Mar 19, 2021

How logistics companies can reboot the last mile

Supplychain
Logistics
capgemini
Automation
By Kees Jacobs, Vice President...
3 min
How logistics companies can reboot the last mile to meet delivery demands
Kees Jacobs, Vice President, Consumer Goods and Retail at Capgemini discusses the pressures on supply chain and how businesses can meet demands...

Getting last mile delivery right has long been a challenge for retailers. In 2019, 97% of retail organizations felt their last-mile delivery models were not sustainable for full-scale implementation across all locations. Despite increasing demand from customers, companies were struggling to make the last mile profitable and efficient.

For a moment, the pandemic made things easier. At the beginning of the crisis, consumer tolerance for longer deliveries increased; but, as extremely high delivery demand continues to be normal, customers will expect brands to contract their delivery times.

Retailers and logistics companies should still focus on innovation and aiming for one-day – if not same-day – deliveries in the near term. The pressure will soon resume to reduce their delivery times, while also striking a delicate balance between cost and sustainability.

Technology can play a huge role in optimizing the last mile. Here, I set out some of the critical solutions that retailers and logistics companies should consider to help improve their last mile delivery strategies.

Automate warehouse management

The massive increase in daily orders has created a challenge for warehouse management. This challenge was further exacerbated by much of the workforce being locked down in different regions and infection being a key concern. With warehouse and sorting also representing one-third of supply chain costs, there is a significant opportunity to reduce costs and improve safety through automation. Technologies such as robotics, Internet of Things (IoT) and AI can be deployed for end-to-end warehouse operations.

Automation can also lead to fewer errors, thereby lowering delivery costs further. For example, when items are mistakenly left out of an order, new packages have to be sent out to remedy the error. This pushes up costs while at the same time reducing customer satisfaction.

Shine a light on dark stores

Before COVID-19, less than one third of deliveries were fulfilled from dark stores – retail outposts with a store-like layout intended only to fulfil online orders. These tend to be found in urban locations and aim to meet the need for same day or next day delivery in metropolitan areas.

Dark stores are an underutilized resource for last mile deliveries – particularly in the COVID-19 age. These stores have been found to be up to 23% more cost effective than using a conventional store for same-day deliveries.

This is because dark stores have independent operations and are closer to the final delivery destination. Furthermore, fulfilment from a dark store eliminates disruption to in-store customers and is easier to enforce social distancing protocol. Capgemini analysis shows that if deliveries from dark stores increase by 50%, profit margins could grow by 7% as a result of lower delivery costs and higher delivery throughput compared to traditional stores.

Move deliveries away from the home

Another way to reduce delivery times is to encourage last mile deliveries to parcel lockers or using click-and-collect solutions, where multiple deliveries can be completed at a single location. These solutions also help to calm customer anxieties around hygiene, by reducing time spent in store and remaining relatively contactless.  

It is worth noting, however, that these technologies should not be deployed as standalone solutions to the last mile delivery challenge. Getting the most out of deliveries requires a holistic, data-driven approach. Retailers and logistics companies need to create end-to-end visibility in their supply chain. It needs to become a completely integrated ecosystem – one that is fully transparent to all the players involved, from the suppliers of materials and parts to the transporters of those supplies and finished goods, and, finally, to the customers demanding fulfilment.

By investing in their supply chain processes and exploring innovative delivery options, retailers and logistics companies can reduce delivery costs while providing better services. The result will not only be improved resilience and flexibility, but more customer loyalty in the long run.

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Jun 24, 2021

Kuehne+Nagel cuts carbon footprint by 70% for Honda China

Kuehne+Nagel
CarbonNeutral
supplychain
Logistics
2 min
Road-to-rail logistics solution will reduce carbon emissions at the automaker by 70%, stripping 16,000 tonnes of CO2 from its supply chain

Around 16,000 tonnes of CO2 has been cut from the supply chain of Honda's China-based manufacturing division through a road-to-rail transformation in partnership with logistics leader Kuehne+Nagel

The programme was developed through KN Sincero, the joint venture between Swiss headquartered Kuehne+Nagel and Chinese automotive logistics firm Sincero, established in 2018. 

KN Sincero worked with Honda China to develop an integrated solution to convert much of its domestic long-haul trucking to train lines, using regional hubs to improve supply chain performance and further reduce carbon emissions. The programme delivered consolidations as well as value-added services, including sorting, scanning, repackaging, GPS track and trace, and recyclable container management. 

"Kuehne+Nagel has always been a supply chain partner that we can rely on, to help us improve our supply chain performance whilst also achieving our environmental goals,” said Mr. Jiang Hui and Mr. Takuji Kitamura, Joint General Manager of Wuhan Dong Hon, the logistics affiliate of Dongfong Honda Automotive. 

After six months of shifting to the road-to-rail model, new supply chain reliability and efficiencies are expected to eradicate 16,000 tonnes of carbon emissions annually. The carbon savings represent an enormous 70% reduction in total. 

"Automotive is one of the most important sectors in contract logistics, particularly in China, the world’s largest automotive market,” added Gianfranco Sgro, member of the Management Board of Kuehne + Nagel International AG, responsible for Contract Logistics. “I am glad that Kuehne+Nagel and Honda share a common vision of service, innovation and sustainability.”

Kuehne+Nagel’s Net Zero Carbon programme 
 

Kuehne+Nagel announced its Net Zero Carbon programme in 2019 with a dual purpose to reduce CO2 output in its own logistics operations, as well as partnering with organisations to minimise their own impact on the planet. Kuehne+Nagel reached carbon neutrality globally in 2020 throughout its own, direct emissions, and is now focused on developing its capabilities to serve partners. 

Dr. Detlef Trefzger, Chief Executive Officer of Kuehne+Nagel International AG, said the programme is “a package of measures to fight CO2 emissions and provide sustainable and innovative supply chain solutions – hand in hand with our suppliers and customers”. 

As part of the initiative, Kuehne+Nagel established its own nature projects in Myanmar and New Zealand, and invested in ‘nature-based’ carbon dioxide compensation projects to strip harmful emissions from the environment. It is committed to being CO2 neutral for shipments in its network of transport suppliers by 2030. 
 

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