Walmart supply chain
Kmart和Walmart分析
I ntroductionThe retail industry in the United States today can be very profitable to the market leader. But for the rest, competition is fierce, and as we have seen in the past, can lead to bankruptcy. One example of this is the battle between the two biggest players in the general merchandise retail chain industry: Wal-Mart and Kmart. Wal-Mart’s yearly revenues are $220 billion, while Kmart filed for bankruptcy on January 23, 2002 ().The big players in the discount retail market are Wal-Mart, Kmart, and Target. Customers of these stores are looking for convenient shopping, with a variety of merchandise under one roof, at low prices. These retailers must be able to differentiate themselves in order to become a consumer’s first choice. In order to do this, Wal-Mart offers huge stores with consistently low prices, Kmart has partnered with designers such as Kathy Ireland and Martha Stewart, and Target has become the place to find fashionable items and brand names, such as Mossimo, at low prices.This report will detail the reasons for Wal-Mart’s success and Kmart’s failure in the retail industry. It will explore the overall characteristics of the discount retail industry and its numerous members, the capabilities of Kmart and of Wal-Mart, and an analysis of the two companies specifying why each company is at their respective ends of the business success spectrum for discount retailers.目录Walmart，Kmart 发展历史 (2)分析导致2002年Kmart申请破产的具体原因 (5)Walmart 的核心竞争力 (6)Wal-mart具备怎么样的独特资源 (7)Kmart，Walmart，SWOT分析 (8)结论 (9)Walmart 发展历史1950年山姆·沃尔顿开设了第一家特价商店。
沃尔玛的供应链
沃尔玛的供应链管理工商0901 吴昊一、现状分析1）商业环境沃尔玛在世界：沃尔玛公司（Wal-Mart Stores, Inc.）（NYSE：WMT）是一家美国的世界性连锁企业，以营业额计算为全球最大的公司，其控股人为沃尔顿家族。
总部位于美国阿肯色州的本顿维尔。
沃尔玛主要涉足零售业，是世界上雇员最多的企业，连续三年在美国《财富》杂志全球500强企业中居首。
沃尔玛公司由美国零售业的传奇人物山姆·沃尔顿先生于1962年在阿肯色州成立。
经过四十多年的发展，沃尔玛公司已经成为美国最大的私人雇主和世界上最大的连锁零售商，多次荣登《财富》杂志世界500强榜首及当选最具价值品牌。
目前，沃尔玛在全球15个国家开设了超过8400家商场，下设55个品牌，员工总数210多万人，每周光临沃尔玛的顾客2亿人次。
2010财政年度（2009年2月1日至2010年1月31日）销售额达4050亿美元，2010财年慈善捐赠资金及物资累计超过5.12亿美元，比09财年增长超过20%。
2010年，沃尔玛公司再次荣登《财富》世界500强榜首，并在《财富》杂志“2010年最受赞赏企业”调查的零售企业中排名第一。
沃尔玛在中国：与在世界其它地方一样，沃尔玛在中国始终坚持“尊重个人、服务顾客、追求卓越”的核心价值观，专注于开好每一家店，服务好每一位顾客，履行公司的核心使命——“帮助顾客省钱，让他们生活得更美好”，以不断地为我们的顾客、会员和员工创造非凡。
2）沃尔玛公司的供应链结构：•集中的配送系统和高效的运输系统•产销一体化•拉动式的供应链模式•完备的信息系统（1）集中的配送系统，和高效的运输系统如果要用图示来概括的话，那么这个系统可以描述为：由上图可以看出来，沃尔玛的所谓集中配送系统实际上是一个顾客、商品供应者、物流、以及商场的供应链的良性循环。
其实，有效的商品配送是保证沃尔玛达到最大销售量和最低成本的存货周转及费用的核心。
据本人对沃尔玛公司的了解，沃尔玛的第一家配送中心于1970年建立，占地6000平方米，负责供货给4个州的32家商场，集中处理公司所销商品的40%。
沃尔玛物流配送体系分析报告
沃尔玛物流配送体系分析报告沃尔玛(Wal—Mart)公司是全世界零售业销售收入位居第一的巨头企业，素以精确掌握市场、快速传递商品和最好的满足客户需求著称，是著名的“全球500强排行”的冠军。
沃尔玛公司是一家美国的世界性连锁企业，以营业额计算为全球最大的公司，其控股人为沃尔顿家族。
总部位于美国阿肯色州的本顿维尔。
沃尔玛主要涉足零售业，是世界上雇员最多的企业，连续三年在美国《财富》杂志全球500强企业中居首。
沃尔玛百货有限公司由美国零售业的传奇人物山姆·沃尔顿先生于1962年在阿肯色州成立。
经过四十多年的发展，沃尔玛公司已经成为美国最大的私人雇主和世界上最大的连锁零售企业。
目前，沃尔玛在全球15个国家开设了超过8,000家商场，下设53个品牌，员工总数210多万人，每周光临沃尔玛的顾客2亿人次。
沃尔玛之所以能够成为世界性的大型零售企业，必然有其成功之道。
经过我们小组的研究，沃尔玛在物流配送体系方面最具有特色，这也是沃尔玛在降低物流配送成本中的一个重要的环节，因而我们小组选择了沃尔玛众多成功因素中的物流配送体系进行分析，期望能够给我国一些的大型零售企业在物流成本的降低方面一些启示。
我们都知道，沃尔玛公司作为全美零售业年销售收入位居第一的著名企业，素以精确掌握市场、快速传递商品和最好地满足客户需要著称，这与沃尔玛拥有自己庞大的物流配送系统并实施了严格有效的物流配送管理制度有关，因为它确保了公司在效率和规模成本方面的最大竞争优势，也保证了公司顺利地扩张。
沃尔玛公司巨大的商品销售数量必然要有一个同样巨大和高效的商品配送系统与之相适应，因为物流配送是实行连锁经营不可缺少的重要组成部分，不发展物流配送，就谈不上真正的连锁经营。
物流配送的水平，在一定程度上体现和决定着整个连锁企业的经营水平。
下面我们小组经过研究，详细介绍沃尔玛现代化的物流配送体系是什么，包含什么内容，以及物流配送体系是如何运作的。
沃尔玛公司首先是设立了运作高效的配送中心。
Walmart
THREE BASIC BELIEFS
• RESPECT FOR THE INDIVIDUAL 尊重个人
• SERVICE Tபைடு நூலகம் OUR CUSTOMER 服务顾客 • STRIVE FOR EXCELLENCE 追求卓越
1 RESPECT FOR THE INDIVIDUAL
• Listening • Accountability • Humility • Trust • Diversity
Unit 7 Global Supply Chain Management
Team members 李真、伍艳玲、秦安安、 张艳彬、肖桥、孙霞
1、Introduction of Walmart 2、Corporate Culture of Walmart 3、Global Supply Chain Management 4、Walmart in China 5、Prospects in the Future 6、Walmart VS Other Retailers
Strengths
• A powerful retail brand • Loyal customers and employee • The use of information technology • H&R management • Good locations • Good benefits for full time • Membership
Good qualities
• Low price • Friendly services • Special labour relations
Three briefs
1. Respect every person
介绍沃尔玛在中国英文作文
介绍沃尔玛在中国英文作文Walmart, a household name globally, has madesignificant strides in China, carving out a niche in the already competitive retail market. Since its entry into the Chinese market in 1996, Walmart has expanded rapidly, becoming a force to reckon with in both urban and rural areas. Its unique blend of affordability, convenience, anda customer-centric approach has enabled it to gain a loyal following among Chinese consumers.One of the key factors that have contributed toWalmart's success in China is its localization strategy.The company has tailored its products and services to cater to the specific needs and preferences of the Chinese market. For instance, Walmart has introduced a wide range of local brands and products, including fresh produce, traditional Chinese medicines, and节日-specific items. Thislocalization strategy has not only resonated with Chinese consumers but has also helped Walmart to differentiateitself from its competitors.Another noteworthy aspect of Walmart's operations in China is its commitment to sustainability. The company hasimplemented several green initiatives, such as energy-efficient lighting and water conservation measures, in its stores. Walmart has also partnered with local suppliers to promote sustainable agriculture and has implementedrecycling programs to reduce waste. These efforts have not only helped Walmart to reduce its environmental footprint but have also aligned it with the Chinese government's push for green development.Walmart's success in China can also be attributed toits robust supply chain management. The company hasinvested heavily in building a robust supply chain infrastructure that ensures the timely delivery of goods to its stores. Walmart has also forged strong partnershipswith local suppliers, enabling it to source qualityproducts efficiently. This supply chain efficiency has allowed Walmart to offer competitive prices and has further cemented its position as a preferred retail destination for Chinese consumers.In addition to its physical stores, Walmart has also made significant investments in digital transformation in China. The company has launched an online shopping platform,allowing customers to shop from their homes. Walmart has also integrated mobile payment options, such as Alipay and WeChat Pay, to cater to the preferences of Chinese consumers. This digital push has not only expandedWalmart's customer base but has also enhanced its brand visibility and market share in China.Despite its success, Walmart faces several challenges in China, including intense competition from localretailers and e-commerce players. To maintain its market leadership, Walmart must continue to innovate and adapt to the rapidly changing retail landscape in China. The company should also focus on leveraging technology and data analytics to improve its operational efficiency, enhance customer experience, and drive sales growth.In conclusion, Walmart's journey in China has been both impressive and challenging. The company's commitment to localization, sustainability, supply chain management, and digital transformation has enabled it to gain a strong foothold in the Chinese market. However, to sustain its growth and leadership position, Walmart must remain agileand responsive to the changing needs and preferences of Chinese consumers.**沃尔玛在中国：零售巨头的征程**沃尔玛，全球家喻户晓的名字，在中国市场上也取得了显著的进步，在竞争激烈的零售市场中开辟了一片天地。
沃尔玛对供应链安全的审核要求
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Sharing GSV Audit Results 分享GSV审核结果
• Factories which have previously performed GSV audit upon
request of other retailers/clients. 工厂之前已在其他零售商/客户的
Country risks ratings are provided on the next page and are updated every 6 months.国家/地区风险等 级(每六个月进行更新)见下页
8
SCS supplier training
Supply Chain Security 3rd Party Audit Firm 第三方审核机构 Third Party Audit Firms 第三方审核机构 There are approved by Walmart to perform Supply Chain Security audits.以下为沃尔玛认可的、具备供应链安全审核资质的第 三方机构 Intertek (ITS), Bureau Veritas (BV) Omega Compliance, Ltd (Omega) On site Audit Process:现场审核流程
5. Computer System Security
Computer accountability 电脑使用安全责任 Password Protection 密码保护
6. Merchandise Component Suppliers
Contractor Selecting Process 供应商筛选流程 Contractor Security Monitoring 供应商安全监管
沃尔玛WalMart的物流信息系统
沃尔玛（W a l-M a r t）的物流信息系统 1.沃尔玛简介沃尔玛是全球最大的大型零售连锁企业。
2005年4月在世界各地拥有沃尔玛购物广场、山姆会员商店、沃尔玛社区店、沃尔玛商店四种业务类型共5311家分店，拥有110家配送中心，全球员工人数为160万名，分别分布在美国、墨西哥、波多黎各、加拿大、阿根廷、巴西、中国、韩国、德国和英国10个国家。
每周光临沃尔玛的顾客近一亿四千万人次。
沃尔玛是全美投资回报率最高的企业之一，其投资回报率为46%。
2004年沃尔玛全球的销售额达到了2852亿美元。
连续几年在《财富》杂志公布的世界500强企业排名中位居榜首，在“全美最受尊敬的公司”中排名第一。
沃尔玛1996年进入中国，在深圳开设第一家沃尔玛购物广场和山姆会员商店以来，经过9年的发展，目前已经在国内22个城市开设了47家商场，沃尔玛在中国现有员工超过2.3万人，在华的总投资额至今已达16亿元人民币，累计纳税逾14亿元人民币。
沃尔玛在中国的经营始终坚持本地采购，提供更多的就业机会，支持当地制造业，促进当地经济的发展。
目前，沃尔玛中国所销售的本地产品达到95%以上，已与国内近2万家供应商建立了合作关系。
沃尔玛位于深圳的全球采购办公室从中国采购大量商品出口到其它国家的分店，2004年直接和间接采购中国商品的出口数额达180亿美元。
2.沃尔玛的信息化进程沃尔玛是由美国零售业的传奇人物山姆·沃尔顿于1962年在阿肯色州成立的。
60年代进入折扣百货业、80年代发展山姆仓储俱乐部、90年代发展购物广场经过四十余年的发展，沃尔玛已经成为美国最大的私人雇主和世界上最大的连锁零售商。
沃尔玛的成功与其不断的业态创新、准确的市场定位、先进的配送管理、强大的信息技术支持、“天天平价”的营销策略以及和睦的企业文化等几个因素密不可分。
1970年沃尔玛还不是一个很大的公司，跟信息化、自动化这个概念几乎沾不上边，唯一拥有的处理系统就是底帐和铅笔。
介绍沃尔玛公司总体英语作文
沃尔玛：全球零售巨头的崛起与影响Walmart, a multinational retail corporation, has emerged as a global leader in the retail industry, revolutionizing the way people shop worldwide. Founded by Sam Walton in 1962, Walmart has grown exponentially to become the largest private employer in the world, with over 2.2 million employees across the globe. The company's success can be attributed to its innovative business model, customer-centric approach, and relentless pursuit of cost-efficiency.Walmart's business model is unique in its ability to offer a wide range of products at low prices. By leveraging its scale and purchasing power, Walmart is able to negotiate better deals with suppliers, passing the savings onto its customers. This strategy has enabled Walmart to establish itself as a one-stop shopping destination for consumers, offering everything from groceries toelectronics at affordable prices.The company's customer-centric approach is evident in its commitment to providing exceptional service and convenient shopping experiences. Walmart stores aredesigned to be user-friendly, with clear signage, ample parking, and helpful staff. Additionally, the company has embraced technology to enhance the shopping experience, offering online shopping, mobile apps, and in-store pickup options.Walmart's commitment to cost-efficiency is reflected in its meticulous supply chain management and lean operations. The company has implemented advanced logistics systems to ensure timely delivery of goods to its stores, minimizing inventory costs and wasted resources. Walmart also focuses on sustainable practices, reducing its environmental impact and operating more efficiently.Beyond its financial success, Walmart has had a significant impact on the global economy and society. The company's vast supply chain has created millions of jobsfor suppliers, manufacturers, and distributors, driving economic growth and development in many regions. Walmarthas also been a champion of corporate social responsibility, investing in community development, education, and environmental conservation efforts.However, Walmart's rise to global prominence has not been without controversy. The company has faced criticismfor its impact on small businesses, wage practices, andlabor standards in some of its supply chain locations. These issues have prompted Walmart to reevaluate its business practices and implement changes to addressconcerns and improve its social and environmental footprint. Despite these challenges, Walmart remains a powerful force in the retail industry, shaping the way people shop and businesses operate globally. The company's success is a testament to its innovative business model, customer-centric approach, and commitment to cost-efficiency. As Walmart continues to evolve and adapt to changing market conditions, it remains to be seen how it will continue to shape the future of retail.**沃尔玛：全球零售巨头的崛起与影响**沃尔玛作为一家跨国零售企业，已经在全球零售行业中崭露头角，彻底改变了人们的购物方式。
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Stores are run as independent businesses and will do everything to satisfy their local customers
Key processes
• Suppliers linked to company
extranet – Direct delivery of SKUs to POS – High availability ratio to minimize lost sales
• EDI with suppliers
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WAL*MART – BACKGROUND
Business overview
• America’s largest retailer serving customers primarily through the
operation of – Wal-mart stores (discount department stores) – Sam’s Clubs (warehouse membership clubs) – Wal-mart Supercenters • Sales of nearly $191 billion in the fiscal year ending Jan. 31, 2001 • Employs more than 1 million associates worldwide through nearly 3,500 facilities in the United States and more than 1,000 units in Mexico, Puerto Rico, Canada, Argentina, Brazil, China, Korea, Germany and the United Kingdom Business technology agenda
• Using IT to reduce supply chain costs and improve operations efficiency • Using IT to enable Wal*mart to deliver its promise of everyday low prices
Source: Annual reports
•
•
– Lower inventory cost – Reduced lead time POS data sharing with suppliers – Visibility of demand and inventory levels to suppliers Procurement through private exchanges – Quick response – Reduced cost of procurement
• Started leveraging technology as
early as 1983
• Stopped sharing POS data
Marketing business system Product Margin mix mgmt. Channel mgmt. Advertising and branding Customer service/ relation -ship
Sales
Support business system Accounts payable/ receivable MRO management (indirect goods) Human resources
payments, check authorization and refunds Be selective in the connections you make and in the information you provide to others to ensure you capture value Select appropriate solutions and create the right balance between custom solutions and “off-theshelf” packages
Distribution/ Logistics
Retail/ Store format
Selling
Stores clustered Every day low around DC’s pricing
Emphasis on high frequency items
Centralized buying with regional tailoring
… so they focused on
• Driving costs out of
the system • Highly efficient supply chain
Source: Literature search; press releases; HBS case “Wal*Mart Stores Inc.”; McKinsey analysis
Order mgmt.
• Fast management of cash
flow through electronic networks
Source: McKinsey analysis
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… AND APPLIED TECHNOLOGY TO DRIVE COMPETITIVE ADVANTAGE
Operations business system Research and development Input costs mgmt. Supply chain mgmt. Manufacturing/ service provision -ing Fulfillment
Key processes
Source: McKinsey analysis
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WAL*MART’S IT-ENABLED COMPETITIVE ADVANTAGE
Sam Walton opened his first Wal*Mart store in Rogers, Arkansas in 1962… • Had an early focus on being distinctive in its offerings • Hub and spoke network design • Few touch points in the distribution system … and started leveraging technology as early as 1983…
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WAL*MART FOCUSED ON LEVERAGE POINTS…
Operations business system Research and development Input costs mgmt. Supply chain management Manufacturing/ service provision -ing Fulfillment
• Electronic scanning of Uniform Product Codes (UPC) at
the Point of Sale (POS) began and was completed for all stores by 1988, 2 years ahead of Kmart • Introduced electronic tracking of refunds and check authorization • Satellite installed at head office in Bentonville, AK in 1983 They continued to seamlessly integrate with the suppliers… • Beginning in 1990, “retail-link” gave more than 2,000 suppliers computer access to point of sale data
• Company extranet • POS data visibility to suppliers
• Electronic scanning of • •
POS data Satellite communication EDI “retail link”
Support business system Accounts payable/ receivable MRO mgmt. (indirect goods) Human resources
Order mgmt.
• Electronic invoicing,
Implications
Although initial steps can be taken quickly and value can be created in the near-term, the path to competitive advantage is a multi-year journey
Force vendors to DSD (directstore-delivery)
No inventory at stores, vendors responsible to use, sit or hold extra stock
Pricing/ merchandising decisions decentralized to store managers to tailor to local needs