Executive Summary

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Contents
1. Introduction ................................................................................................................ 2

2. Walmart’s global supply chain .................................................................................. 3

3. Key relationships in the supply chain and management of relationships .................. 5

4. Current supply chain management strategies and practices ...................................... 8

4.1 Porter’s value chain analysis of Walmart ................................................................ 8

4.2 VIRO Framework .................................................................................................. 12

5. Analysis of current practices in supply chain management ..................................... 12

6. Supply chain management practices ........................................................................ 14

References .................................................................................................................... 19
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1. Introduction

The focus of businesses organisations is not only to manufacture goods but also to ensure that
their produce reaches the customers. Retail businesses form the link between the
manufacturers and the consumers and bridge the gap by directly accessing the goods from the
manufacturer, storing and delivering it all the over the area. Retail industry is one of the
largest industries in the world and the largest employment sector (Business Wire, 2019). A
key business process in retail industries is supply chain management (SCM) which is a
critical factor, allowing retailers to gain competitive advantage over their rivals. Suitable
SCM practices enable the retailers to deliver satisfactory and suitable products to the users at
the lowest expense. (Cavinato, 2010). In order to be able to do so, companies have to reshape
their supply chain relationships so that they are adaptive to the changing market and can
make use of the worldwide demand for a given product. Managing a supply chain requires
the knowledge of market dynamics and building a stable relationship with the manufacturers.
In regards to this, the aim of this report is to analyse Walmart’s successful and well-
integrated supply chain with respect to its speed and cost-effectiveness. Walmart is a
common name in the retail business and has held its position stably. Its greatest competitive
advantage is the wide range of products that it offers at a competitive price. It is safe to say
that Walmart’s position in the retail industry is granted by its supply chain management.
Supply chain management allows it to source goods direct from a variety of companies. It
offers products at the lowest price even after incurring costs of transportation, storage and
logistics.
Through the report, Walmart's fruitful and well-incorporated store network with be examined
as for its speed and cost-viability. All the significant production network exercises were
assessed for their viability. It was comprehended that the scale over which Walmart capacity
is enormous and thus requires huge stock and inventory and network management. Walmart
as of now has a well-incorporated framework that permits it an upper hand from its rivals.
This includes practices like RFID chip installation, compelling utilization of data innovation,
cross-docking own trucking frameworks and direct shipping from the makers.
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2. Walmart’s global supply chain

This section will review the profile and market position and the supply chain of Walmart.
Since the conception of Walmart, it has marked a steady growth and incorporated more
vendors and suppliers into its supply chain. Given their position, many suppliers and
manufacturers are desperate to have tie-up with them.
2.1. Company profile
Walmart Inc. is a multinational relation organisation that originated in Rogers, Arkansas and
operates a chain of departmental stores, hypermarkets and discount grocery stores (Walmart,
2019a). It started as a discount department store in the 1950s by a businessman Sam Walton
and was later purchased by Luther E. Harrison. The store opened its first chain of outlets in
1963 in and around its original store in Arkansas. Today, Walmart employs about 2.2 million
staff around the world (Walmart, 2019b). It earned a total revenue of $514.4 billion through
only retail sales around the world (Walmart, 2019b). In order to maintain quality of business,
Walmart ensures that there is a smooth influx and efflux of products from its warehouses,
which make their way into people’s homes. Walmart is not only a business leader but also a
technology leader. It is known for its detailed trucking system, cross-docking logistics
technique and automated distribution centres. It makes use of the RFID program that creates
real-time databases of an integrated inventory. This allows it to reduce further costs that were
invested in taxes and insurance (Brott, 2016).

2.2. Walmart’s Supply Chain

The supply chain of Walmart can be broken down into secondary and primary distribution.
Primary distribution is also referred as upstream distribution and comprises the merchandise
or materials that reach the warehouse in an inbound flow (Bode & Wagner, 2015). the
secondary or downstream distribution include the products that are delivered from the
warehouse to the customers in the stores.

Krajewski et al. (2013) state that the supplier relationship process covers both upstream and
downstream suppliers. The upstream supplier management process includes selection,
monitoring and evaluation as well as collaboration with the upstream suppliers. In the case of
Walmart, this process includes negotiation on the products and service levels as well as
collaboration with the suppliers for design and development of innovative products (Natto,
2014). Walmart also aims at removing the middlemen from the process such that the costs
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can be further brought down and savings passed on to their customers (Jawad, 2017). This
also simplifies Walmart’s supply chain and helps the firm in providing assured quality of
products and services to its customers can also convey the response regarding the product to
the manufacturer and collaborate with them to design new services and products (Bode and
Wagner, 2015). Walmart also has its own trucking and docking logistic system which allows
them to procure the product from the manufacturer’s warehouses rather than depending on
others to supply the goods.

Upstream Downstream
Source over 120,000 Distribute products
finished products in retail stores

Source 80% products Distribute to

from over-seas directly warehouses for
from manufacturers online delivery

Figure 1: Upstream and Downstream activities

(Source: Foerstl, Leppelt and Hartmann, 2014)
By applying this system Walmart is able to control of the costs as well as the transport
dynamics. In response to the transport dynamics, most of the chief suppliers of Walmart have
their warehouses near the store warehouse so that is it more convenient and the transportation
costs can be reduced. For the purpose of supplier and quality management, Walmart issued a
46-page long rule book that has a detailed summary of the requirements that the suppliers and
their products must fulfil (Hassan, 2014). The first criterion is that the suppliers need to quote
a single price in their invoice and ignore the costs that are incurred on their side for
advertising, logistics and distribution. Walmart has been immensely successful in negotiating
for the prices and making use of information technology and barcodes for managing their
supplier inventories. Through this system, information can be promptly shared and accessed
by both parties, reducing the hassle and effort to communicate the costs and details of the
goods. The choice of suppliers and the number of products acquired is also dependent on the
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customer demand and response, the costs incurred in storing and delivering a product and the
profit percentage Walmart is able to generate.
Walmart has a well-integrated vertically and horizontally supply chain that takes advantage
of the market scenarios. Horizontal supply chain integration happens when a company
aquires other companies at the same level. For example, Sam’s Club, Moosejaw and even
ASDA stores have been acquired by Walmart. In vertical integration, the company acquires
other organisations that are present in different stage of supply chain. Vertical integration
allows both the involved parties to collaborate their services. Whereas, in horizontal supply
chain, only the acquiring company is benefitted as there is a decrease in competition. From its
conception, Walmart has acquired many manufacturing and retail companies and has put it
under its aegis (National Research Council, 2010). At the same time, Walmart is not the sole
owner of its supply chain and is dependent on many privately-owned manufacturers.
Currently, Walmart outsources over 120,000 products directly from the manufacturers (Walmart,
2019c). Some of these products are procured in their raw form and packaged, labelled by Walmart.
This may create a misconducted belief that they are produced by Walmart among its customers. Till
2010, Walmart was dependent on intermediaries and importers for sourcing goods that was
produced outside America and only bought 20% of their goods directly from over-seas
manufacturers. Under the term of Vice President Eduardo Castro-Wright, Walmart changes
its foreign sourcing policy to buy 80% of their goods directly from the producer (Cordon et
al. 2012). For this they strategized four locations for their merchandise segment which was
earlier distributed over 15 countries. Then they called for manufacturers that could meet their
demands and also quote the best price for high quality goods. Strategic relationship was
developed with the suppliers by offering them long term contracts and large bulk purchases.

3. Key relationships in the supply chain and management of

relationships
This section will discuss the relationship between the buyer: Walmart and its suppliers. Since
Walmart has multiple suppliers and vendors, it relationship is dynamic. It needs greater
management reach to maintain the relationships. Due to the virtue of Walmart’s position and
stability in the market it has an increased ability to screen its suppliers and demand only the
highest quality goods at profitable price range.
Supply chain serves as a process that ensures that the manufactured goods are able to reach to
the customers. Walmart is a retail business that is in touch with the customers and offers them
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the products by directly buying them from the manufacturers as a part of their “Everyday
Low Costs” (EDLC) policy (Corporate Walmart, 2019). This benefits the customers as they
can buy goods at a cheaper price than from other vendors whose supply chain involves
several middlemen. Walmart has a 46-page rule book that aligns the requirement of Walmart
with the manufacturers qualities. It about the manufacturing and other strategic operations
costs and negotiates with the manufacturers for the best price. It is also highly desirable for
the manufacturers to collaborate with Walmart as it has substantial reach to the customers and
offers long term, bulk orders. There are currently 173 Walmart warehouses and distribution
centres that account for a total of 125.8 million square feet, only in the United States (Jacobs
and Chase, 2008). There are several other distribution centres in and around Europe where
the chain of stores exists. It is in the process of adding 4 more centres in America to decrease
the costs on transportation, distributions and the time involved in the process. The largest
number of suppliers are within the United States. However, there are several supplies in the
United Kingdom, Canada, China, Mexico and France. The largest suppliers of Walmart are
the Plug Power, Funai Electric Corporation, CCA industries, Green Dot Corporation and
Primo Water corporation.
Walmart manages its own trucking and cross docking system where it depends solely on its
own trucks to transport goods from the manufacturers to warehouses and also deliver it to the
stores. Each distribution centre has a fleet of 3500 trucks which are managed through the
RFID technology (Michael and McCathie, 2005). The cross-docking system that enhances
efficiency by transferring good that from one truck directly to another truck. During the
process, the products are also counted, classified and conveyed. This helps the warehouse
space to be managed, reduces the cost and time spent in unloading, storing, loading products
and inventory management. Walmart has state of art REMIX technology and a satellite
network that tracks the transports of high velocity products kike bread, vegetables and other
perishable items (Uygun, 2014).

Strategic
Adversarial Arm's length Transactional Closer Tactical Single sourced Outsourcing Partnership Co-destiny
alliance

Figure 2: Relationship Continuum

(Source: Mawal et al., 2015)
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The supply chain relationship of Walmart can be divided into suppliers and shipping services
for the Walmart e-commerce site. The relationship ranges from competitive to collaborative
relationships. the competitive relationship is present among the suppliers or the vendors.
Whereas suppliers and Walmart have a collaborative relationship. The relationship can be
adversarial, arm’s length, transactional, closer tactical, single sourced, outsourcing, strategic
partnership and co-destiny relationship. The relationship is of closer tactical kind. In closer-
tactical relationship, the buyer or in this Walmart is concerned to ensure that the suppliers are
competent and are able to coordinate their activities according to the buyer’s needs. The
buyers or customers who frequently visit Walmart are aware of its supplier policy and depend
on the store to maintain the quality of goods that are sold. Walmart has carefully charted the
requirements from their sellers and are still on the lookout for more suppliers who quote the
best price for their goods (Chandran Mohan, and Gupta, 2003). Even though the demands of
Walmart are stringent than any other retailers, sellers or manufacturers still dream to combine
with it because of the large-scale business opportunities it can generate. As the company was
expanding, it increased the scorecard program made for choosing suppliers from 15 questions
to a 100 in 2012 (Walmart, 2019d). It used to be generic but now it is specific of the category
of good or products a manufacturer wants to sell. This was done so that Walmart could
maintain its credibility in front of its customers and not be led by only profit. The responsible
sourcing program ensured that the third-party sellers do not provide with any merchandise
that may contain chemicals, aerosol, pesticides or battery items to another third-party
company UL WERC for a though assessment and guarantee its safety for the users (Hugos,
2018). Walmart has prohibited the sale and sourcing of items that are considered offensive,
obscene or derogatory. This constitutes adult or pleasure-oriented objects and restricted
products issues by the government or military. The sellers need to provide with suitable and
appropriate information so that Walmart can maintain an inventory. They also need to
provide with a TIN or Federal taxpayer identification number which is available to ever US
based supplier (Corporate Walmart, 2019). Suppliers are required to disclose their
information about the facility where they are manufacturing and storing their products so that
Walmart can ensure that they environment inside is sustainable and healthy and does pose
any risks to workers as well as end product users (Monczka et al. 2015). Walmart maintains
the ability to retracting the agreement with the seller if it discovered that they supply goods
from a facility that has not been reported. The supplier then becomes ineligible to continue
business with Walmart. Suppliers also have to present audits and assessment report of the
part of the supply chain that is managed from their front. It is their primary responsibility to
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ensure compliance and monitor the quality of products that are loaded on (Mangan and
Lalwani, 2016). Walmart requires more in depth and frequent audits from suppliers with
facilities located over-seas to ensure greater control over the dynamics.

4. Current supply chain management strategies and practices

The following section analyses supply chain of Walmart. It uses the framework of Porter’s
value chain analysis because it gives an insight into Walmart’s supply. This framework
allows to identify which operations are valuable. However, one of the limitations of Porter’s
Value Chain is that individual operations may not be able to represent a holistic picture of
Walmart’s mission.

4.1 Porter’s value chain analysis of Walmart

Figure 3: Porter’s Value chain

(Source: B2U, 2019)

 Inbound Logistics: The greatest difference between Walmart and any other retailer is
its RFID system and completely owned trucking system (Michael and McCathie,
2005). It has taken over the inbound shipping logistics from its vendors located in the
United States. Walmart’s management believes that not only will it save the costs and
time that it earlier gave to the vendors but limit the work of the vendors, letting them
concentrate solely on manufacturing and maintain the quality of the goods. this
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strategy was discovered when Walmart found that it was delivering three percent
more products while reducing the driving costs by seven percent (Stadtler, 2015). This
caught the interest of the logistics department and provided a solution for further
reducing their costs of transportation. On the plus side, Walmart is now empowered to
control is logistics more efficiently and does not have to be dependent on the third-
party sellers. Also, this makes the sellers to be more interested in wanting to
collaborate with Walmart as their costs and risks incurred when transporting a product
is also reduced manifolds. This reduces Walmart’s dependency on individual vendors
and rather focus on negotiating for the best prices. One downside of this strategy is
that, Walmart will now be increasing its fuel and energy consumption than before.
 Operations: Walmart carefully designs its goods, services and controls how they are
offered in the stores. It also owns brands like Great Value and Sam’s choice. Since,
Walmart declares that it offers products at the best price compared to other retailers, it
has to make the best out of its operation management and management costs. For the
Great Value brand, Walmart wants the lowest price for products and are therefore
designed in a way that they can be produced in bulk and transported or stored easily.
Walmart then maintains three tiers of quality management. The lowest tier maintains
the minimum specifics of a product that is relevant for Great Value brand (Corporate
Walmart, 2019). The middle tier defines the market average of the products and the
general opinions of the public regarding the product. The top tier is applicable for
only some Walmart products as they exceed the market average and are offered under
Sam’s Choice brand. It also closely conducts behavioural analysis of the customers as
well as their staff. This knowledge serves to forecast the store design and human
resource management. It is also used to increase efficiency and sales of a given store
by aligning their operational strategy by the demographics and behaviour of
customers visiting a given store (Koch, 2002).
 Outbound Logistics: Cross-docking is another inventory management system that
was introduced and made popular by Walmart. In this strategy inbound trucks and
shipments are unloaded and directly loaded onto the outbound trucks, thereby saving
the time and costs in transporting (Nguyen, 2017). The distribution centres where the
products are sold are either leased or owned by the company itself. 80% of the
products are shared from this distribution centres to the stores and rest of the products
are directly distributed to the stores.
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 Marketing and sales: Walmart is one of the largest retail stores that offers the greatest
range of products under the same roof. However, the retail industry is not free from
competitive forces (Monte et al 2013). The greatest competitor in the grocery segment
has come up to be Amazon. Even though, Amazon is a completely ecommerce
business, it is giving stiff competition to Walmart. The greatest crowd turner are the
price and quality of products that are available in widest range. There is no other retail
business that has products ranging from groceries, agricultural products, hardware,
furniture, health goods, pharmaceuticals and electrical appliances. Walmart also own
labels that are solely available in Walmart stores only. The marketing and promotion
strategy involve seasonal discounts and specific product range.
 Service: There are several services provided by Walmart that are less known. They
have a photo service lab within the stores where the prints can be developed within an
hour. In 2006, Walmart introduced a pharmacy section where they offered medication
at as low as $4. Walmart collaborated with T-mobile and offered their customers
family subscriptions of unlimited text and voice calls at a yearly plan costing $45
(Saenz et al. 2015).
 Firm infrastructure: It is difficult to map the firm infrastructure of Walmart as it is
huge. Firm infrastructure means the mapping of the firm’s organisation structure,
management, planning, accounting and finance. Walmart has hierarchical functional
organisational structure. Every employee except the CEO has a monitoring superior
positioned directly above them.
 Human resource management: The key objective of the HR department in Walmart
is to be aware of the needs of the company and the customers and relieve it through
the workforce they have. Walmart’s job descriptions are unlike the market average
and very diverse. Most of the staff are directly involved in sales and hence need to
have a sales-relevant skill. Walmart has the largest workforce in the world. Every
outlet has store level manager that run the stores through a company-wide policy.
Walmart also employs specialist software that manage a database of information
about the employees. It allows Walmart to balance demand of human resource
through recruitment process.
 Procurement- The procurement of the workforce and other resources involve
complex channels. This is because Walmart is a great negotiator and looks to build
long term, stable and efficient relations with its suppliers. Walmart uses both internal
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and external recruitment sources. This ensures Walmart has greater range of
employees. Walmart’s needs for managerial roles is met by promoting the basic staff
for the virtue of their experience.
 Technology: Walmart faced an inventory problem in 2013 and experienced the loss of
$3 Billion dollars (Rosenblum, 2019). Walmart solved this problem through the
implementation of the RFID technology or the Radio Frequency Identification chips.
RFID chips are used to track and trace objects fitted with the chip through
electromagnetic fields (LeCavalier, 2016). RFID chips have been installed in
merchandise and other products which are difficult to account for (Michael and
McCathie, 2005).
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4.2 VIRO Framework

Resources Valuable? Rare? Costly to Exploited? Competitive Economic
imitate? implication implication
Financial Yes No No Yes Highly High
Competitive
Technological Yes Yes Yes Yes Provides Low
Competitive
advantage
Organizational Yes No No Yes Sustained Low
Competitive
advantage
Physical Yes No Yes Yes Competitive High
Advantage
Human Yes No No Yes Competitive Low
Parity
Innovation and Yes Yes Yes Yes Competitive Above average
creativity Advantage
Reputation Yes Yes Yes Yes Sustained High
Competitive
advantage
Organizational Yes Yes Yes Yes Sustained Above normal
capabilities Competitive
advantage

5. Analysis of current practices in supply chain management

 Transportation: It has been pointed out earlier that Walmart owns its transportation
system as it found that it was more profitable in managing the inbound and outbound
goods rather than depending for it on the vendors. However, as an impact, the fuel and
energy demand of the company has increased manifolds. It is yet to approach any fuel
or energy service provider and negotiate for the new terms. If this continues, then the
fuel consumption will be greater as Walmart is trying to expand their inventory and
sales.
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 Logistics: The logistic system is Walmart owned and allows the vendors or suppliers
to access information from the database. This way they do not have to be dependent
on third party sanctions to information and maintain their own database. Also, there
are less discrepancies and the suppliers are kept on a strict schedule. As the vendors
can directly access the data, Walmart does not have maintain staff who manage the
particular vendor lists and their transactions (Chung, 2015). Through this system,
Walmart has four different inventory management of finished goods, goods in transit,
buffer goods and goods that are anticipated.
 Inventory: it has been conjectured that Walmart is falling behind in its inventory
management as the sales are rising. Employees have disclosed that they are always
running out of products and this has been met with dissatisfaction from the customers.
also, the supply of products is not streamlined with customer demand. Some products
arrive sooner and are well stocked whereas others are delayed. This requires not only
improvement of their inventory management but could also be solved by eliminating
tricky displays which causes further delays.
 Vertical integration: owning its own transport and logistic systems has already
provided with a competitive advantage to Walmart (Lu, 2015). Vertical integration
would allow Walmart to collaborate with the manufacturers or conduct the
manufacturing on its own. This could be next step for Walmart as it is yet to be
involved in manufacturing business. It has acquired several retain chains across 27
countries and can invest in growing the raw products or even end product
manufacturing. The firm is always on the lookout for expansion by acquiring more
long-term suppliers and settling in over seas countries. In 2010, Walmart had taken
this step by acquiring a virtual streaming service provider Vudu. This proved to be
profitable for the group. Walmart should focus on manufacturing products that can be
produced on a large scale with little differences and yet be attractive to the customers.
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Transportation

Vertical
Logistics
integration

Inventory

Figure 3: Advantageous practices in Walmart

(Source: Greenspan, 2019)

6. Supply chain management practices

 Demand driven inventory: a suitable change that has been readily employed by
many large-scale organisations is planning of inventory quantities at the end of the
cycle. This enable an analysis of the products that sells best at Walmart and others
that remain on the shelf for longer. Since, it is not possible to increase the storage
area and warehouse, it is better to manage inventory products rationally. This
strategy provides sales advantages and is more strategic as well. It is more
customer oriented and involves no significant operational changes (Greenspan,
2019). Another step to the demand driven inventory is to analyse why the sales of
certain product is lower compared to others and innovate the way the product is
presented to the customers (Gilling and Ulmer, 2016). An enterprise wide, location
specific sales analysis can be done to identify the products and offer a reason
behind their low sales. With the virtue of its brand image, Walmart can also open a
discussion with the vendors or manufacturers to convey the desired changes in the
products.
 Globalisation: Walmart is a well-known name over the world, but it has yet not
capitalised the opportunities offered over-seas. Walmart over-seas management is
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not as effective and location specific which why is not successful outside America
and Europe.
 E-commerce: Walmart’s closest competitor is an e-commerce giant Amazon and is
considered the next largest retail organisation in grocery and lifestyle products.
However, Walmart has only 0.5% of the sales among all the e-commerce retail
sales in America (Corporate Walmart, 2019). Walmart already has a well-managed
inventory system, self-owned transportation system, hosts of vendors and several
whose products are solely available in Walmart, yet it has not been a success in the
e-commerce business (Muñoz et al. 2018). The first change made by Walmart was
to revamp their website which now offers greater variety than Amazon. Walmart
has a competitive advantage over amazon because, the customers are already
acquainted with its products and have trust in its labels. Whereas, Amazon sources
from all over the world, from companies that haven’t been heard of before. This
makes the buyers more sceptic about the quality of the product.
 Product innovation: in the past it was easy to acquire loyal customers by offering
them products at the best price and having them well acquainted with the brand.
However, today there are more brands and retailers struggling to capture buyer
interest and retain it for longer period of time. Now Walmart is also needed to
focus on product innovation and presentation (Tan et al. 2018). Yet, it cannot
increase the prices much as the expectation of the customers revolve around what
is has offered before.
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Table 1 Evaluation of Supply chain strategies

Practice BENEFIT LIMITATION APPLICABILITY AVAILABLE
SOURCES
Demand Through this Since, Walmart It is highly Workforce and
drive strategy the is spread over applicable as financial
inventory customers will many stores in Walmart has to resource.
be more readily many locations, manage products in
-provided will it is difficult to large bulks.
the popular analyse the Eliminating the
items that are in products which products which are
demand. This are in demand. not in demand or
will also save prioritising the
the efforts of goods that are in
inventory demand over others
management. which are not is
more strategic.
Globalisation Walmart will be Walmart may Walmart is Financial
able to expand face greater constantly on the resources
their business difficulty in look-out for
and chart in the adapting to the expanding over-
opportunities situation and seas. It is currently
which are market dealing with many
present because dynamics over-seas suppliers.
of brand value overseas.
and brand
awareness over-
seas.
E-commerce This will There is no Walmart already Workforce
provide such limitation has the well-
Walmart with identified. integrated inventory
competitive and transportation
advantage over system.
Amazon. E-
commerce is
highly in rage
presently and it
 17

is well known
that certain
customers
prefer to shop
solely through
e-commerce
only.
Product Product Requires It is highly costly Financial
innovation innovation will collective work and requires greater resources
capture the on part of the creative skills.
interest of manufacturer
customers for as well as
products that Walmart.
are low in sales.

7. Conclusion
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