Group Members:

•Aditee Thale
•Moiz Zakir
•Ajinkya Targe
Getting the right product at the
right place at the right time…
 Introduction to the industry.
 Market share of European retail.
 Supply chain Model & organizational
structure.
 Best Practices
 Example of World Top Retailer
 Challenges
 Learning from the visit (Regular practices)
 Take back
 The retail industry is a sector of the economy that is
comprised of individuals and companies engaged in
the selling of finished products to end user consumers.
 The retail industry is one of the largest economic
sectors in Europe.
 Employment to about 17 million people, and services
to some 480 million.
 Investment volume of European logistic market is
above 10 billion Euros.
 Germany, France and UK contribute to the major
chunk of Logistics turnover in Europe.
E-Retail supply chain model
 Excellent communication and coordination is absolutely necessary as components and goods cross more
and more borders than ever before.
 The GS1 System of standards is well known and widely used in the Transport and Logistics sector.
 This includes a range of GS1 Identification Keys like
 GTIN
 GLN
 SSCC
 GSIN
 GS1 Application Identifiers (GS1 AIs).
 GS1 data carriers
▪ GS1 Barcodes,
▪ EPC/RFID tags
 GS1 communication Standards
▪ GS1 eCom
▪ The GS1 Global Data Synchronisation Network,orGDSN®
 Grocery Supply Chain Grows Greener with
Local Foods.
 Internet grocery retailing.
1. CORA Groups and their Practice:
 Cora is a retail group based in Belgium which owns several supermarket and hypermarket
chains internationally.
 Formed in 1974, the corporation's brands include Match, Profi, Truffaut, Ecomax, Animalis,
Sovena and Houra, as well as Cora-branded hypermarkets.
 CORA in Hungary has 7 stores and uses centralised distibution done by the third party
logistic Provider.
 VMI
 Preallocated Cross docking
 Beneftis of centralised distribution
 Saves Cost
 Minimum Infrastructure with Maximum Value
 Save Paper and delivery notes
 From suppliers side merits are consistency, single delivery point,less documentation
 Acquisition of Csemege-Julius Meinl in 1999
 124 stores
 Supermarkets („big Match”)
▪ 17
 Proximity („little Match”)
▪ 107
 Store-picking
▪ Follows the stock level and out-of-stocks
▪ Place the orders to the suppliers
▪ Improve the service level from the suppliers
▪ Improve the rentability of the logistic system
 Line-picking
▪ Consolidates the needs of the stores
▪ Place the orders to the suppliers
 Workshops
▪ With suppliers about logistic discount, service level
▪ With Marketing about assortment, promotions, stocks
 Key to Wal-Mart's success is its ability to drive costs
out of its supply chain and manage it efficiently.
 Its business model would fail instantly without its
advanced technology.
 It has the largest IT systems of any private company
in the world.
 It business model follows: Everyday Low Price
Strategy
 Traditional
MANUFACTURE -> WHOLESALER -> RETAILER ->
CUSTOMER
 Wal-Mart
MANUFACTURE -> WAL-MART -> CUSTOMER

 Wal-mart’s distribution approach

One-Store-At-A-Time
RFID
Just-In-Time
 Low demand forecasting leads to increase in
supply chain cost.
 Demand patterns are constantly changing.
 Limited visibility of supply chain due to
disconnected system, limited collaboration and
lack of information sharing.
 No way to establish real-time relationship
between lead time and safety stock.
 Rising energy and fuel prices.
 Internationalization
 Rise of the discounters
 Administration:
 Maximum value in minimum staff
 Technology to substitute manual work
 Transportation:
 Efficient network
 Focus on FTL
 Warehousing:
 Central warehousing
 Automation
 Collaboration
 Cross Docking
 Security of stock
 Distribution:
 Reduction on lead time
 Avoid delivery failure
 Create programs that promote collaborative
forecasting and help reduce inventory.
 Consolidate less truck load and transport
providers.
 Understand chain of responsibility.
 Derive maximum benefit from IT systems.
 Maintain open communication channels with
suppliers.
 Maintain and build good industrial relations.
 Look for opportunities to grow through
acquisitions.
 Voice picking.
 www.gs1.org
 www.sclgme.org/.../Retail%20Logistics%20-
%20Change%20and%20Challenges.pdf
 www.ebusiness-
watch.org/studies/sectors/retail/.../Leaflet-
4_Retail.pdf