Driving efficiency and increasing revenue in this ever-changing environment means a constant pull in multiple directions. So how can the CFO create change, improve the operating ratios and minimize risks for the business?
The industry has been talking about RFID for 20 years, but it still hasn’t come into common use or delivered significant value to retailers.
One of the top supply chain management slogans has been “replace inventory with information”, however, there are valid reasons for holding inventory.
Omni-channel, cross-channel, or all-channel retailing–whatever you may call it, retailers of all sizes are struggling to get it right.
Our values have been presented outside the company once, at our 10th anniversary party in January this year. But, I thought, why not write them up?
Over the years almost every single retail initiative has had forecasting and replenishment at its core.
So! With our tenth anniversary celebrations having come and gone it feels like a good moment to look back over the journey so far.
If there’s one nation in Europe with whom the British are given to comparing themselves it’s the Germans.
Once you understand how much will be sold on each day, the next step is to guarantee that the demand can be fulfilled, and in case of any problems, what actions are needed to ensure smooth operations.
People are fickle, not wholly rational and make different decisions at different times. However, people are predictable in most of their buying decisions.
Demand forecasting for promotions is a major challenge for retailers, not least because of the impact it has on driving sales.
One of the most established assumptions in inventory management is that stock holding needs to rise steeply as you increase availability.
Manual forecasting generally produces results whose accuracy is, rather questionable. However it can be of benefit in certain situations.
What is the biggest cost in your business? It may seem obvious but this message is as true today as it was all those years ago.