Voor het derde jaar op rij zal de TL Hub Business Game de kennis testen van de Belgische studenten Logistiek, Transport en/of Supply Chain. De Business Game 2017 zal door Decathlon worden voorgesteld en de focus zal liggen op e-commerce. 
De vorige edities werden georganiseerd in samenwerking met Coca-Cola Enterprises (2015) en H.Essers (2016). Elk jaar nemen meer dan 400 studenten (hogescholen en universiteiten) deel, maar slechts 5 teams worden geselecteerd voor de verdediging van hun "case". Tijdens het finale event wordt het beste team uitgekozen door een jury van experten. (journalisten, TL Hub, verantwoordelijken van partnerbedrijven, HR etc ...). 
De TL Hub Business Game van 2015 (Coca-Cola) werd gewonnen door een team van de VUB en die van 2016 (H.Essers) door een team van HELHa.

Voor zijn nieuw distributiecentrum, in Willebroek, is Decathlon bezig met de opening van één de meest moderne en geautomatiseerde magazijnen in Europa. Als onderdeel van deze verhuizing en online sales strategie, bood Decathlon ons de volgende case (in het Engels) aan. Deze zal dienen voor de editie van dit jaar (eind december).

(Als u een universiteit of middelbare school bent en u wilt aansluiten aan het project; [email protected])

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Introduction and general case studies:

When we speak about processes at Decathlon, these are:

• Range organised by usage.
• Exclusive and quality products.
• Available products.
• Low cost for low prices.

Decathlon vision; We reduce prices and remove unnecessary costs for the users. ‘Simple, mass market and quality’.

Distribution strategy; through hypermarkets. Near highway exits and shopping markets

Case study: E-commerce

Current situation:

What is an E-commerce return?

There are two scenarios

1. Internal returns: Picking errors or picking delays
2. External returns: returns from the customer for several reasons (doesn’t meet the expectations, quality problem, wrong home address, order unclaimed, … )

Nowadays, the amount of internal returns highly exceeds the amount of external returns in the warehouse. It is important to highlight the fact the client pays the moment he confirms his order online. In this respect he has already paid for the items he wants to return. The refunding will take place after the return has been treated in the E-commerce department.

How do we treat an E-commerce return?

From the client to the warehouse:

When the customer is not satisfied with his order he can fill out a sheet of paper available within the box. He has to return the items to the delivery point where it will be shipped afterwards to our warehouse.

We have different transport partners The truck with the E-commerce returns comes every day at 9am to our warehouse. On the other hand, another transport partner treats heavy and/or big items and comes only once a week (on Wednesday).

Within the E-commerce department:

• Some orders are high priority. However, within the picking zone it’s not possible to perceive which order has the priority on another
• In case of no-stock picking within the CAR the missing items will be directly delivered from the CAC (Centre d’Approvisionnement Continental / Continental Distribution Centre) to our warehouse (CAR) (Centre d’Approvisionnement Régional / Local Distribution Centre) to make sure the entire order will be delivered to the client.

More details will follow

Question

In view of the current situation in terms of E-commerce returns which processes or sub-processes do you think could be optimized. Map out the current process based on the information we provided. Add or remove steps where needed. Re-design and optimize the return process and the overall organization of the return process.

CSR

Return of items with quality issues

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