In recent times, and especially after the massification of eCommerce as a result of the pandemic, the concept of fulfillment has gained popularity within the operational strategies of companies that have bolstered eCommerce. There are two main reasons for the development of these operational centers:

• Reduction of delivery times: by opening Fulfillment Centers closer to the demand, it is possible to reduce the delivery time to customers by at least one day.
• Inventory availability: Developing an exclusive center to serve such an important channel is a way to avoid the impact of chain inefficiencies on committed orders (stock differences, lack of processes, and control, etc.).

While much has been said about this trending topic in terms of its commercial benefits and its opportunities for optimization and automation of the operation, little has been said about its impact, in integral terms, within existing Supply Chains.

Developing a Fulfillment Center, independent of the main Distribution Center, implies adding a new link in the chain, with all that this implies: a new physical structure, a new inventory process, and new planning and management needs. This is a particularly critical point, as it is here that we see the main challenges in the medium term for the optimization and efficiency of these centers.

Just as the pandemic boosted digital channels, it also changed the paradigms and challenges of supply chains. This led companies to put their strategic focus on nearshoring (bringing suppliers closer, shortening the chain) and the rationalization and optimization of their inventories, thus enhancing their Integrated Planning processes (S&OP). In order to meet these challenges, Information Systems and Management have taken on a preponderant role in modern, agile, and more efficient chains.

We believe that the development of a fulfillment center implementation plan should consider the following aspects:

• Inventory Management: it is necessary to determine stock policies, inventory rotation criteria, obsolete or low rotation management, and returns. If there is a lack of focus and strategy at this point, this will lead to an increase in inventories or, conversely, to an internal "cannibalism" among the different channels, where everyone seeks to "reserve stock" in the face of shortages.

• Supply Chain Planning Methodology: lengthening the chain means greater responsibility in the planning and communication of all the links. Each part must understand its role and responsibilities and orient its actions to the common objective of the companies (sustainable profitability, i.e., making money from a high value quality of service).

Planning means efficient communication and aligned objectives, and this implies a cultural change and a solid and constant methodology. Fulfillment centers, which generally have limited static and dynamic capabilities, must be part of comprehensive planning processes to ensure proper operation. Digitalization.