Augustin Kroell & Aurélien Pinchard
Milena Janjevic, Matthias Winkenbach, Characterizing urban last-mile distribution strategies in mature andemerging e-commerce markets Transportation Research Part A 133 (2020) 164–196
Introduction :
Les défis qui concernent la livraison du dernier kilomètre en milieu urbain sont de plus en plus importants sur les marchés émergents. Le développement d’économies se caractérise par des taux d’urbanisation élevés, ce qui entraîne l’émergence de villes particulièrement grandes et densément peuplées.
En raison de la croissance rapide de ces villes et de l’augmentation des niveaux de revenus, le développement d’infrastructures adéquates et la planification des transports ne peut pas suivre la forte augmentation du nombre de véhicules (Kin et al., 2017 ; Kutzbach, 2010). En raison des caractéristiques topologiques et de la qualité globale de l’infrastructure routière, certaines voies ne donnent pas l’accès aux grands véhicules commerciaux ou même aux voitures (Blanco et Fransoo, 2013).
Afin de répondre aux défis du commerce électronique urbain du dernier kilomètre, les entreprises doivent rechercher des modèles de distribution performants dans de multiples dimensions, telles que la rentabilité, la satisfaction du client et la durabilité.
Dans cet article, Milena Janjevic, Matthias Winkenbach abordent les questions suivantes : Quelles sont les variables qui caractérisent le commerce électronique urbain du dernier kilomètre ? Quelles interrelations peuvent être observées entre ces variables dans les pratiques actuelles du secteur ? Quels éléments du contexte local influencent le choix d’une stratégie de distribution du commerce électronique dans les zones urbaines du dernier kilomètre ?
Mots clés : commerce électronique, zones urbaines du dernier kilomètre, stratégies de distribution, structure logistique
Développement :
Les préférences des clients locaux ont une incidence sur les possibilités d’échange de produits. Par exemple, la livraison en points relais est une option préférée par 13 % des consommateurs en France contre seulement 4 % des consommateurs aux États-Unis (UPS, 2015b, 2015c).
Les préférences des clients locaux ont également une incidence sur les délais de livraison. Les consommateurs sont prêts à attendre 4 jours en moyenne pour la livraison en Asie et 8 jours pour une livraison au Brésil (UPS, 2015c). Au Japon, les consommateurs sur internet sont très sensibles au facteur temps, ce qui a poussé à offrir des services de livraison le jour même dès 2009 (Akimoto, 2009 ; Hayashi et al., 2014 ; UPS, 2015d). Enfin, comme indiqué par Gevaers et al. (2011), les sensibilités environnementales des clients peuvent avoir un impact sur les stratégies de distribution. Par exemple, les clients demandent de plus en plus aux prestataires logistiques de réduire leurs émissions de carbone, même s’ils ne sont pas toujours prêts à payer plus ou attendre plus longtemps pour leurs biens en échange d’un service plus écologique (Gevaers et al., 2011).
La structure du marché de la logistique locale influence le choix des modèles de gouvernance pour les nœuds d’approvisionnement, les nœuds de transbordement et les opérations de transport. Les marchés matures sont généralement caractérisés par un marché postal et des colis développé. Dans un tel contexte, les détaillants en ligne sont plus susceptibles d’externaliser les fonctions logistiques (Rao et al., 2009). Par exemple, au Japon, trois opérateurs de colis et de services postaux (Yamato Transport, Sagawa Express, Japan Post) s’occupent de 92,5 % de l’ensemble des livraisons (Yano et Saito, 2016). Le marché français de la logistique est très défragmenté. Les marchés émergents sont souvent caractérisés par une mauvaise qualité des services postaux, bien que les situations varient selon les pays et les régions. L’indice intégré pour le développement postal (2IPD) publié par l’Union postale universelle (2018) peut être utilisé pour illustrer ceci. Les pays dont les marchés sont matures ont généralement de bons résultats (par exemple, le Japon a un score de 91,6, l’Allemagne de 91,3 et les États-Unis de 91,3). ), alors que les pays des marchés émergents sont généralement moins performants (par exemple, le Brésil avec un score de 54,0, le Nigeria 50,9, le Kenya
33,7, Arabie Saoudite 39,7). Il convient toutefois de noter que les services postaux chinois et indiens obtiennent d’assez bons résultats, avec des scores de 69,5 et 66,1 respectivement. En outre, dans les pays émergents, les détaillants en ligne sont souvent confrontés à un marché logistique sous-développé. Par exemple, dans ces pays, une grande partie des marchandises est généralement acheminée par transport pour compte propre, c’est-à-dire par l’expéditeur.
Les entreprises de commerce électronique qui entrent sur ces marchés sont donc souvent obligés de développer leur propre réseau de distribution ou d’investir dans des acteurs du marché existants, comme l’illustrent les exemples de Alibaba, JingDong, Konga, Jumia, Flipkart et Souq.com. D’autres détaillants en ligne développent leur réseau de distribution en acquérant d’autres entreprises. Par exemple, B2W au Brésil a développé son réseau de distribution au fil du temps en acquérant des sociétés de distribution (par exemple, Direct services de colis et Click-Rodo) et a créé B2W Fullfilment. Les détaillants en ligne qui développent des capacités logistiques internes dans les pays émergents proposent souvent des services à d’autres entreprises, ce qui leur permet d’augmenter le volume global qu’elles traitent et de réaliser des économies d’échelles (Hayashi et al., 2014). Par exemple, la branche logistique de Konga offre un ensemble complet de services de logistique et de gestion de la chaîne d’approvisionnement (In, 2016). De même, Ekart, la branche logistique de Flipkart, dessert même des détaillants en ligne rivaux (par exemple, Paytm, Jabong et ShopClues).
Conclusion :
Ce document présente un cadre intégré permettant de caractériser et de comparer les stratégies de distribution du commerce électronique dans les zones urbaines du dernier kilomètre pour à la fois sur les marchés développés et émergents. Une analyse bibliographique exhaustive et une analyse complémentaire d’études de cas révèlent divers dispositifs opérationnels employés par les détaillants en ligne et les autres entreprises de distribution du commerce électronique dans le monde. Ainsi, le choix entre les vélos-cargo et les camionnettes comme le type de véhicule de livraison doit tenir compte de l’emplacement des installations logistiques, du délai de livraison requis, de l’accessibilité du service la disponibilité des infrastructures de stationnement, la densité des commandes, le coût de la main-d’œuvre et les préférences des consommateurs locaux.
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