Supply Chain

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SPONSORED POST
When I read that Myer’s biggest store is now its warehouse, it made me think, ‘Are we at the tipping point’? 
Pressure is on supply chains to perform at speeds not seen before. Traffic demand on our aging city infrastructure means slower transits and higher costs.  But ‘time is the new currency’, and customers are demanding different services. 
Supply chains with relatively cheap warehouses on a city fringe struggle to meet the need. Designed to support ‘bricks and mortar’ shops, are they obsolete? It depends… 
A truly demand-driven supply chain needs to understand who the customer is and develop strategies to profitably serve them.  ‘Segmentation’ is required to match time, place and what customers are prepared to pay for. 
A mix and match network model may be required as a result, so that a ‘one size fits all’ strategy is not blindly adopted. While online is becoming a normalised and accepted form of retailing, the recent NAB Online Retail Sales Index highlights that on-line represents under 10 percent of all retail sales. 
In a true ‘omnichannel’ world, the customer can buy goods and services from many options. For the supply chain, there may be a requirement to service a fast paced ‘pull’ online world, a slower replenishment based model to stores and a ‘push’ supply chain that supports Christmas type events.
Processes that we once fit for purpose need to be refined, economies of scale where attainable should still be exploited and the right locations chosen to enable service at the right time. Finding the best location in a network model needs to contemplate how the inventory will flow, inbound and outbound transport costs, demographics of current and future customers, IT costs, operating costs plus what properties are available now and in the future.
Big Data to the Rescue?
Data is all around us. In the age of ‘Internet of Things’, sensors and data capture, there are massive amounts of data to be captured and purposed. The challenge is how to use it in a model that provides true insights to support supply chain decisions. Building models takes time and expertise. Loading and maintaining the data takes discipline. But fortunately when both come together, quick precise fact based decisions can be made. 
Savills is a leading global real estate service provider offering the full spectrum of services from strategic advice to managing assets and projects and transacting deals. 
Bob Quirk is the Director of Supply Chain, Industrial &amp; Logistics at Savills Australia. To learn more about Savills, visit <a href="http://www.savills.com.au/" target="_blank">savills.com.au</a>.
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Have we reached the supply chain tipping point?

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CBRE is launching a new supply chain consultancy service in the Pacific region and have hired a senior director to oversee the venture.
Christine Miller been appointed as a senior director in CBRE’s advisory and transaction services, industrial and logistics business.
Miller was most recently director, international supply chain and major infrastructure, for XAct Solutions and will be based out of CBRE’s Western Sydney office in Parramatta.
The firm claims that the appointment is a natural extension to CBRE’s global supply chain practice group, which has existing operations in the USA and Europe.
CBRE senior managing director Matt Haddon said the firm was delighted to have someone of Miller onboard.
“Adding a supply chain consulting capability to our existing market leading business further strengthens our platform and the services we can provide our industrial and logistics clients in the Pacific region,” Haddon said.
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CBRE launches new consultancy service for Pacific region

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GUEST OBSERVER
Australian companies can greatly boost their profitability by making industrial property decisions in strong consultation with supply chain and logistics directors.
There is a growing trend – and it seems to be happening with more urgency – that industrial property companies who’ve traditionally only done deals within their industry need to be made more aware of the growing influence and control of supply chain directors in making property-related decisions.
Within that space, a lot of automation and trends coming down from North America and Europe have the fundamental ability to disrupt how people go about planning their warehouses and distribution centres in Australia today.
By both driving costs and service, supply chains are also being used to add value to the customer experience. Automation allows companies to reduce warehouse footprints, lower head count and improve overall performance. 
Property is an enabler; it’s not a primary decision. So, we basically look at what the company wants to achieve in terms of the customer-service requirements and the competitive landscape. We then provide them with fact-based recommendations to assist their decision on the best infrastructure to support the company’s customer promise – at least cost.
In addition, Siecap regularly conducts studies for the property sector on site logistics implications. Key supply chain cost drivers which need to be taken into account include: site occupancy encompassing real estate, facilities and overheads; labour and handling; inbound freight; inventory and outbound freight and potential surrounding infrastructure changes which could influence these elements.
Companies which have factored logistics into their property decisions have enjoyed network operating cost reductions in the range of 10 to 16 per cent, as well as infrastructure cost reductions and logistics cost and service improvements.
David Irvine is chief executive officer of Brisbane project management and advisory firm Siecap and can be contacted <a href="https://www.siecap.com.au" target="_blank">here</a>.
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Supply Chain

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