain. Teams using this real-time solution can manage nationwide activities, including the first mile, network connection, last-mile delivery, and reverse logistics.

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Revolutionising SMB e-commerce journey “Ecom Express has been actively catalysing towards simplifying the SMB e-commerce companies’ journey. We recently launched ExpressPlus as air dominant multi-modal logistics solution for faster transit time users in D2C and SMB space. As an industry leader, we are constantly working to bring more value to small and medium sellers in a cost-effective manner,” Sheldon D'silva, Regional Sales Head – West, Ecom Express, during this interview…

How is last file delivery dependent upon delivery partners & technology and how you see their growth in future?

Today technology is playing a completely different role in our lives. We started using technology by investing in sorter machines in order to avoid doing the process manually to save on time and enhance process efficiency. Every company is chasing high quality delivery.

To ensure that we are deploying new

age technology solutions. Technology is playing a key role in empowering the life of the delivery boy too. Through technology solutions, he is able to navigate the addresses better, the mode of payment, the product mix, etc. We are using geofencing technology to eliminate frauds in the system. We are in the process of developing an App that will help in getting the right address quality to ensure that the deliveries are reaching the accurate address in a time-bound manner. This will dramatically improve the quality of service.

The modern supply chain is becoming digital-oriented and traditional methods are gradually becoming redundant day by day in handling day-to-day logistics operations. New age APIs of artificial intelligence (AI) including network automation, address geo-coding, and data engineering amongst others are effective methods of improving TATs. As we know, the last mile is an essential part of the order fulfillment journey, thus it essential to select a partner who deploys tools/methods for customer address navigation (especially for addresses that are not properly defined), route automation and geo-coded status

update by field executives, so order fulfillment service can be maximized.

Airway Bill (AWB) based tracking is yet another new-age method that offers better visibility, which ultimately lets you better control over delivery. Moreover, a robust network of fulfillment centers is equally important for impeccable lastmile operations.

Ecom Fulfilment Services (EFS) is powered with automated warehousing, order management and fulfillment center service and the launch of Ecom Magnum will further establish its position as onepartner logistics solution provider to the e-commerce industry.

What is your strategy to leverage the potential of tier II & III towns?

The past decade belonged to tier I and the metro cities. The decade that we are in and the decade to follow belongs to tier II & III cities. We realized this shift way back in the year 2014 and we envisioned to do things differently and took a strategic decision to expand into these cities. We started building capacities at a time when other players were apprehensive about the market potential. We have always believed in the ‘Bharat’ story. We

The past decade belonged to tier I and the metro cities. The decade that we are in and the decade to follow belongs to tier II & III cities. We realized this shift way back in the year 2014 and we envisioned to do things differently and took a strategic decision to expand into these cities. We started building capacities at a time when other players were apprehensive about the market potential. We have always believed in the ‘Bharat’ story. We can see those dividends paying us well today.

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can see those dividends paying us well today. In order to serve those markets, we took our hubs closer to these markets.

We developed the entire network of ecosystem – people, infrastructure, fleet, etc. We piloted the initiative with Haryana. There were initial setbacks, that helped us go back to the drawing board, worked on our shortcomings and test that market again. This whole process made us resilient, and we were able to capture other small towns slowly and steadily. Today we are present in 29 states in the country covering over 27K+ pincodes. This is where the order growth is going to come from in the future. We invested in advance, and we intend to grow in that market further.

We recently launched three new services, Same Day Delivery (SDD), Same Day Delivery+ (SDD+), and Next Day Delivery (NDD) to cater to the growing demands of e-commerce players in India.

With the launch of these services, we aim to improve the customer experience by offering faster and more reliable deliveries, thereby increasing their customer base.

One of the major concerns of e-commerce players, especially D2C brands, is faster delivery. The solutions not only enhance the overall customer experience by offering better speed but also increase seller revenue through reduced returns. Ecom Express’s Same Day Delivery (SDD) service aims to address this concern with its key features such as cut-off time of 5 AM and 11 AM for receiving the orders, guaranteed same-day delivery in key cities, and customized cut-offs as per the requirements of customers.

Ecom Express’ SDD+ is designed for high selling SKUs, which are kept and fulfilled through micro-fulfillment centers placed within cities. With a cut-off time as high as 2 PM, the service assures faster parcel deliveries to customers.

The Next Day Delivery (NDD) service

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offered by Ecom Express aims to provide assured delivery for interacity with a cutoff time of 12 PM for the next day. This service highlights improved customer experience, reduced return of goods, and reduced customer acquisition cost, thereby benefitting both the customers and the e-commerce players.

With the growth of e-commerce and D2C ecosystem over the last couple of years, need for faster deliveries across categories such as electronics, beauty and cosmetics, fashion and apparels are emerging as a success enabler for customer experience. Leveraging the needs of the industry, the company had recently launched ExpressPlus, which is a multi-modal shipping product at the back of air transportation and now with these newly launched services have curated a network that seamlessly connects the country’s demand and supply hotspots for a shortened transit time.

What is your strategy to capture Bharat?

As an industry leader, we are constantly working to bring more value to small and medium sellers in a cost-effective manner and are proud to bring stateof-the-art WMS and OMS system built on usage experience and learnings from 100K+ sellers who engage with us. With this new platform, we are trying to remove the pain points for small sellers in the standard OMS and WMS available in the market by offering a feature-rich ecosystem. In order to fulfil the orders seamlessly, we provide sellers with a onestop order-to-deliver set-up resulting in scale, efficiency, and control over both their inventory and customer experience.

Ecom Express has been actively catalysing towards simplifying the SMB e-commerce companies’ journey. The company recently launched ExpressPlus as air dominant multi-modal logistics solution for faster transit time users in D2C and SMB space. Last year, the

Photo by Mike Jones: https://www.pexels.com

In today’s age of zeptos where deliveries are promised in 10-minutes, we also don’t want to stay behind. To ensure this vision come to fruition, we have come up initiatives such as ‘same day delivery’ and there are times where we promise delivery within a few hours as well. These are just a few mentions. There are a lot of innovations that the industry is witnessing. There is a lot of change and upheaval this industry is going through. Over a period of time, we will see a lot of things happening on enhancing customers’ experience front.

company announced that it is in an advanced stage of integration with the Open Network for Digital Commerce (ONDC) and had launched its easy sign up portal, E-zippie, thereby making the sellers’ journey easy, convenient, and rewarding with 30-minutes onboarding.

We are comfortably placed to service Bharat and our clients across the spectrum, be it large or small. We want to offer both – the sellers and the buyers – the same customer service experience that a tier I city enjoys. We intend to expand and grow into other geographies where we are still not present. We intend to help our customers through the technology platform.

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Celerity India Marketing Services Email: tech@celerityin.com | Mobile: 79771 05913 Website: www.supplychaintribe.com www.supplychaintribe.events www.supplychaintribe.jobs