The sentiments expressed by many during Retail Week’s Supply Chain Summit that took place earlier this month in London showed that there is more supply chain executives can do for retail businesses than simply cut costs.

The sentiments expressed by many during Retail Week’s Supply Chain Summit that took place earlier this month in London showed that there is more supply chain executives can do for retail businesses than simply cut costs.

The past 18 months have been tough, and the profile of the supply chain within retail organisations has risen as a result, mainly because it was the one area where costs could be attacked without seeming to have any direct impact on end customers.

But at the summit, speakers - including Halfords chief executive David Wild - showed that ensuring cost-efficient supply chains is business as usual. Where he hopes to make a real difference is to use the supply chain to provide excellent service and unique products to customers, creating competitive advantage.
This supplement also highlights how cost efficiencies can be achieved at the same time as providing a better customer experience.

In the case of single stock pools, the argument goes that holding stock for all your channels together, but using systems to ensure that each channel receives optimal allocation and replenishment, not only reduces total inventory but should please customers by maximising availability.

And the feature on local sourcing shows how simple initiatives to work with smaller local suppliers can be managed even within the largest supply chains - such as Asda’s - in a cost-effective manner. Again there is an upside for both the retailer and the customer, as retailers are seen by their customers to be reacting to local demand.

As retailers begin to think more about growth once again, supply chain executives have a chance to retain the more integral role that the recession created for them.