Shoppers want to understand what they are considering to purchase. Having proper photographs and informative product descriptions that are as detailed as possible will greatly reduce the number of returns. I addressed this in “How to Manage Product Catalog Data” — the key is to use a heavy curation and standardization process. It’s critical that retailers and suppliers work together to get the best, most complete, and accurate virtual representation of these physical products as possible.
Managing Inventory Visibility tells you where the item is, how many there are, and what it costs you as the reseller. Orders are where everything comes together, when a consumer has purchased a product that a retailer was selling virtually. The retailer must send that order and fulfillment information to the supplier, who will ship to the consumer.
For retailers, being able to offer products for sale that they do not have to purchase or physically handle can seem like nirvana. For suppliers, having their products less limited by resellers as they put it in front of consumers is as close to utopia as it gets.
Once you have a virtual product assortment determined — remember, curation is the key — from some number of suppliers, inventory visibility is where drop shipping success will be made or broken. You can’t have many instances where you sell something to a consumer that doesn’t exist and can’t be fulfilled by your supply partners before you have big problems.
In short, the world is continuing to align to the consumer, and that is driving new integrated partnerships, omnichannel experiences such as BOPIS and SFS, and better technologies for seeing and selling all the inventory in a retailer’s ecosystem, whenever and wherever the consumer needs it.
One of the most significant trends in the ecommerce supply chain over the last decade has been the shift toward drop shipping and third party distributed inventory. A lot has changed since 2003. With such clear advantages, retailers and suppliers are being compelled to adopt drop shipping to be competitive with product selection, product penetration, and omnichannel. As we saw in last week’s post, those who fail to overcome the challenges associated with drop shipping and a more virtual supply chain will face far more severe disadvantages as ecommerce and omnichannel inevitably take up a larger percentage of retail.
In a 2018 benchmark study IHL takes a deep dive into the relationship between ecommerce, omnichannel, and out of stocks in brick and mortar stores. Their main conclusion is that out of stocks are a huge issue that retailers have yet to address, costing the industry $984B per year worldwide. And this situation is only getting worse. As more retailers implement omnichannel strategies such as SFS and BOPIS, store inventories and resources are growing more and more strained.
In Enterprise Drop Shipping Part 1, I discussed how important drop shipping is for brick and mortar stores to be able to compete with online retailers. In Part 2: The Basics, I provided a definition of drop shipping, explored some of the hype surrounding it, and defined its major challenges. In Part 3: Suppliers vs Retailers, I addressed how drop shipping alters the traditional relationships between suppliers and retailers.
In this post, I’ll outline several important strategies for enterprise-level drop shipping operations to achieve success. I’ll start by highlighting one of my favorite drop shipping all-star retailers: Wayfair.
In-house solutions can incur a lot of overhead to build and maintain, meaning costs can quickly skyrocket past any potential savings. Additionally, homegrown systems often aren’t as agile as partner solutions and can soon grow out of date without large, continual investment. Finally, since such solutions are customized for the retailer that builds them, trading partners incur significant overhead to make their own systems compatible.
Without robust omnichannel programs, retailers have less assortment, sell less of their inventory, and offer much less customer choice. All of which translates into lower growth and revenue. And yet building a scalable omnichannel program is a labyrinth of financial, technical, and multi-team challenges that can quickly turn into a money-pit with little or no growth to show for it.