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Distribution, Retail & E-commerce: improving performance
The Retail, Distribution, and E-commerce sector is facing profound transformation driven by changing consumer behaviors, omnichannel acceleration, rising logistics costs, and growing ESG requirements.
KEPLER supports Retail, Distribution, and E-commerce players in improving their operational, commercial, and supply chain performance.
KEPLER supports Retail, Distribution, and E-commerce players in improving their operational, commercial, and supply chain performance.
Turning your challenges into measurable results
- Customer expectations are evolving rapidly.
- Competitive pressure is increasing on pricing, product offering and customer experience.
- Product assortments are losing clarity and performance.
- Procurement, logistics and operational costs reduce competitiveness.
- Retailers struggle to maintain profitability while remaining attractive.
- Targeted assessment: analysis of offer strategy, associated procurement competitiveness, supply chain costs, in-store distribution costs and operational field efficiency.
- Prioritized strategy: definition of an offer and competitiveness strategy aligned with market expectations, customer needs and profitability objectives.
- Operational deployment: optimization plans for offer strategy and procurement, redesign of distribution schemes and supply chain optimization, definition or redesign of commercial and operational performance improvement plans in stores (lean distribution).
- Key expertise:
- Category strategy optimization
- Assortment redesign
- Private label performance enhancement
- Sourcing and supplier negotiation performance
- Category management operating models with shared KPIs (sales, margin, inventory, GMROI)
- Technology & AI: analytics, performance steering and decision-support tools.
- People & Change: support for procurement, category management and operations teams.
- Measured results: improved competitiveness, optimized profitability and stronger commercial performance.
When your offer is no longer competitive enough in the market
- Market consolidation increases competitive pressure.
- Large players benefit from stronger purchasing power.
- Retailers seek to improve procurement profitability and price competitiveness.
- Potential synergies between players remain underexploited.
- Alliance models require organizational and operational transformation.
- Targeted assessment: opportunity studies for partnerships, procurement alliances and potential synergies.
- Prioritized strategy: definition of alliance models and procurement value creation levers.
- Operational deployment: support for the operational and organizational implementation of procurement alliances.
- Key expertise:
- M&A and procurement alliances
- Procurement blackbox analysis
- Volume pooling and negotiation optimization
- Structuring of shared operating models
- Technology & AI: procurement performance monitoring and synergy tracking tools.
- People & Change: support for organizations during alliance-related transformations.
- Measured results: improved procurement profitability, stronger negotiation power and increased competitiveness.
When retailers seek to strengthen their position against major competitors
- Stock shortages and overstock situations are increasing.
- Forecasts remain difficult to stabilize.
- Demand fluctuations disrupt operations.
- Inventory levels negatively impact cash flow and product availability.
- Flows become increasingly complex to manage.
- Targeted assessment: analysis of flows, inventory and forecasting mechanisms.
- Prioritized strategy: definition of a target supply chain master plan aligned with business plan objectives, customer promise and profitability targets.
- Operational deployment: optimization of replenishment, forecasting and product availability, transportation cost optimization, logistics network optimization and GMROI-based optimization.
- Technology & AI: forecasting, analytics and supply chain steering tools.
- People & Change: support for supply chain and operations teams.
- Measured results: reduced shortages, optimized inventory, lower logistics costs and improved working capital performance.
When inventory and flows no longer match demand
- Field processes become difficult to standardize.
- Performance varies significantly between stores and teams.
- Operations lack fluidity and visibility.
- Operational costs continue to rise.
- Customer satisfaction is no longer meeting expectations.
- Targeted assessment: analysis of field operations, lean diagnostics and identification of losses and non-value-added activities.
- Prioritized strategy: definition of a more efficient, standardized and customer-oriented store operating model.
- Operational deployment: optimization of field processes, improvement of operational routines and network performance steering.
- Technology & AI: operational steering tools and in-store analytics.
- People & Change: support for managers and operational teams.
- Measured results: improved productivity, enhanced customer satisfaction and stronger operational performance.
When store operations lose efficiency
- Digital projects multiply without consistently delivering measurable results.
- Tools remain fragmented.
- AI and data usages struggle to scale industrially.
- Technology investments lack measurable ROI.
- Organizations struggle to transform usages into operational value.
- Targeted assessment: evaluation of digital, data and AI maturity.
- Prioritized strategy: definition of a digital roadmap aligned with business priorities.
- Operational deployment: support for digital transformation and automation initiatives.
- Technology & AI: AI, analytics, automation and performance management solutions.
- People & Change: support for adoption of new ways of working.
- Measured results: improved operational performance and sustainable value creation.
When digital transformation struggles to create value
Contact our Distribution, Retail & e-Commerce experts
Contact our Distribution, Retail & e-Commerce experts