A few weeks ago I wrote about some omni-channel initiatives carried out in Brazil, which, even though they were practiced in isolation, signaled that the country was looking in this direction. Well then, an article published in the last issue of Technological Magazine indicated that one more practice will arrive here this year that begins: lockers, a technological evolution of the old mailboxes.
Also known as intelligent terminals, lockers are self-service equipment in which consumers can pick up purchases made online in a practical and safe way, in addition to being able to perform added services such as buying tickets and paying bills. These machines, which are already successful in countries like Poland, Lithuania and Germany, became even more famous with the incorporation of the service by the virtual retail giant Amazon.
The service known as amazon-locker it has existed since 2011 in the United States and is now present in 13 major cities across the country. Depending on the product purchased, the customer can request that the order be delivered to an Amazon locker of their choice. By selecting this option, he will receive a notification email when the product is available at the terminal, informing the locker's opening hours and the code he must insert into the machine to unlock the order. The customer has up to 3 business days to pick up his package, otherwise the product will be collected by Amazon and the amount paid will be refunded to the customer.
Figure 1 – Amazon Locker located in a convenience store in New York
Source: Wikipedia
So far, there is no such service in Brazil, but two companies have already mobilized to start operations in 2016 in the country: ThinPost and Inpost. The purpose of both is to rent the machines through flexible business packages for logistics operators, distributors, retailers and e-commerce companies that wish to have a physical presence in strategic locations in the city and with large circulation of people, such as malls, airports, bus stations, subway stations and convenience stores.
One of the main advantages of lockers is the convenience they offer to consumers who want to buy online but don't have people who stay at home to receive orders. In Brazil, the figure of the 24-hour doorman in buildings and condominiums is still very present, which reduces this problem. However, outside the country this is not so common. Proof of this is that in France, 60% of online purchases are picked up by customers in physical stores.
Furthermore, when we look at the omni-channel retail trend, smart terminals offer yet another huge benefit: through them, customers can return products they purchased online, but didn't like or got the wrong one. An interesting case in this regard is that of the English women's fashion retailer Asos, which attached a fitting room to the locker, allowing customers to try on the models the moment after receiving orders and instantly return the items they didn't like. This initiative allowed the company to reduce reverse logistics costs and also the time the product was unavailable for sale.
At a time when consumers are looking for increasingly complete services and a wider range of options to make their lives easier, the adoption of lockers can become a great differential for retailers in Brazil. In addition to ensuring greater customer satisfaction, lockers also help to optimize the distribution operation, as several deliveries that would previously be distributed to different places are now delivered at a single point. The advantages seem many, but will mailbox 2.0 really be successful here? It's wait and see!
References
GIURLANI, S. The reinvention of the mailbox. Tecnologística Magazine, São Paulo, Year XXI, n. 241, p. 52-54, Dec.2015/Jan. 2016
<https://www.vertexsmb.com/insights/amazon-locker-delivery-triggers-sales-tax/>
Fernanda Monteiro
More than 11 years of experience in training and consultancy projects, focusing on Logistics and Supply Chain. In consultancy, he carried out projects such as Transformational Logistics Plan, Diagnosis of logistics operations, Strategy and Calendarization of Transport Operations, Measuring the Cost of Serving, Market Study, Mapping of Inventory Reduction Opportunities, Review of the S&OP Process, Management Plan Training and Implementation of Commercial Processes in companies such as Nestlé, Raia Drogasil, Ipiranga, Lojas Americanas, B2W, Coca-Cola, Andina, Embraco, Martins Atacado, Loja do Mecânico, Santo Antônio Energia, Ecoporto and Silimed. She is currently one of the teachers of the Inventory Management Course taught every six months by ILOS. She worked on the development and management of Online Courses in Logistics and Supply Chain, Supply Processes, Demand Planning, Inventory Management and Industrial Management. Still in the training area, she was responsible for applying ILOS business games in companies such as Raia Drogasil, Fibria, NEC, Novartis and Moove.
