2020年零售業的未來：在數字時代取得勝利 - 麥肯錫（英文版）.pdf

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1、January 2020 This compendium explores the breadth of change and risk throughout the modern retail industry. Future of retail operations: Winning in a digital era Cover image: adventtr/Getty Images Copyright 2020 McKinsey BKG; ESRI ArcGIS; MB-Research; McKinsey analysis 1Relevant population areas def

2、ned as high density (750 inhabitants/km) and/or high income (purchasing power 21,900 per capita); viable market coverage defned as area within 30 minutes driving time from respective retail location. Population22167 23177 Purchasing power coverage Viable market coverage for same-day delivery via shi

3、p from store1 % 1Relevant population areas defned as high density (750 inhabitants/km) and/or high income (purchasing power 21,900 per capita); viable market coverage defned as area within 30 minutes driving time from respective retail location. Stores 60 50 40 20 30 10 0 50402030100 Source: Alteryx

4、; BKG; ESRI ArcGIS; MB-Research; McKinsey analysis Store location 1 Beyond procurement: Transforming indirect spending in retail If retailers treat indirect costs as an opportunity for business transformation rather than just a procurement matter, they can boost return on sales by as much as 2 perce

5、nt. Rethinking procurement in retail For retailers, procurement is no longer solely a matter of negotiating “A” brands. Private labels and verticalization are trending. Advanced approaches and tools help get procurement in shape for the future. Six emerging trends in facilities management Outsourcin

6、g, workplace strategies, and technology innovations hold immense potential for companies seeking to reduce costs and improve productivity in facilities management. The end of IT? Retailers who want to stay ahead of the pack and drive business results through technology innovation are rethinking the

7、setup of their IT departments. Automation in logistics: Big opportunity, bigger uncertainty As e-commerce volumes soar, many logistics and parcel companies hope that automation is the answer. But as this second article in our series on disruption explains, things are not so simple. Nextgeneration su

8、pply chaintransforming your supply chain operating model for a digital world In a digital age, most supply chains run on old principles and processes. A few leaders can show us how a new operating model can answer the demands of todayand tomorrow. Supply chain (continued) 50 62 Procurement 67 76 82

9、Tech 94 44 The invisible hand: On the path to autonomous planning in food retail Its not news to food retailers: sometimes your stocks are too high, sometimes theyre too low. Advanced planning now gives them entirely new options for solving the expensive problem and cuts costs in the process. Future

10、 of retail operations: Winning in a digital era January 20202 Heightened customer expectations, massive advancements in technology, and the rise of omnichannel commerce are just a few of the trends reshaping the world of retail. In an industry already known for thin margins, these changes can increa

11、se cost pressures and uncertainty for retailersall while opening the door to significant opportunities. Traditional approaches will no longer work in the face of change; now is the time to clearly define new aspirations, make fundamental changes to operating models, and rethink retail. Those that ma

12、ke moves now may enjoy a sustained advantage for decades to come. In this publication we examine some of the most pressing challenges retailers face and the transformative journeys many are on right now. You will find a range of new perspectives across retail operations, including, store operations,

13、 supply chain, procurement, and information technology (IT). As the rules of retail are being redefined, these fundamental areas of retail operations are in need of fresh thinking. Introduction McK Retail compendium 2020 Introduction Exhibit Retail operations Store operationsSupply chainProcurement

14、Information technology (IT) We provide a new take on store operationswhile flashy technology attracts and engages customers in the “store of the future,” the make-or-break technology is actually behind the scenes. Thats the technology that gathers and connects data for a seamless customer experience

15、. In our own “store of the future” this includes dwell sensing, RFID, heavy investments in the data lake, and the logic needed to map the customer journey. But technology is only one piece of the puzzle; solving the operations equation also involves analytics, new store processes, and upskilling the

16、 store team. Such a transformation can add several points of profitability to the average store. Introduction3 In supply chain, we identify the measures successful companies have taken, which include fundamentally transforming their supply chain to enable a true omnichannel experience, taking more a

17、gile approaches when designing their supply chain network, building new capabilities, and adjusting their operating model. We take a look at how retailers can keep up with customer expectations as omnichannel shopping becomes the new normalincluding building and maintaining a connected inventory str

18、ategy, which increases transparency and access to stock wherever it sits in the supply chain to better fulfill customer needs. In procurement, we explore the unrealized opportunity in indirect spendingspend on goods or services not for resale. Companies can and should take a closer look at indirect

19、spending and embed new processes and ways of workingincluding using more sophisticated analytics tools, strengthening supplier collaboration, and taking a broader, business-level view of indirect spend, rather than making it simply a procurement issue. Retailers that elevate indirect spending initia

20、tives can cut costs, capture more value, and uncover cash that can be reinvested as part of a broader business transformation. We recognize that today, nearly every change a retailer makes depends on technology solutionsand they often fall short of expectations. With an entrenched divide between the

21、 IT department and the rest of the company, many brick-and-mortar retailers struggle to get value out of their IT investmentsor get started at all. Retailers must become technology-driven organizations, and that will require upending the status quo. In the end, transforming mind-sets, capabilities,

22、and ways of working is critical not only in established IT areas like application development and infrastructure but in core commercial divisions like sales, merchandising, supply chain, and marketing. Through our research and analysis, we seek to identify opportunities, provide insight into how to

23、act on them, and learn from those that have forged ahead. We hope these perspectives on retail operations aids your organization in embracing change and realizing a new vision for retail. 4Future of retail operations: Winning in a digital era January 2020 Frank Snger Senior Partner, Cologne Karl-Hen

24、drik Magnus Partner, Frankfurt Praveen Adhi Partner, Chicago A transformation in store EyeEm/Getty Images by Praveen Adhi, Tiffany Burns, Sebastien Calais, Andrew Davis, Gerry Hough, Shruti Lal, and Bill Mutell S TO R E O P ER AT I O N S Brick-and-mortar retail stores need to up their game. Technolo

25、gy could give them a significant boost. 5A transformation in store Now should be a great time in US retail. Consumer confidence has finally returned to pre-recession levels. Americans have seen their per capita, constant-dollar disposable income rise more than 20 percent between the beginning of 201

26、4 and early 2019. Yet despite the buoyant economic environment, many brick-and-mortar stores are struggling. In part, thats due to the rise of e-commerce, which since 2016 has accounted for more than 40 percent of US retail sales growth. In our most recent consumer survey, 82 percent of US shoppers

27、reported spending money online in the previous three months, and the same percentage used their smartphones to make purchasing decisions. Not surprisingly, younger shoppers favor e-shopping even more: 42 percent of millennials say they prefer the online retail experience and avoid stores altogether

28、when they can. Meanwhile, the strong economy and record-low unemployment are increasing wage pressure and store operating costs. In the last three years, more than 45 US retail chains have gone bankrupt. Retail stores have a real future Yet rumors of the physical stores death are exaggerated. Even b

29、y 2023, e-commerce is forecast to account for only 21 percent of total retail sales and just 5 percent of grocery sales. And with Amazon and other major internet players developing their own brick-and-mortar networks, it is becoming increasingly clear that the future of retail belongs to companies t

30、hat can offer a true omnichannel experience. Retailers are already wrestling with omnichannels demands on their supply chains and back-office operations. Now they need to think about how they use emerging technologies and rich, granular data on customers to transform the in-store experience. The rew

31、ards for those that get this right will be significant: 83 percent of customers say they want their shopping experience to be personalized in some way, and our research suggests that effective personalization can increase store revenues by 20 to 30 percent. Several new technologies have reached a ti

32、pping point and are set to spill over onto the retail floor. Machine learning and big-data analytics techniques are ready to crunch the vast quantities of customer data that retailers already accumulate. Robots and automation systems are moving out of factories and into warehouses and distribution c

33、enters. The Internet of Things allows products to be tracked across continents or on shelves with millimeter precision. Now is a great time for retailers to embrace that challenge of bringing technology and data together in the off-line world. The evolving consumer journey How will these technologie

34、s reshape the shopping experience? To find out, lets follow one consumer on a journey through the store of future (Exhibit 1). As Jonathan arrives at his favorite grocery retailer, the store recognizes him, its systems alerted to his presence either as his smartphone connects to the in-store Wi-Fi o

35、r perhaps by a facial-recognition technology that he has signed up to use. Once Jonathan agrees to log in, the store accesses the Several new technologies have reached a tipping point and are set to spill over onto the retail floor. S TO R E O P ER AT I O N S 6Future of retail operations: Winning in

36、 a digital era January 2020 shopping list hes been building at home by scanning items with his phone as he uses them up. As he walks the aisles, smart shelf displays illuminate to show the location of those items, while also highlighting tailored offers, complementary items, and regular purchases th

37、at didnt make it onto the list. Jonathan is tempted by a new, personalized promotion that pops up on his phone as he approaches the prepared-meals aisle. But because he prefers organic foods, he wonders about the products ingredients. As he scans the package with his smartphone, an augmented-reality

38、 display reveals the origin of its contents, along with its nutrition information and even its carbon footprint. His bag full, Jonathan leaves the store. There was no need to check out: RFID scanners and machine- vision systems have already identified every item he packed, and his credit card, alrea

39、dy on file in the retailers systems, is debited as he passes through the doors. The evolving associate and manager journeys Technology wont just reshape the customer experience in tomorrows stores: working in retail will look will look very different too (Exhibit 2). David works part time as an asso

40、ciate in the stores fresh-foods department, fitting in shifts around his studies and family life. He negotiates his schedule each week using a mobile app. The store runs a bidding system, and staff can earn a premium by volunteering for busy or hard-to-fill shifts. The technology also makes it easy

41、for David to trade shifts when he has a conflict. The store rarely struggles to get the people it needs, however. David loves working there because he is passionate and knowledgeable about food. His duties include some manual tasks such as stocking or picking for online orders, but the work is light

42、. Sensors on and above the shelves monitor the status of stock, a machine-learning system plans Exhibit 1 2019 A transformation in store CJ Exhibit 1 of 3 The consumers journey is evolving. Technology powers shopping convenience In-store communications not only help customers fnish their shopping li

43、sts but also provide tailored promotions and detailed product information. And they eliminate checkout lines. 7A transformation in store the replenishment schedule, and items are delivered or taken away by robot carts that glide silently and safely through the store. David spends most of his time in

44、teracting with customers, offering advice on new products and recipes or answering their questions. He has a handheld terminal that he can use to acquire information on each customers preferences and shopping habits. If a customer cant find something on the shelves, he can pinpoint the location and

45、realtime stock level of every item at a glance or suggest different items based on that customers shopping habits. Meanwhile, Rebecca, the store manager, is thinking about plans for a big new promotion that starts next week. The project will involve significant changes to the range of items on displ

46、ay including setting new fixturing in the produce area. But thats nothing new: the store is always adapting its stock and presentation, and Rebecca spends most of her time working with colleagues to improve and fine-tune its offerings. It helps that many previously time- consuming tasks, such as ass

47、ociate scheduling and reporting, are now handled automatically by artificial- intelligence tools. Her phone alerts her when a situation needs real attention in real time, such as a promotion thats not selling as well as in other stores. This means she can focus her efforts on performance and service

48、 improvements, aided by the stores sophisticated performance-analysis systems. David and Rebecca already have a pretty good idea of how the new promotional set will work because theyve tried it out in virtual reality using an interactive digital twin of the store. Conversations with customers have g

49、iven them an idea for tweaking the offers presentation, and they are discussing the possible changes now to boost sales, rather than rigidly adhering to a formula devised and handed down from above. Exhibit 2 2019 A transformation in store CJ Exhibit 2 of 3 The associates journey is also changing. New tools improve retail jobs Mobilebased shift planners let associates manage their schedules and give them more detailed, accurate information so they can have better interactions with customers. S TO R E O P ER AT I O N S 8Future of retail operations: Winn