impact of emerging technologies to the luxury in relation to digital marketing
RIta.
etereport42018-2019.pdf
The impact of emerging technology within supply chains in
particular the retail industry
Name:
Student ID:
Course: Emerging Technologies for the Enterprise BIN3025-N-BF1-2018
Module leader: Glyn Davis
Tutor: Glyn Davis
Submission Date: 9th January 2019
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Contents
Chapter 1 Introduction ............................................................................................................... 2
Chapter 2 Overview of Traditional Supply Chain Methods ...................................................... 4
2.1 Introduction ...................................................................................................................... 4
2.2 Business Application - Barcodes...................................................................................... 5
2.3 Software examples ........................................................................................................... 6
EDI ..................................................................................................................................... 6
MRP Software .................................................................................................................... 7
2.4 Conclusion ........................................................................................................................ 8
Chapter 3 Explore the types of technologies used within supply chain .................................... 9
3.1 Introduction ...................................................................................................................... 9
3.2 Business applications ..................................................................................................... 10
Robots .............................................................................................................................. 10
3D Printing ....................................................................................................................... 11
3.3 Software example – ERP Systems ................................................................................. 13
3.4 Conclusion ...................................................................................................................... 16
Chapter 4 Critically review the impact of digital technologies on the retail industry supply
chain ......................................................................................................................................... 17
4.1 Introduction .................................................................................................................... 17
4.2 Business applications ..................................................................................................... 19
Robots .............................................................................................................................. 19
RFID ................................................................................................................................ 21
4.3 Software example – In House Software ......................................................................... 22
4.4 Conclusion ...................................................................................................................... 24
Chapter 5 Assess the potential impact of industry 4.0 on the retail industry Supply Chain .... 25
5.1 Introduction .................................................................................................................... 25
5.2 Business Application - Drone ........................................................................................ 27
5.3 Software example - Blockchain ..................................................................................... 29
5.4 Conclusion ...................................................................................................................... 32
Chapter 6 Conclusion ............................................................................................................... 33
References ................................................................................................................................ 35
Chapter 1 Introduction
Global e-commerce sales are expecting to reach $5trillion by 2021, a significant $2.2 trillion
increase from 2018 (Kapadia, 2018). Figure 1 identifies the move from ‘bricks and mortar’ to
‘clicks’ through the rise of emerging technology, increase in customer demand and
globalisation - forcing organisations to identify technological applications to compete in
today’s environment as an e-business. (Marinagi, Trivellas, and Sakas, 2014; Rajeev et al.,
2017; Thöni and Tjoa, 2017). E-business is an electronic platform that transforms and
supports the business processes and exchanges information digitally among stakeholders with
Amazon and E-bay as some of the largest e-businesses (Chaffey, 2014).
Figure 1: Strategic options for a company in relation to the importance of the internet as a
channel, Source: (Chaffey, 2015, p.220)
Customers increasing demand for low cost fast and flexible deliveries for customised
products indicates the need for an efficient supply chain (SC) for fulfilment (Agus and
Ahmad, 2017; Kaplan, 2017). Therefore, digital technology forming an e-SC is imperative
for success (Tipping and Kauschke, 2016). Theorist suggests that e-SC is the use of
technology to optimise the flow of material and information across the business operation
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from the supplier to the customer (Valverde and Saadé, 2015; Le Tan and Trang, 2017). The
American Production and Inventory Control Society (APICS) developed and conclude the SC
management (SCM) processes as the planning, sourcing, making, delivering and returning
(Rice, 2015).
Thus, organisations must understand how to exploit data analytics, new technology, platform
solutions and automation to succeed, as those that do not may risk becoming obsolescence
(Tipping and Kauschke, 2016). Tom Woodham, Digital SC leader quotes within PwC (2018)
“When it comes to winning and retaining today’s consumers, your supply chain is a powerful
competitive weapon”. Therefore, this report will discuss the impact of emerging technologies
on SC in an organisation’s perspective.
Research objectives:
1. Overview of traditional SC methods – It is vital to understand the fundamentals of SC
and SCM to grasp how SC methods and technologies have evolved from the 1st
industrial revolution.
2. Explore the types of technologies used within the SC – SC is the supporting backbone
for the front end of all organisations. With the increase in emerging technology,
organisations can benchmark various industry use of technology within the supply
chain to assess what technology is suitable to integrate into their organisation.
3. Critically review the impact of digital technologies on retail industry supply chain –
Due to the boom of e-commerce within the retail industry, it is critical for
organisations to implement the applicable technology applications and software in the
SC to stay competitive and achieve customers increasing demand.
4. Assess the potential impact of industry 4.0 on the retail industry SC – The 4th industry
revolution technology is already being used within the retail sector SC. Therefore,
organisations are investing more in further technology advancement to create a
greater competitive advantage. As a result, the retail industry must be aware of the
potential technology available that can impact their organisation and prepare for the
future of SCs.
Chapter 2 Overview of Traditional Supply Chain Methods
2.1 Introduction
Traditional supply chain management (SCM) is the process of procuring and moving services
and goods across the supply chain (Marinagi, Trivellas and Sakas., 2014; Chaffey, 2015).
Ganeshan and Harrison (1999) within Agus and Ahmad (2017) defined traditional SC as a
decentralised system of manufacturing, procurement, warehouse and distribution which
transforms material into products and distribute to the customer (Trapero, Kourentzes and
Fildes, 2012; Siddiqui and Raza, 2015).
Although SC has existed since humans began trading; SCM has rapidly evolved through
improved technology from the use of electronic data interchange (EDI) for production
planning and stock control to material resource planning (MRP) and scheduling of
systematisation of material, production and distribution to the evolution of enterprise resource
planning (ERP) shown in Figure 2 (Pope, 2014; Stevens and Johnson, 2016). Therefore, this
report will provide an overview of traditional SC methods.
Figure 2: A Timeline of SCM Strategies, Tools and Techniques, Source: (Stevens and
Johnson, 2016)
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2.2 Business Application - Barcodes
Barcodes are a business application used since the 1970s in the supply chain (Modgil, Patyal
and Agrawal, 2012). When read by a barcode scanner (Figure 3) they can provide
identification of items due to their universal product code (Modgil, Patyal and Agrawal,
2012). For example, an organisation within the baking industry was able to reduce
distribution and inventory costs by $3million after installing barcodes (ABR, 2011). The
barcodes were able to capture the product identification, quantity and location (ABR, 2011).
Barcode applications are useful within the warehouse and inventory management as they are
easy to use, affordable and reliable (Huber, Michael and McCathie, 2007). This means that
organisation can allocate items to fulfil customers order in a more efficient timely manner
where previously they manually gathered data (ABR, 2011). In fact, in the 1940s inventory
management was focused on the design and layout of warehousing to improve efficiency
(Robinson, 2015). Nevertheless, the creation and scanning of the barcodes are labour
intensive and prone to damage due to environmental conditions (Huber, Michael and
McCathie, 2007; Modgil, Patyal and Agrawal, 2012).
Figure 3: Barcode scanner scanning barcode, Source: (Modgil, Patyal and Agrawal, 2012)
2.3 Software examples
EDI
Before the emergence of internet lead technology, organisations implemented EDI systems in
the SC dating back to 1970s (Threlkel and Kaven, 1999; Chaffey, 2015). Electronic data
interchange (EDI) is a computer-to-computer exchange of business documents and
information into a standard format such as purchase orders, price list and invoices with
suppliers and customers (Threlkel and Kaven, 1999). EDI provides a paperless more
streamlined SC process with regards to documentation evident in Figure 4. EDI, therefore,
reduces data input errors, order lead times and improves management (Chaffey, 2015).
Figure 4: Manual vs Electronic SC Process, Source: (Threlkel and Kaven, 1999)
The automotive industry was the first to introduce EDI such as Chrysler Ford and General
Motors (Ratnasingam, 2001). These automotive organisations used EDI on order process
from suppliers which included receiving of the material, processing requirements from the
customer and planning production (Ratnasingam, 2001). However, in addition to the high
implementation costs, EDI systems did not have a consistent standard across continents and
could only transmit data in batches (Zhou et al., 2018). Ratnasingam (2001), states found that
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the key barrier of implementing the EDI system was the lack of engagement of the trading
partners to participate. Nevertheless, the EDI system improved both the quality and efficiency
of the automotive industry (Ratnasingam, 2001).
MRP Software
Before the technical development of the MRP software, organisations ordered items based on
past usage and back up stock (Pope, 2014). Therefore, the development of the MRP software
allowed material planning on anticipated needs which would result in a reduction in
inventory and costs (Pope, 2014; Chaffey, 2015). Later, MRP II was introduced in the 1980s
which emphasised coordination of the manufacturing process across the shop floor, finance,
engineering, human resources, engineering, project management and distribution
management for an optimum manufacturing process, shown in Figure 5 (Stevens and
Johnson, 2016). MRP then evolved to ERP software which enabled a faster, more flexible
and responsive SC (discussed in chapter 3) (Chaffey, 2015).
Figure 5: PEDYN MRP Software, Source: (Pedun, 2000)
2.4 Conclusion
Prior to the first evolution of digital technology, SC was labour intensive which relied heavily
on human input (Robinson, 2015). Organisations were unable to centralise activities within
the SC and each process of the SC was seen as a separate entity (Robinson, 2015). Therefore,
the emergence of technology and computers in the late 1970s provided organisations
improvements within the warehouse, planning and execution with the use of EDI, MRP and
ERP systems and barcodes (Robinson, 2015).
The barcode application enabled visibility for the organisation, streamlining the warehousing
process (Robinson, 2015). However, it was the revolution of the EDI software that later
developed into the MRP and ERP system which integrated functions within the SC process
more accurate and reliable (Robinson, 2015). Nevertheless, traditional SC was designed for
cost optimisation and the movement of goods, however, the increase in the volume of data
and globalisation has led to the evolution of technology within SCs (Christopher and Ryals,
2014). Therefore, this report will follow to discuss the emerging technologies used in today’s
SCs.
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Chapter 3 Explore the types of technologies used within supply chain
3.1 Introduction
The rapid development in technology has encompassed the infrastructure of e-business and e-
commerce (Chaffey, 2014). In addition to the increase in e-commerce sales evident in Figure
6. An organisation must develop an e-SC as the backbone to support the fulfilment of the
front-end, as traditional SC is no longer cost-effective and fast (Siebrecht, 2017). Theorist
suggests that e-SC is the use of technology to optimise the flow of material and information
across the business operation from the supplier to the customer (Valverde and Saadé, 2015;
Le Tan and Trang, 2017). Therefore, this chapter will explore the different types of
technologies used within the SC.
Figure 6: Annual total retail sales, stores-only sales and online-only sales in Great Britain,
Source: (Brady, 2018)
3.2 Business applications
Robots
Kaplan (2017) argues customers demand faster fulfilment with an emphasis on logistics, in
particular, the food delivery industry. Although Google, Amazon and UPS are identifying
airborne methods discussed in chapter 5; within cities robots have become a practical solution
for the “last-mile” logistics of food deliveries (example shown in Figure 7) (Wong, 2017).
Once a food order is placed and packed into the Just Eat robot, the customer is provided with
a security code which is entered to unlock the robot once it arrives (Just Eat, 2016). This
method of logistics provides consumers with flexibility and choice (Just Eat, 2016).
Figure 7: Just Eat Robot Delivering Food, Source: (Just Eat, 2016)
Recent literature suggests that labour in logistics can calculate up to 60% of organisation
costs and has limitations of availability and shifts (Kaplan, 2017). However, Just Eat robot
delivery has the ability to deliver 24hrs a day and can deliver two bags of shopping within 30
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minutes of an order being placed (Kaplan, 2017; Wong, 2017). However, the robots still need
human operators to prevent it from causing a disaster (Wong, 2017). In fact, some have
argued that robots are hazardous for people with disabilities and senior citizens (Wong,
2017). Nevertheless, robot deliveries are an example of a business application streamlining
the SC to provide a better service for the customer which will in the long-term increasing
revenue.
3D Printing
The power shift to consumers has led to a demand-pull SC (Christopher and Ryals, 2014).
Gravier (2016) states that consumers are basing purchasing decisions on delivery time. As a
result, organisations are utilising 3D printers in manufacturing to stay competitive with lead
times (Gravier, 2016). As a result, the market of 3D printers is expected to exceed $4billion
by 2023 (Modic, 2018). 3D printing is a form of additive manufacturing that joins material
by layering up process (Ivanov, Dolgui and Sokolov, 2018). For example, the healthcare
industry has utilised 3D printing to produce the Invisalign (O’Marah, 2016). However, 3D
printers are shaping the future within the aerospace industry (Griffiths, 2018).
GE Aviation has utilised the 3D printer shown in Figure 8, for the production of the fuel
nozzle (Kellner, 2017; Modic, 2018). As a result of utilising the 3D printer, GE has reduced
the number of components from 20 to 1 and increased durability by 5 (Kellner, 2017; Modic,
2018). Subsequently, less tooling and parts reduce the process cycle time up to 75%,
therefore the manufactures can increase the speed to the market (Modic, 2018). Moreover, the
use of 3D printing in the aerospace industry has reduced the need to stock inventory at
airports as the 3D printer is able to produce spare parts on demand (Griffiths, 2018; Modic,
2018).
Figure 8: GE Additive 3D Printer, Source: (Kellner, 2017)
Nevertheless, the software CAD is limited to transitioning to new material and manufacturing
methods (Modic, 2018). Therefore, aircraft manufacturers must adopt the design CAD
software for 3D printing to reap the benefit of a streamline end-to-end supply chain (Modic,
2018).
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3.3 Software example – ERP Systems
Bi (2017) suggests that organisations can improve SC efficiency by applying IT system such
as EDI and ERP to support the organisations inter- and intra- supply chain process. ERP
software such as Elemica, Oracle and SAP can provide a lean and frictionless e-SC (Lopez,
2017b). It was the emergence of web technology that enabled SC functions to integrate and
move from the reliance of EDI (Zhou et al., 2018). For example, Elemica ERP platform
connects supply chain partners to enable collaboration across the SC by integrating purchase
order management, invoice management and vendor management inventory (VMI) (shown in
Figure 9) (Elemica, 2018a; Elemica, 2018b).
As Heinz-Gunter Lux from Evonik states “Maximum value is only possible with the full
integration of all relevant business processes between partners” (Elemica, 2018c). Therefore,
utilising Elemica ERP system can enable an organisation to reduce their admin costs, errors,
cycle time, uncertainty risks and provide automation resulting in improved capital and
visibility (Elemica, 2018b; Elemica, 2018d). In fact, one of the top 5 rubber producers were
able to reduce more than $30million in working capital, using Elemica VMI as it provided
visibility to forecast and provide optimum delivery schedules (Elemica, 2018c). 44% of SC
leaders state that an enhanced ERP system can improve organisation visibility (Columbus,
2018).
Nevertheless, organisations need skills and other IT resources to leverage the competitive
advantage provided by the IT software (Bi, 2017). For example, Woolworth’s Australia
transitioned from an in-house system to SAP; a $200million investment (Fruhlinger and
Wailgum, 2018). Fruhlinger and Wailgum (2018) identified that SAP hadn’t integrated into
the Woolworths own processes, which lead to a significant loss in documents and visibility.
Woolworth was unable to submit orders and left shelves empty, resulting in $1.66billion loss
in sales (Coyne, 2016; McLean, 2016). As Kaplan (2018a) suggests “it is not a one size fits
all solution”. Therefore, organisations must understand their own business processes and how
they integrate with the ERP systems.
Figure 9: Oracle ERP Integration Systems, Source: (Oracle, 2018)
Nevertheless, ERP systems have continued to develop due to the critical significance of
importance in a digital SC identified in Figure 10 (Columbus, 2018). Organisations such as
SAP have created ERP systems that are compatible with a range of devices enabling
organisations to have visibility of the SC at all times (Figure 11). Kaup (2018) states that by
facilitating collaboration and integrating the SC network with technology, an organisation can
increase the SC agility by 50%. In addition to the growth in data analytics, information of
things (IoT) and artificial intelligence (AI), ERP platform must be set up as demand-driven
instead of supply driven to stay relevant (Kaplan, 2018a).
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Figure 10: Projected level of importance of supply chain-related technology in the next 2-to-3
years, Source: (Columbus, 2018)
Figure 11: SAP ERP Software applications, Source: (SAP, 2018)
3.4 Conclusion
Overall, the use of emerging technology can enable an efficient lean and agile SC (Qrunfleh
and Tarafdar, 2014; Rejamn-Petrovic, 2016). Rejamn-Petrovic (2016) argue an effective SC
is based on the ability to provide quality lead times and high-level performance. Therefore,
the use of technology such as robots, 3D printing and ERP software enables organisations to
integrate, automate and control day to day activities more efficiently (Qrunfleh and Tarafdar,
2014).
Nevertheless, it is evident that organisations must analyse the benefits of the application with
a particular process as it must be compatible to integrate with business processes and
applications (Qrunfleh and Tarafdar, 2014). However, the initial investment costs are
outweighed by the long-term benefits (Zhou et al., 2018). Therefore, by reducing logistics,
manufacturing and transaction lead times organisations will have a competitive advantage
and potential to obtain a larger market share.
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Chapter 4 Critically review the impact of digital technologies on the retail
industry supply chain
4.1 Introduction
A recent PwC research identified speed and efficiency as a key element that consumers are
willing to pay more for in the retail sector, highlighted in Figure 12 (PwC, 2018). Within the
research, PwC discusses the importance of digital technology as an enabler to provide greater
response and agility within the SC (PwC, 2018). This is supported by O’Marah (2016)
findings of the importance of a digital supply chain within the retail sector (Figure 13).
Creating an agile SC will enable organisations to provide the customer with the right product,
right time, the right place for the right person (PwC, 2018). Alongside improved customer
experience through transparency, organisations can increase their revenue and save costs
(PwC, 2018).
Figure 12: 3 things consumers would pay more for, Source: (PwC, 2018)
Figure 13: Disruptive and Important Technologies in Industries, Source: (O’Marah, 2016)
Siebrecht (2017) reinforces that within the e-commerce era, SC is a strategic driver and
growth in market share. In particular warehouse inventory management and logistics are the
key areas to cut costs and increase revenue (Siebrecht, 2017). Figure 14 identifies the growth
of the warehousing market therefore, this chapter will critically review the impact of digital
technologies on retail industry SC, in particular, the warehouse and logistics process of the
SC, vital in creating a competitive.
Figure 14: UK Warehousing Revenue, Source: (Pooler, 2017)
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4.2 Business applications
Robots
The e-commerce giant Amazon has set the bar and influenced the retail sector to shift
towards e-SC from ‘bricks and mortar’ to ‘clicks’, also known as the “Amazon Effect”
(Churchill, 2017; Harrington, 2018). Although robotics is discussed in the future industry 4.0
applications; 16.5% of organisations are currently using robotics with an expectancy to grow
(Smith, 2018). With the forecasted projections of e-commerce sales, online fulfilment
organisations such as Amazon have invested in robots shown in Figure 15 (CSCMP, 2018).
Fulfilment robots can process orders twice the speed of humans, enabling organisations such
as Amazon to achieve customer demands (Smith, 2018). By acquiring Kiva robotics for
$775million, Amazon robots are able to operate 80,000 global machines (Pooler, 2017).
Figure 15: Amazon Fulfilment Robots, Source: (Smith, 2018)
Nevertheless, other retail organisations such as GAP are using automated robotic arms
(Figure 16) to sort orders by scanning and collecting items corresponding to an order (Smith,
2018). This makes the inventory management and logistics functions of the SC more efficient
as robots stop duplication, errors, damage from dropping and can work 24/7 (Smith, 2018;
Kaplan 2017).
Figure 16: GAP Order Fulfilment Robot, Source: (Smith, 2018)
In fact, conglomerate Alibaba 700 robots, are able to process 800million packages a day
which equates to £25billion worth of sales (Larence, 2018). The robots have reduced
fulfilments order lead time by 50% (Larence, 2018). Although, robots still need human
intervention; digitalising the inventory and fulfilment process can improve customer service
by 3% (Kaplan, 2017; Kaup, 2018). Therefore, technology such as robots within the retail
industry SC can reduce cost and fulfilment lead time, creating a competitive advantage.
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RFID
Additionally, Radio-frequent identification (RFID) is a popular SC application within the
retail industry as it provides visibility from manufacturing throughout the SC, warehouse and
up to the customer with the capability of 99.9% accuracy (Mathews, 2015; Material Handling
and Logistics, 2018). The RFID tag (Figure 17) is applied to items to track and provide
insight data on inventory (Mathews, 2015; Lopez, 2017a). Lopez (2017a) identifies that the
use of RFID can improve inventory management by improving replenishment capacity
through forecasting and has the potential to increase sales by 96%.
However, Walmart’s first investment in RFID tags on pallets and cases lead to a loss of
$3billion in sales due to out of stock items as inventory exceeded sales (Rosenblum, 2014;
Kaplan, 2018b). This was because the information provided by the RFID was not compatible
or useful (Kaplan, 2018). Kaplan (2018b) suggests that implementation infrastructure was a
barrier as software systems must be compatible with the RFID to succeed. Therefore,
efficient implementation of RFID into organisation software can lead to a reduction in no
stock, improve tracking detection for both the organisation and the customer which can
improve customer loyalty and profit within the retail industry (Material Handling and
Logistics, 2018).
Figure 17: RFID Example, Source: (Rosenblum, 2014)
4.3 Software example – In House Software
Retail organisations are competing within a competitive business environment where the time
a product takes to enter the market can be paramount for success (Zhou et al., 2018). As
organisations recognise the need to become “customer-centric”, the use of “big data” and
software can both enable greater customisation and shorten the time to the market
(Christopher and Ryals, 2014). Therefore, large organisations such as Adidas have developed
in-house software solutions.
Adidas innovative Speedfactory is a digitally enabled automated factory which rapidly
produces trainers tailored to the customer (Bain, 2018). The lab trailer identified in Figure 18
captures data by tracking athlete movements and bodies to design the shoes on an online
profile (Bain, 2018). Big data is a high variety, velocity and volume of information that
enable insight into the target market and support process automation and decision making
which improves customer service (Lopez, 2017; Ivanov, Dolgui and Sokolov, 2018). Adidas
Speedfactory enables the manufacturer to become closer to the customer markets. By
utilising big data alongside the 3D printer, Adidas has reduced manufacturing lead time from
3 months to 5 hours (Ivanov, Dolgui and Sokolov, 2018).
Figure 18: Adidas Lab Trainer, Source: (Bain, 2018)
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Nevertheless, SC does not stop once the delivery is made, return management is vital to
support end-to-end SC. Adidas identified that 50% of consumers will return items if delivery
isn’t within 24hours, therefore, by increasing the speed of manufacturing and delivery will
result in a decrease of returns and higher sales (Benton, 2017). As a result, Adidas is ranked
10th for the best SC in the Gartner European SC ranking (Green, 2018). Therefore, big data
analytics within the retail industry SC has improved 63% of organisations lead times and
59% of organisations SC efficiency (Figure 19) which was a result improved customer
service and demand fulfilment for 43%of organisations (Columbus, 2015).
Figure 19: Organisations use of big data analytics SC benefits, Source: (Columbus, 2015)
4.4 Conclusion
Retail giants like Amazon have disrupted the retail industry by reinventing the SC process of
product availability, delivery and customer service (Harrington, 2018). In particular logistics
and warehousing organisations are investing heavily in digital systems and software that can
fulfil orders by picking, packing and delivering (Kadivala, 2018). For example, the use of
robotics for automation with retail SC enables efficient shipment and storage in warehousing
which achieves customer expectations of cheap and quick delivery (Kadivala, 2018).
Moreover, big data retrieved from applications such as RFID can enable real-time forecasting
and inventory management (Qrunfleh and Tarafdar, 2014). In particular, big data is enabling
retail organisations to come closer to target markets, enhance decision making which in
return increases revenue and market share (Lopez, 2017; Ivanov, Dolgui and Sokolov, 2018).
Overall, technology has significantly impacted the retail sector, in particular, improving
warehousing and logistics efficiency. However, retail organisations are still needing human
intervention alongside digital applications. Therefore, the next chapter will discuss the impact
of industrial 4.0 on SC and the potential to digitalise the entire SC (Geissbauer, Vedso and
Schrauf, 2016).
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Chapter 5 Assess the potential impact of industry 4.0 on the retail industry
Supply Chain
5.1 Introduction
Industry 4.0 is a current buzzword, also known as the 4th industry revolution (Luthra and
Mangla, 2018). Industry 4.0 concept is described as the smart manufacturing network that
integrates industry goods and machines with no human control by digital technologies
identified in Figure 20 (Luthra and Mangla, 2018; Ivanov, Dolgui and Sokolov, 2018).
Figure 20: Industry 4.0 framework and contributing digital technologies,
Source: (Geissbauer, Vedso and Schrauf, 2016)
Geissbauer, Vedso and Schrauf (2016) identified that the digital technology developed within
the 4th revolution can reduce organisation costs by 3.6% due to shorter lead times and asset
utilisation which can save up to $421billion in 5 years in the retail industry. Figure 21
supports this as the use of industry 4.0 technology in an organisation is expected to increase
by 39% by 2020 providing organisations with a competitive advantage (Geissbauer, Vedso
and Schrauf, 2016). Therefore, although this report has discussed some industry 4.0
technology in the previous chapters; this chapter will assess the potential impact of industry
4.0 on the retail industry SC.
Figure 21: Respondents expecting to invest in industry 4.0 digital technologies by 2020,
Source: (Geissbauer, Vedso and Schrauf, 2016)
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5.2 Business Application - Drone
The e-commerce giant, Amazon, has invested in a floating warehouse using drones (Figure
22) for replenishment and deliveries as an airborne fulfilment centre (Banker, Cunnane and
Reiser, 2018). Amazons prime air drone delivery service promises to deliver within 30
minutes (Figure 23); with its first delivery only taking 13 minutes from click to deliver
(Amazon, 2018; Desjardins, 2018).
The traditional last mile delivery to the customer is usually the most inefficient and expensive
aspect of the SC (Doyle, 2018). In addition to the absence of a human pilot, drones can
deliver at a cost of $1 (Desjardins, 2018). As a result, in the reduction of costs, retail
organisations can potentially provide more competitive prices. Furthermore, the potential to
reach a larger customer base can improve organisation revenue. This is supported by Doyle
(2018) identifying the potential increase in US economic growth of up to $82 billion due to
the use of drones within the retail SC.
Figure 22: Amazon Prime Air Drone, Source: (Amazon, 2018)
Figure 23: Amazon Prime Air Delivery Option, Source: (Amazon, 2018)
Same day delivery is a powerful customer proposition but also an operational challenge
(Hausmann et al., 2014). Therefore, to enable same-day delivery an organisation must fulfil
real-time product visibility, fulfilment capacity, product availability and flexible last-mile
capability (Hausmann et al., 2014).
Nevertheless, Figure 24 highlights that consumers are not looking for instant delivery but in
fact, 70% of consumers are wanting the cheapest form of home delivery (Desjardins, 2018).
In addition, to the challenges that drone delivery is facing such as weather dependence,
country regulations and safety and privacy concerns; the impact of drone delivery will not
impact the retail industry SC for another couple of years (Tipping and Kauschke, 2016;
Williams, 2017). However, experts have suggested that retailers will turn to drones to use
within smart warehousing process of the SC (Williams, 2017).
Figure 24: Consumer choice of delivery option, Source: (Desjardins, 2018)
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5.3 Software example - Blockchain
Today’s retail consumers are demanding authentic visibility (Shah and Nama, 2017).
Therefore, organisations are increasingly investing in blockchain application (Figure 25)
within the SC as advanced tracking and tracing technology, improving visibility and record
keeping for both the consumer and the organisation (Ivanov, Dolgui and Sokolov, 2018).
Real-time information can be critical for retail organisations to coordinate and plan activities
to stay competitive and achieve customer demands (Ivanov, Dolgui and Sokolov, 2018)
Figure 25: Annual Investment in Blockchain Companies, Source: (Keyes, 2018)
For example, Carrefour is Europe’s largest retailer that utilises blockchain to trace and track
across the SC network, recording data on the system (Mullan, 2018). The IBM food trust
blockchain platform shown in Figure 26 provides information on places, distribution
channels, dates, farm buildings and treatment of animals which is accessible for customers by
scanning a QR code shown in Figure 27 (Mullan, 2018). In return, this will enhance customer
confidence and loyalty with the brand, driving profit (Harrington, 2018; Mullan, 2018).
Figure 26: IBM Food Trust Software, Source: (IBM, 2018)
Figure 27: Blockchain deployment along the retail SC, Source: (Shah and Nama, 2017)
Blockchain application is used alongside ERP systems to maintain the integrity of the data as
records cannot be altered and eliminates admin human errors (Material Handling Logistics,
2017; Harrington, 2018). Although blockchain can improve customer experience by
providing data to organisations to anticipate consumer needs, blockchain improves SC
operations by allowing organisations to ensure items are where they need to be, when they
need to be (Keyes, 2018). Nevertheless, blockchain application will only be efficient and
effective if the transactions are across different organisations and entities (Shah and Nama,
2017).
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Therefore, blockchain application will impact the retail sector SC as the increase in
complexity can be managed through transparency and collaboration between SC partners
(Carney, 2018). As a result, real-time data of the state and location of inventory is crucial in
retail, in particular, the retail organisations that provide luxury and perishable goods (Carney,
2018). However, it has been suggested by Carney (2018) that used alongside IoT can provide
greater impacts.
5.4 Conclusion
Overall, industry 4.0 technology is significant for a strategic end-to-end SC within the retail
industry (Schmaus, Dutzler and Schrauf, 2016). Schmaus, Dutzler and Schrauf (2016)
identify that integrating industry 4.0 technology with data analytics within the retail industry
provides real-time information, customer insight, and efficient SC operations. Therefore, with
customer expectations changing to demand fast, personal, seamless and transparent
transactions; retail organisations have turned to product transparency in tracking with
software applications such as blockchain and faster fulfilment with drones (Shmaus, Dutzler
and Schrauf, 2016).
Although organisations are using some of the industry 4.0 technology discussed in chapter 4,
the true impact of industry 4.0 technology will not be evident till 2019-2020 (Shmaus,
Dutzler and Schrauf, 2016). Nevertheless, once the technology applications and software are
integrated the retail industry SC will become agile, responsive and result in the reduction of
cost and inventory, providing a “single version of the truth” (Shmaus, Dutzler and Schrauf,
2016).
Page | 33
Chapter 6 Conclusion
The exponential growth of e-commerce has led to the development of e-business and
subsequently e-SC. However, the heart of e-commerce is driven by customers shaping their
shopping experience demanding low costs, transparency and customised services (Loeb,
2017; Henderson, 2018). Therefore, the upgrades of the front-end services have been
facilitated by the back-bone SC enhancements (Siebrecht, 2017).
The first industrial revolution was the groundwork, that improved labour intensive, supply-
driven SC based on cost saving and inventory management across the SC (Stevens and
Johnson, 2016; Luthra and Mangla, 2018). The second revolution of hard automation
integrated the SC functions for a lean, customer-centric SC (Luthra and Mangla, 2018).
However, the use of technology within industries SCs lead to the third revolution of flexible,
automated and agile SC within the retail industry (Stevens and Johnson, 2016). In particular,
the costly logistics process and warehousing efficiency (Luthra and Mangla, 2018). However,
human interaction was still needed. Therefore, the fourth industrial revolution is applying
emerging technology to integrate and connect industries for an automated, non-human
intervention retail SC process (Luthra and Mangla, 2018).
Overall, retail organisations are integrating digital applications and software into their SC
operations to gain full control of the SC process from the placing of a customer order to the
last mile delivery shown in Figure 28 (Hausmann et al., 2014). By doing so, if customers
decide to return an item, the organisation can process returns efficiently, by put the items
back on the shelves quickly and at minimum costs (Hausmann et al., 2014). Therefore, the
difference between organisations that succeed and thrive and those that fail are based on
whether they have a modern, agile and lean SC versus those who don’t (Siebrecht, 2017).
Figure 28: SC Order Fulfilment Process, Source: (Hausmann et al., 2014).
Page | 35
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