{"id":3616,"date":"2015-02-03T23:39:52","date_gmt":"2015-02-03T23:39:52","guid":{"rendered":"https:\/\/get3dsmart.com\/Stagingsite\/\/\/?p=3616"},"modified":"2017-07-04T15:28:19","modified_gmt":"2017-07-04T15:28:19","slug":"new-kinks-old-chain","status":"publish","type":"post","link":"https:\/\/get3dsmart.com\/Stagingsite\/2015\/02\/03\/new-kinks-old-chain\/","title":{"rendered":"New Kinks in an Old Chain"},"content":{"rendered":"<p><span style=\"font-weight: 400;\">Have you heard about the labor dispute that\u2019s been <\/span><a href=\"http:\/\/www.inc.com\/associated-press\/retailers-fret-as-products-languish-on-ships-docks-at-ports.html\"><span style=\"font-weight: 400;\">brewing<\/span><\/a><span style=\"font-weight: 400;\"> in Long Beach and other U.S. ports? Apparently, some longshoreman aren\u2019t happy making $147,000 per year&#8230;or that\u2019s <\/span><b><i>spin<\/i><\/b><span style=\"font-weight: 400;\"> from the Pacific Maritime Association. According to The International Longshore and Warehouse Union, the average dock worker <\/span><b><i>only<\/i><\/b><span style=\"font-weight: 400;\"> makes $26 &#8211; $36 per hour and some percentage don\u2019t work full time.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">I\u2019m not taking sides in the dispute. Shippers can only afford so much. Dock workers do a dangerous and difficult job. To resolve the problem, they\u2019ll probably both make concessions and punt the ball down the field. But, that\u2019s short-term and doesn\u2019t solve the issue. This isn\u2019t the first time these two parties have clashed and it won\u2019t be the last.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">For retailers and their stakeholders &#8211; customers, suppliers, employees, and investors, it\u2019s relevant and all too real. Due to the dispute, gridlock at the 29 west coast ports has a significant amount of product sitting on ships that should be arriving at stores right about now.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Also in the news, a global retailer recently said it would dramatically reduce the number of products it carries. Tesco <\/span><a href=\"http:\/\/www.theguardian.com\/business\/2015\/jan\/30\/tesco-cuts-range-products\"><span style=\"font-weight: 400;\">announced<\/span><\/a><span style=\"font-weight: 400;\"> that it would cut the number of stock keeping units (SKUs) in its stores by 30%. They currently stock about 90,000 products, so somewhere north of 25,000 brands could soon be receiving a \u201cDear John\u201d letter.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Apparently, too much choice is a bad thing. The average consumer only buys 400 products per year and only has about 40 products that regularly end up on their weekly shopping list. Tesco carries over 200 brands of air fresheners and 28 brands of ketchup. Their competition carries only a few, and as a result enjoys lower supply chain cost. Redundant inventory at hundreds or thousands of locations is just too expensive.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Maybe it also signals a change in consumer behavior? Do shoppers really care about brand names anymore? A brand used to signify quality, but according to a recent <\/span><a href=\"http:\/\/qz.com\/339092\/the-reasons-shoppers-dont-care-about-brand-names\/\"><span style=\"font-weight: 400;\">article<\/span><\/a><span style=\"font-weight: 400;\"> by Itamar Simonson, a marketing professor at the Stanford University Graduate School of Business, consumers are now using other tools. According to Simonson, \u201cPeople today can easily and quickly access a lot more information that they used to. That fundamentally changes how people make decisions&#8230;if you can access better information about a product\u2019s quality, perhaps you\u2019re less likely to rely on imprecise proxies like brand names, price, and where a product is made.\u201d<\/span><\/p>\n<p><span style=\"font-weight: 400;\">While each of these recent articles discusses a different topic, I can\u2019t help but feel as though the stories are all interconnected. Retailers are having trouble getting product to their stores and they\u2019re questioning which products are relevant. They\u2019re also faced with changing consumer behavior and that has some even rethinking the value of a brand.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">In a piece I wrote a while back about how <\/span><a href=\"http:\/\/blog.3dlt.com\/2013\/09\/05\/3d-printing-in-the-automotive-aftermarket\/\"><span style=\"font-weight: 400;\">auto parts stores<\/span><\/a><span style=\"font-weight: 400;\"> could leverage 3D printing, I devoted a considerable chunk to the supply chain. Back then, I made the argument that a company like Advance Auto Parts could save $17 million per year by converting just 140 of their products from mass production to digital manufacturing via 3D printing. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">Today, I\u2019d say the savings opportunity is much bigger. If they could convert 3% of their 500,000 SKUs, they\u2019d potentially save $72 million per year in supply chain costs. And unlike Tesco\u2019s slash-and-burn solution, those products would still be available to consumers.<\/span><\/p>\n<p><b>3D Printing Bridges the Gap<\/b><\/p>\n<p><span style=\"font-weight: 400;\">People frequently ask me if I think 3D printing will replace mass manufacturing. I say no, they\u2019ll coexist. Think of the product lifecycle like a bell curve:<\/span><\/p>\n<p><span style=\"font-weight: 400;\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-3510\" src=\"https:\/\/get3dsmart.com\/Stagingsite\/\/\/wp-content\/uploads\/2017\/07\/Slide07.jpg\" alt=\"\" width=\"720\" height=\"540\" srcset=\"https:\/\/get3dsmart.com\/Stagingsite\/wp-content\/uploads\/2017\/07\/Slide07.jpg 720w, https:\/\/get3dsmart.com\/Stagingsite\/wp-content\/uploads\/2017\/07\/Slide07-300x225.jpg 300w, https:\/\/get3dsmart.com\/Stagingsite\/wp-content\/uploads\/2017\/07\/Slide07-500x375.jpg 500w\" sizes=\"auto, (max-width: 720px) 100vw, 720px\" \/><\/span><\/p>\n<p><span style=\"font-weight: 400;\">3D printing (or any digital manufacturing technology, for that matter) makes sense at the beginning and end, when demand is unknown. At the front end, when a brand or inventor is trying to get their product to market, there is significant cost. Digital mitigates the risk for both the retailer and supplier.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Then as demand builds, there is a middle opportunity to pre-print product, professionally package it, and allow it to compete on shelf. This gives the retailer and supplier real data they can use to make a decision about whether or not to stock the mass produced version, and where.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">At the end of the lifecycle, when there is still some demand, but not enough to justify ongoing production, its back to digital.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">For any given product, there is a clear \u201cbreakeven\u201d between digital and mass. On a smartphone case that might be 500 units. On a tire stem cap, it might be 5,000. There are many variables that can have an impact. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">If history is any kind of guide, the breakeven is likely to grow over time. As speed and quality improve and cost decreases, digital technologies can have an impact later in the curve.<\/span><\/p>\n<p><b>Investment Now, Gratification Later<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Consider this. The average company in retail probably spends 10% of revenue managing their supply chain. Even the best spend 4 or 5%. For a $50 billion retailer like Lowe\u2019s, that\u2019s somewhere between $2 &#8211; $5 billion annually. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">If you applied Google\u2019s <\/span><a href=\"http:\/\/www.forbes.com\/sites\/quentinhardy\/2011\/07\/16\/googles-innovation-and-everyones\/\"><span style=\"font-weight: 400;\">70\/20\/10<\/span><\/a><span style=\"font-weight: 400;\"> model, where 70% of resources are spent on core, 20% on things that are related to core, and 10% on blue sky projects, where would digital manufacturing fit? If 3D printing could impact 3% of your transactions in the near term, and 20% or more in the long term, what kind of investment would you make? I know it\u2019s simple math, but 20% of $5 billion is a <\/span><b><i>billion dollars in savings<\/i><\/b><span style=\"font-weight: 400;\">, annually!<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Note that I am not suggesting retailers <\/span><b><i>start<\/i><\/b><span style=\"font-weight: 400;\"> by manufacturing 3D printed products in-store. First they have to become acquainted with the process and deeply consider the many implications. In my experience, the best way to do that is to go through the process of listing and selling products online. It can easily take months to accomplish this &#8211; there are a lot of hoops to jump through!<\/span><\/p>\n<p><b>Time is Not a Friend<\/b><\/p>\n<p><span style=\"font-weight: 400;\">Here\u2019s the problem though. In retail, it&#8217;s all about speed-to-market. It is very difficult to catch up. eCommerce and mobile are two examples. If you were delayed there, you had to pay significantly to catch up. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">If you start tomorrow and it takes a year to \u201cfigure 3D printing out,\u201d you\u2019re already behind. <\/span><b><i>Way<\/i><\/b><span style=\"font-weight: 400;\"> behind. We launched our beta with Amazon nearly a year ago. Since then, we\u2019ve helped Walmart, Rakuten, Sears and others begin their process.<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The problem is compounded. The <\/span><a href=\"http:\/\/www.forbes.com\/sites\/stevenkotler\/2015\/02\/06\/the-acceleration-of-acceleration-how-the-future-is-arriving-far-faster-than-expected\/2\/\"><span style=\"font-weight: 400;\">pace of innovation<\/span><\/a><span style=\"font-weight: 400;\"> is so fast today, that even a year behind might be too much.<\/span><\/p>\n<p><b>Retail Unchained<\/b><\/p>\n<p><span style=\"font-weight: 400;\">When you consider the problems outlined above, you\u2019re probably thinking, \u201cthere has to be a better way.\u201d \u00a0Maybe we can solve it with software? After all, \u201csoftware eats the world,\u201d right? <\/span><\/p>\n<p><span style=\"font-weight: 400;\">You\u2019re not alone in your thinking. Many have had the same idea and an $8.9 billion <\/span><a href=\"http:\/\/www.gartner.com\/newsroom\/id\/2735618\"><span style=\"font-weight: 400;\">business<\/span><\/a><span style=\"font-weight: 400;\"> has developed around supply chain management. But, no matter how good the software, it can only go so far. You still have to move boxes around. <\/span><\/p>\n<p><span style=\"font-weight: 400;\">Remember the old GI Joe TV show? In it, at the end of every show, they would do a public service announcement and end it with, \u201c&#8230;and knowing is half the battle.\u201d Here\u2019s my PSA:<\/span><\/p>\n<p><span style=\"font-weight: 400;\">Historically, it has been proven time-and-time-again that it\u2019s better to push bits than atoms.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Have you heard about the labor dispute that\u2019s been brewing in Long Beach and other U.S. ports? Apparently, some longshoreman aren\u2019t happy making $147,000 per year&#8230;or that\u2019s spin from the Pacific Maritime Association. According to The International Longshore and Warehouse Union, the average dock worker only makes $26 &#8211; $36 per hour and some percentage<a class=\"article-read-more\" href=\"https:\/\/get3dsmart.com\/Stagingsite\/2015\/02\/03\/new-kinks-old-chain\/\"><i class=\"flownewsicon fa-angle-double-right\"><\/i><\/a><\/p>\n","protected":false},"author":1,"featured_media":3617,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[61,25],"tags":[],"class_list":["post-3616","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-3dp","category-retail"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.9 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>New Kinks in an Old Chain | Get3DSmart<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/get3dsmart.com\/Stagingsite\/2015\/02\/03\/new-kinks-old-chain\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"New Kinks in an Old Chain | Get3DSmart\" \/>\n<meta property=\"og:description\" content=\"Have you heard about the labor dispute that\u2019s been brewing in Long Beach and other U.S. ports? 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