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Order Broker White Paper

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Retailers today must have the ability to execute marketing campaigns, communication and loyalty programs efficiently and effectively to engage with a hyper-connected, hyper-informed and very impatient customer. To execute customer engagement successfully, retailers need to centralize and analyze customer data and purchasing history at a mass scale and in a short time.
A good Customer Relationship Management tool will identify prospects and opportunities for driving additional value for the customer and also the retailer by processing and analyzing customer behaviour information and ultimately help retailers retain customers by recommending the most relevant offers. The main objective for the retailer is to better understand the customers, and to involve them in the relationship with the retailer at all stages of their interaction with one another by serving them better: with more relevant offers, timely information and help, but only when appropriate and useful.

You can read our article on Modern Day Customer Engagement here.

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In 2018, we conducted a survey of our customers and a global analysis of the retail market. Our experts have highlighted customer engagement as a key differentiating factor for success among retailers.

Retailers today must have the ability to execute marketing campaigns, communication and loyalty programs efficiently and effectively to engage with a hyper connected, hyper informed and very impatient customer. To execute customer engagement successfully, retailers need to centralize and analyze customer data and purchasing history at mass scale and in short time.

A good Customer Relationship Management tool will identify prospects and opportunities for driving additional value for the customer and also the retailer by processing and analyzing customer behavior information and ultimately help retailers retain customers by recommending the most relevant offers. The main objective for the retailer is to better understand the customers, and to involve them in the relationship with the retailer at all stages of their interaction with one another by serving them better: with more relevant offers, timely information and help, but only when appropriate and useful.

Remember that attracting a new customer costs ten times more effort than keeping an existing customer.

  1. Do we know the target customers accurately and efficiently?
  2. What are current trends?
  3. What are marketing campaigns that work?

These are all questions that need to be analyzed in detail to achieve good client engagement.

Engage social networks to work for retailers: What if satisfied customers talked about their experience to their friends? A retailer's job at this stage will be to provide maximum satisfaction in customer experiences by encouraging and enabling the concept of ambassadors:

  1. To identify and reward the engagement of customers on social networks
  2. To identify and engage the entourage of these customers

Customer Relationship
Means the recording of customer data and their interactions with the brand, for example through

  • their purchases,
  • their returns,
  • their interest in campaigns and promotions,
  • their calls and the resolution of their problems
  • their comments on social networks

All of this data must be recorded, sorted, and stored for analysis and insight.

The management of offers and promotions, personalized or not, the creation of coupons, or simply advertising; can now be targeted smartly, if CRM data is correctly used.
A great novelty is to bring marketing teams into symbiosis with customer relation teams, for example sales teams, customer service teams or digital teams; ideally this is accompanied by a specialized tool that allows a 360° vision of the customer.
The tasks are then simplified and made more reliable by following best practice patterns. The creation of customer segments, through analysis of customer behavior, make it possible to precisely target groups of people for specific messages and campaigns.

Customers must feel engaged. This is mainly done through loyalty programs, with or without a card or other identifying mechanism, which is usually accompanied by rewards of different kinds.
Loyalty options are the "visible and official" part of customer loyalty. Point calculations, loyalty levels, discounts or associated gifts are tracked and appreciated over time.
There are other factors of loyalty:
The customer can also associate with a brand, in the long-term or for a particular event; this is the case when a couple chooses a brand to build their list of wedding gifts.
The customer will also have a feeling of loyalty when their experience is fully omni-channel enabled, allowing them to keep their wish list or shopping basket created on the internet when they enter a brick & mortar store.
Customer loyalty can also be rewarded by social media posts as a brand ambassador.

For each of these functionalities, Data is at the heart of analysis and decision support; a good tool should be powerful and stable and the data should be organized efficiently and the user interface should be easy to navigate, so that teams can easily access the right information at a glance for all channels of engagement.

How can a retailer best select the right tool and easily integrate it into business processes and the existing application environment?

To answer this question one option is the Oracle Retail Customer Engagement Cloud Solution.

Beyond the standard features offered by CRM tools, including visualization of customer records and purchase history; this solution draws our attention to key points:

The business features associated with:

  • Marketing functionalities: offers and promotions, campaigns, coupon management are accessible through targeting by smart lists of customer segments, whether dynamic or static.
  • Loyalty: via management of loyalty cards, gift cards, reward programs and management of wish lists
  • Omni-channel customer journey: the tool makes it possible to coordinate all customer data regardless of channel (store, e-commerce, mobile) and to identify the trends.
  • Analysis: of results by intelligent reporting tools that enable buyers to adapt their offer and further improve the company's turnover.

We also want to highlight the ability to manage franchise operations which enables and manages access to customer information for franchisees based on their store or group of stores.

Other features simplify daily operations such as currency management, duplicate entry management, order and status management, role and privilege management.

Social media features are available to identify customer profiles and gather insights on social networks.

Technical and integration features available on cloud-based solution, along with other features such as the Web service approach, ergonomic configuration, and pre-integrated Oracle Commerce cloud suite for easy combination of payment tools (X-store), e-commerce (OCC), order management (OMS), BI (Retail Insight), make the cloud an ideal technology to deploy quickly with minimal effort and high reliability both for the users and the technical integration into the existing solution landscape.I

If you are interested in seeing or learning more about how a modern customer engagement can improve your retail business results, contact us for a presentation and demonstration of our approach here.

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Avantages de l’implémentation du service cloud de planification financière des marchandises.

Cette vidéo décrit les défis et la meilleure approche solution pour construire des plans financiers précis et exploitables dans les meilleurs délais. La solution présentée est basée sur « Oracle retail Merchandise Financial Planning service Cloud », une solution SAAS reposant sur la technologie de la plateforme Oracle RPAS Cloud.
" ["post_title"]=> string(59) "Avantages de l’implémentation du service cloud de MFP-CS" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(4) "open" ["post_password"]=> string(0) "" ["post_name"]=> string(49) "avantages-de-limplementation-du-service-cloud-mfp" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2019-04-16 12:51:16" ["post_modified_gmt"]=> string(19) "2019-04-16 12:51:16" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(24) "" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } [3]=> object(WP_Post)#9969 (24) { ["ID"]=> int(3973) ["post_author"]=> string(1) "4" ["post_date"]=> string(19) "2019-01-02 15:14:24" ["post_date_gmt"]=> string(19) "2019-01-02 15:14:24" ["post_content"]=> string(5211) "Complexity of retail business has been growing in an accelerating fashion over time and is posing a growing challenge for retailers to manage. Consequently, solutions supporting increasingly complex capabilities and processes for retailers are in turn getting bigger, more complex, and more integrated than in the past. Although supporting technology and integration has matured significantly over years of evolution in IT solutions, maintaining such systems has also become more complex, requiring extensive training, expert knowledge and experience from individuals, teams and providers becoming specialized in offering such services. Retailers are implementing complex solutions to support capabilities their customers expect and take for granted. With the implementation and integration of such solutions comes not only the task of managing change, designing and building integration and converting data as needed but also the task of maintaining and supporting the implemented solution after go live. Such support, depending on specifics of the implementation itself, can be low or high effort activity, requiring little or high investment from the retailer. Important questions such as whether implemented solutions are to be supported internally or with the services of an external provider or both in a combination are all choices that must be made with a view on all aspects of the business in operation. The cost side of maintaining a solution can be calculated in both the case of an internal team or when using an external provider or both relatively easily. Sizing the services is a bigger challenge. Ideally, during the preparation for go live during the implementation project there are already visible and usable metrics on system stability, problem frequency and average complexity/severity which should help in gaining an insight into what will follow in production after go-live. This preparation phase incident count and characteristic can then be used as an estimate for post go-live support needs. During the natural life-cycle of support incident count, there is a decreasing effort of maintenance observed over time as the supported solution(s) stabilize and become mature in the organization from a user adoption maturity perspective. This means that effort for providing support decreases over time – an important factor to consider when sizing such services for the longer run. The benefit of a good support services can be measured and used for justification of cost in terms of the damage that occurs when support services are missing or are inadequate in coverage scope or quality. Measuring damage cost impact of a system outage is relatively straight-forward, in retail it is typically the direct loss of trading business revenue for a period of time as a worst-case scenario. Other more complex loss scenarios are calculated based on consequential effects of solution performance loss such as lawsuits from data leaks due to a security issue and consequential damages to the retailer’s brand and image. With both the cost and potential loss figures calculated, a well-supported and justified decision can be made on what services to secure and in what configuration and cost to secure business continuity security.

Key learnings when acquiring a retail IT solution management service are:

  1. Have an in-house team: bring at least some of the know-how and service capabilities in house to avoid dependence on external vendors, secure the ability to evaluate and measure competence and quality of ongoing services of external providers and securing continuity in case providers are switched.
  2. Rely on automated tools to monitor and alert on solution health and availability. Such tools have a cost to implement but are low cost to upkeep and give a second line of systematic 24x7 defense against solution problems going undetected.
  3. Outsource part of the support and maintenance services and monitoring activity to a specialized provider to get best of breed expertise and services at a competitive cost:
    1. Because they share expertise with internal team and have competence and experience that is attained over multiple support engagements and over a longer period of time than internal team.
    2. Because external teams can be scaled up and down quickly and flexibly when solution stabilization occurs or when changes are made and a new stabilization period begins with an initial high count of issues.
  4. Regularly measure both in house team and service provider on pre-shared KPIs and share commitment with SLA schedule to tie both internal and external provider to ensuring high quality of services and consequently a high ROI for the cost of securing such services.
  5. Structure KPIs to measure both service continuity on the technical level and also business performance support.
  6. Share roadmap and plans with both internal and external providers to ensure all teams can prepare in advance of changes coming.
By Bassem KHALIL" ["post_title"]=> string(35) "Measuring ROI of Retail IT services" ["post_excerpt"]=> string(415) "This article focuses on how a retailer can measure the return of investment on retail IT solution maintenance services. The article explores in detail the history of IT solution evolution in terms of complexity, key factors affecting cost and potential cost of not having such services secured with a high quality and shares practical advice on how to secure the best benefit for cost ratio in it solution services." ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(4) "open" ["post_password"]=> string(0) "" ["post_name"]=> string(55) "measuring-roi-of-retail-it-solution-management-services" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2019-05-27 12:14:46" ["post_modified_gmt"]=> string(19) "2019-05-27 12:14:46" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(24) "" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } [4]=> object(WP_Post)#10182 (24) { ["ID"]=> int(3921) ["post_author"]=> string(1) "4" ["post_date"]=> string(19) "2018-11-06 15:27:45" ["post_date_gmt"]=> string(19) "2018-11-06 15:27:45" ["post_content"]=> string(6389) "Running a retail business today is one of the most challenging, unforgiving yet rewarding activities business managers are faced with. Competition is fierce, change in the industry is faster than ever and the power and influence of the consumer has grown to an unprecedented level. It is not surprising that more retail businesses have faced severe performance challenges in the last 5 years than during the preceding 50 years before that. What have we learned and what key differentiators have been observed for success in these fast times in retail? This article sheds some light on the answer to these important questions and aims to help retail organizations make decisions that have been shown to improve business performance in today’s business environment. Based on information we have gathered from our ecosystem and also from large scale research organizations such as RIS news, we have built a retail best practice study to identify what key differentiating factors are playing a role in better performance among retailers. We studied 2017-2018 retail business performance and its correlation with software solutions used by organizations that outperformed their peers. In overall retail business performance in 2017 and 2018 we observed that customers appear to value positive engagement experience over low prices. We also observed that retailers that address customer engagement challenges well tend to outperform peers that don’t. Interestingly retailers that compensate for a poor customer experience with low prices essentially accelerate their own decline since lower prices decrease margin and consequently the ability to innovate and invest in better customer engagement and related capabilities. This trend was observed to be true in a wide variety of retailer type and segment, including retailers traditionally viewed as discounters. Another interesting observation is that among poor performers there is a wide variety of retailers in terms of age and size, signaling that in today’s business environment, being successful is not helped necessarily by large size or long business history and conversely, being a large or old business provides no immunity whatsoever against the immediate need to adopt to a changing consumer demand. Large retail businesses need to act with the same degree of urgency as smaller peers to avoid a catastrophically degrading business performance scenario. In a nutshell two key differentiating abilities for strong business performance were identified:

1.      the ability to engage customers in a meaningful and unique way

2.      the ability to execute an omnichannel operation without significant issues like items not in stock, etc.

Omnichannel execution we have defined as a capability to execute operations in the retail supply chain with the necessary processes and solutions so that items are at the right cost, where and when they need to be. Customer engagement is a capability that is heavily analytics driven with segmentation and clustering of customers playing a key role in enabling marketing teams to execute customer engagement on time, at scale and with meaningful information for the customer that creates value both for the customer and the retailer. It is worthwhile noting that analytics plays an overall key role in supporting both omnichannel execution and customer engagement by optimizing merchandising and omnichannel operations alike. Having the right processes and advanced solutions that optimize those processes effectively is a universal differentiating factor that identified outperformers among retailers.

Our recommendation for retailersAssess your current business performance

With these observations in mind we are suggesting the following: Perform an assessment study on your retail business and score how well you perform on critical retail process execution:

a. Can you deliver your customers what, when, where and how they want at the cost you need to achieve to secure your margin?

b. Are you engaging your customers in a positively meaningful, unique and memorable way?

c. Are you achieving points a. and b. above but could do it in a more efficient way?

Choosing an IT Roadmap that solves above-identified challenges In light of information from our research, there are certain recommendations for near term and long term opportunities every retailer can identify and action. What these specifically are depends on your individual circumstances and current maturity level in your retail processes. Some questions you can ask yourself as a business leader to help you chose the most appropriate next steps are:

a. What business processes/capabilities are missing/performing poorly and need to be created/improved in my retail business?

b. Are there IT solution changes/new solution(s) needed for supporting my new/improved business processes?

c. Based on available budget, what process change and/or IT solution change do I get implemented when and in what sequence?

d. What are further optimization opportunities in the business?

The above observations and recommendations are only a sub-set of the complex environmental and business factors affecting retail performance and are not intended to be a comprehensive guide." ["post_title"]=> string(47) "Choosing solutions that drive success in retail" ["post_excerpt"]=> string(0) "" ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(4) "open" ["post_password"]=> string(0) "" ["post_name"]=> string(72) "how-to-choose-software-solutions-that-drive-successful-retail-operations" ["to_ping"]=> string(0) "" ["pinged"]=> string(0) "" ["post_modified"]=> string(19) "2019-01-09 14:10:25" ["post_modified_gmt"]=> string(19) "2019-01-09 14:10:25" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(24) "" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" } }


Based on the recent trends of the retail industry, it has become increasingly important for retailers to provide flexible and reliable solutions to their customers and to find innovative ways to increase satisfaction with the services provided. The Oracle Retail Order Broker Cloud service does not only offer a software solution that enables omnichannel transaction capabilities in order to increase convenience for consumers regardless of their preferred way of shopping but also allows retailers to optimize their day-to-day supply chain operation and inventory distribution.
In this white paper, the various features and benefits of using the Oracle Retail Order Broker Cloud service will be introduced as well as a brief demonstration of the capabilities of the module will be described through a specific omnichannel scenario. The aim of presenting the in-store collection case is to provide an understanding of the possible impacts and improvement having the Order Broker Cloud Service integrated into a retailers’ ecosystem.
Quickborn Consulting is a Gold level Oracle partner integrator and retail consulting company. Our company implements scalable, modern, best practice and future-proof merchandise solutions for retail businesses. If you are looking for the best practices in cloud service implementation or other types of merchandising solutions we are here to help your business. Relying on our expertise and experience, secure delivery on time and on a budget is our primary implementation objective, while at the same time securing high degree and long-lasting user adoption.
If you wish to learn more about omnichannel capabilities within the Oracle suite, please find a video we have created demonstrating omnichannel capabilities, which is accessible here.


Features and Benefits

Oracle Retail Order Broker Cloud service provides a powerful tool for retailers to increase the number of successful transactions captured by their available channels. The ultimate goal is to efficiently process transactions that would otherwise be lost due to merchandise unavailability or out-of-sync information. The module ensures that the users are able to access real-time inventory information across all locations within the enterprise, at the same time it contributes towards an effective way for processing captured sales as quickly and inexpensively as possible.


Structure of a typical omnichannel enterprise:

CWLocate location system hierarchy


From the retailer’s point of view, apart from enabling omnichannel fulfilment of orders, one of the biggest benefits of using Oracle Retail Order Broker Cloud Service is that the module assists the retailer in decision-making regarding the optimal source of inventory and tracks the movement of the inventory among the supply chain. Having an optimal fulfilment proposed by the module, retailers are able to reduce inventory carrying and shipping costs, as well as they are capable of eliminating manual send sale and inter-store transfers that would be required otherwise. Related to these functions, Oracle Retail Order Broker Service has two extensions – the Supplier Direct Fulfillment extension allows retailers to provide a web-based vendor portal to share purchase orders and shipping information for drop shipment fulfillments with suppliers, while the Store Connect extension enables store associates to process and fulfill omnichannel orders.


Main Menu of the Order Broker Cloud Service:

order broker main screen

The benefits are numerous for the customers as well – the increasing demand for flexible solutions and the efforts to improve customer satisfaction requires that retailers provide alternative ways for hassle-free shopping and maximize their customers’ convenience for a better overall shopping experience. Retailers are able to leverage the real-time inventory information provided by the module and the can ensure that the orders would get completed through the various cross-channel fulfillment methods based on customers, stores, prices and merchandising decisions. Order shopping rules identifying the fulfilling locations are configurable and can be based on various criteria such as highest inventory levels or closest store.
If needed, the module is able to automatically select the best location to fulfill orders based on pre-defined criteria in its Routing Engine, which holds advanced business rule for selecting ideal locations to fulfill each eligible order. It is also possible to track inventory disbursement to ensure appropriate stock levels in each location based on previously collected statistical data. The Routing Engine would either automatically calculate optimal source for the fulfilment based on the pre-defined business rules or provides a list of possible locations for fulfillment to be evaluated by users. By having a list of eligible locations, the customer is able to select a store for collecting an order form and the information would be then shared with the whole enterprise, while the responsible location gets notified that there are orders requiring attention.


Location Selection Diagram:

split order flow


The Routing Engine can use either the standard brokering or weighted brokering criteria when selecting a fulfillment or sourcing location – upon selecting standard brokering the Routing Engine selects fulfilling locations based on criteria including proximity, on-hand count, location priority, last order assigned and sales velocity rank. If weighted brokering has been chosen, then the Routing engine filters the list of eligible fulfilling locations for processing the order and submits the list depending on availability along with information on the order line(s) and configuration data. This procedure takes the percentage weights assigned for Labor Cost, Gross Margin, Proximity, On Hand Quantity, and Sales Velocity into consideration, as well as the Priority for evaluating sales velocity. The Routing Engine is also able to be configured to allow order splitting and to find multiple locations for fulfilment if there is not a single location that could fill the entire order by itself.

The module can easily be integrated with existing retail inventory applications and Oracle omnichannel solutions such as Xstore, SIM, eCOM and Customer Engagement, providing a view for the customer, inventory and order movements among the enterprise for a complete omnichannel solution. Apart from the ease of integration within the Oracle suite, existing store environments ideally would not have to undergo major changes to their POS applications in order to perform transactions involving multiple channels.

Order Types Supported:

  • Delivery (ship an order to the customer when the inventory is back ordered in the originating location)
  • Pickup (enable the customer to pick up the order at a nearby store that already has the inventory on-hand rather than waits for shipment)
  • Retail Pickup (enable the customer to place the order at a nearby store and return there to pick up the order after the merchandise has been transferred there from another location)
  • Ship-to-Store (enable the customer to pick up the order at a nearby store once the merchandise has been transferred there from the originating location)
  • Ship-for-Pickup (enable the customer to pick up the order at a nearby store, and source the inventory from the placing location, the pickup location, or a different location)


Store Pickup Scenario

Once a customer has finished placing an order using the online storefront and decided to collect their order in-store instead of waiting for delivery, a submit order message has been sent to the Order Broker. The submit order message for a pickup order needs to specify the fulfilling location and system while a separate, locate items message requests a listing of locations that should be able to fulfil an order for one or more products in a specified area.


Selecting the Location for a Pickup Order

Locate Items PICKUP fulfillment type


Before placing the order, the customer is able to check the availability of a particular product for collection – the web storefront sends an inquiry to the Order Broker Cloud Service to locate the item.


Example product as seen in the storefront:

order broker spaces online order

The customer is able to press the ‘Check Local Availability’ button available on the storefront, which initiates the inventory location check in the Order Broker Cloud Service module. Once the customer presses on ‘Check Local Availability’ the inventory status of retail stores within a specific distance from the zip code provided by the customer would come up showing exact real-time updated stock quantities.


Checking item availability in the storefront:

order broker local availability

The ‘Local Availability’ screen on the storefront helps the customer in determining the most convenient and accessible retail store that is eligible and able to fulfil their order.

The back office process upon the customer initiated availability check is the following:

  1. The Order Broker Cloud Service database indicates that the product is stocked in the warehouse for your Oracle Retail Order Management System Cloud Service company and in several Oracle Retail Xstore locations.
  2. Order Broker Cloud Service calls a stored procedure in the Oracle Retail Order Management System Cloud Service database and one in the Oracle Retail Xstore database to check the current inventory for the requested product in the locations where the ordered item is actually stocked.
  3. The stored procedure retrieves the product’s current available quantity in each eligible location. Oracle Retail Order Management System Cloud Service also provides information about any open purchase orders.
  4. Order Broker Cloud Service retrieves the availability information for any off-line locations from its own database.
  5. Order Broker Cloud Service sends the availability information back to the web storefront using the related response message. The customer then provided the option to create a store pickup request at one of the locations where the product is available. If the customer has finished browsing and initiated the checkout process, they are able to select in-store pickup as the method of delivery for their order.



Delivery selection screen:

order broker product location (system existence and location)


Once an order has been placed and the transaction has been completed, the order would appear in Order Broker Cloud Service module as a new order ready to be viewed or modified on the user interface. The order details showing on the ‘Product Location Screen’ indicate the availability as well as other attributes of the item(s) contained in the order.


Product location screen in OBCS:

order broker product location (system existence and location)

The workings of the Routing Engine calculations are not visible to Order Broker users and can only be checked through the Probability Rules defined by the business users. The rules either contain ‘If’ or ‘Always’ components, which are enforced depending on the conditions specified and corresponding tasks are generated for each instance afterwards. The Probability Rule Wizard provides an intuitive, user-friendly platform for creating and modifying business rules depending on the retailers’ needs and business processes.


Probability Rule Wizard screen:

order broker probability rules

Once the order has been placed on the storefront, the location selected by the customer for the collection would also get the notification that there is a new order that requires the attention of the store staff – at this point the sales associates are able to access the information related to the order and depending on their evaluation they are able to accept or refuse to have this particular order be treated at their store using their POS system (in this case the POS system being Xstore).


New Order message on the Oracle Xstore main menu:

order broker xstore notif


Order details in the Oracle Xstore POS module:


Key Takeaway Points

  • Order Broker Cloud Service enables real-time inventory visibility across the whole enterprise
  • Various order types are supported such as delivery, pickup, retail pickup, ship-to-store, ship-to-pickup
  • The module contributes toward an optimized daily supply chain operation and inventory distribution


About Quickborn Consulting

Quickborn Consulting is an Oracle Gold Level partner company, providing business consulting, IT systems integration, solutions development and support services for the global retail industry. Quickborn supports retailers on their business and IT transformation programs that improve performance and increase competitive efficiency. Quickborn Consulting has a local presence in USA, France, Germany, Ireland, Hungary, Tunisia and India, and is present globally through its international network. For more information contact us here.

About Oracle Retail

Oracle provides retailers with a complete, open, and integrated suite of best-of-breed business applications, cloud services, and hardware that are engineered to work together and empower commerce. Leading fashion, grocery, and specialty retailers use Oracle solutions to anticipate market changes, simplify operations and inspire authentic brand interactions. For more information, visit our website at

About Oracle

Oracle offers a comprehensive and fully integrated stack of cloud applications and platform services. For more information about Oracle (NYSE: ORCL), visit

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