French brand specializing in the sale of sneakers, Courir invoiced 515 million euros in 2021 and sold no less than six million shoes in France in this period. Volumes that necessarily go through return flows, either internally, in its network of 312 stores in Europe, or in its e-commerce activity, which already represents 18% of the brand’s sales. Juggling between these two channels is, therefore, complex, in an organization that is now built under the prism of the omnichannel: “ Returns are a very important issue for a brand like ours, but here they are particularly difficult, because we can sell through one channel and then return them through another. Luckily, thanks to our tools, our partners and our teams, it’s something we do well.”explains Yves Simon de Kergunic, director of IT and supply chain at Courir.
Store returns for multiple destinations
On the side of the Courir stores, the management of returns is built in waves, throughout the seasons. At the end of them, large campaigns are launched, in order to release the store’s stock to accommodate other products. These returns can have several possible destinations: some return to the central warehouse in Montierchaume (36) and are stored there, for direct sale on the e-commerce site Courir. Others will be sent to Courir’s outlet (markdown) stores, which are four in France. Finally, in some cases, these returns are negotiated directly with the suppliers to whom these products are returned. To allow the management of these different flows and avoid sorting references (many models of shoes, with different sizes) upon arrival at the warehouse, store employees are responsible for pre-sorting the products before they are returned. For this, Courir schedules the returns, with groups of around fifty references. The first products that are returned from stores are primarily those that can be quickly put back on sale (by retailers or as part of supplier returns). While some specific stores may directly supply Courir stores (mark-down stores), the vast majority repatriate them to the Montierchaume warehouse. On site, teams from your service provider ID Logistics carry out a second phase of sorting the products, in order to reconstitute unique reference packaging. 🇧🇷 This way of slicing returns facilitates warehouse processing sums up Yves Simon de Kergunic. Then, as outlets sell, they are gradually restocked with returns from subsequent stores.
But Courir must also manage the returns of its e-commerce orders. And for that, the brand once again counts on its omnichannel organization and its wide network of stores in Europe. 🇧🇷 Many of our eCommerce returns are processed directly at the store, where consumers return their purchases. This is the strong point of the omnichannel, with the possibility of offering service later in the store: testing another size if the size is not suitable, or even trying out other models that may fit after an e-commerce purchase, which did not convince. The store opens perspectives, so that the customer is satisfied. It’s a very virtuous system “, details Yves Simon de Kergunic. These functionalities are managed with dedicated in-store tools, powered by the Cegid Retail Y2 solution, and the on-site employee experience allows for easy returns processing. While relatively few e-commerce return flows arrive directly at the Montierchaume warehouse, those few orders are fulfilled by ID Logistics teams. 🇧🇷 Our teams receive a roll daily to be processed with a variable number of pieces, and process it before returning it to stock. We manage verification and quality control, in direct contact with the Courir teams. Once in stock and if your state allows it, these products will be available for sale on e-commerce again. says Thierry Guillet, director of the Montierchaume site at ID Logistics. And if the mass of returns can be a real problem for certain clothing sectors, Courir does not need to go through systematic referrals from customers who order five pieces to keep just one. With an average basket of 1.8 products per order, the brand’s French e-commerce clientele is relatively reasonable in the subject, which explains these return flows that are not very restrictive for the brand’s logistics organization.