5 Online Shopping Facts: Leveraging 3PL for Support

A great 3PL partnership is easy to talk about when everything is going according to plan. Orders are shipping, inventory is moving, customers are happy, and everyone can comfortably use words like collaboration and partnership. The more revealing moments tend to come later. What happens when a business becomes more complex? When new sales channels emerge, seasonal inventory arrives while last season's products are still moving out, customization becomes more ambitious, or an unexpected problem lands on everyone's desk? For SCOUT Bags , those questions are particularly relevant. The 22 year old, family owned brand has built its business around colorful, durable bags and accessories designed to combine function and fashion. Its products move through several channels, including direct to consumer, Amazon, more than 1,500 retailers, key accounts, and a growing corporate gifting and customization business. Each channel brings different expectations, timelines, and fulfillment requirements. As SCOUT President Kate explained in a recent conversation with Barrett, the company likes to call itself “a complicated little business.” And complicated businesses need partners willing to understand the complications. Growth Changes What You Need From a 3PL Before coming to Barrett, SCOUT had spent years with another fulfillment provider, growing from a much smaller company into the multifaceted brand it is today. Eventually, the business had evolved enough that SCOUT began looking for something different. The goal was not simply to find another warehouse.

Culture can sound like one of those things that belongs in an employee handbook or on a poster in the break room. Important internally, perhaps, but what does it have to do with the company trusting a 3PL to fulfill thousands of customer orders? Quite a lot, actually. Inside a warehouse, culture quietly influences how people communicate when an order goes wrong, whether someone feels comfortable raising a concern before it becomes a larger problem, how seriously teams take the details of a customer's account, and whether employees see themselves as simply completing a task or taking responsibility for an outcome. Customers may never witness those interactions, but they experience the consequences of them every day. At Barrett Distribution Centers, that connection between culture and customer experience is intentional. Adam Robertson, Vice President of Customer Experience, describes it as something that begins with leadership and travels throughout the organization. “Culture that comes all the way from the top. Our vision statement is to wow our customers. That comes from the top.” Culture Eventually Finds Its Way to the Customer Think about everything that can happen between an order being placed and a package reaching someone's doorstep. There are systems communicating, inventory being located, products being picked, packaging decisions being made, carrier requirements being followed, and people responding when something does not go exactly according to plan. Technology supports that work, but people bring it to life. For Barrett, the guiding vision is to “WOW our customers, partners, and fellow employees with every interaction.” The company's five core values build on that idea through continuous improvement, integrity, dedication to the customer, ownership, and open and honest relationships. Those values become especially meaningful when fulfillment gets complicated. During an easy day, almost any operation can look impressive. What happens during the difficult one? When volume unexpectedly increases, a retailer requirement changes, an inventory question appears, or a customer needs an answer quickly, the habits established within a company begin to show. Does someone take ownership? Do teams communicate openly? Are people willing to raise their hands and solve the problem? That is culture in practice. Give People a Reason to Care About the Outcome Interestingly, one of Barrett's core values is “I Am an Owner.” Barrett operates with an open book philosophy, sharing financial results with employees and allowing them to participate in the company's success when financial goals are achieved. The idea is larger than financial transparency. Barrett wants employees to think and behave with the responsibility of an owner. That sense of involvement has been reinforced through Barrett's participation in The Great Game of Business for the past 20 years. Weekly huddles, forecasting, scoreboards, and other practices give employees greater visibility into how the company performs and how their individual work contributes to a larger result.