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1、 Wal-Mart and Carrefour Supply Chain ComparisonLeon Liao, Garbour Chen, Alex Liu, Janet YouLeon Liao, Garbour Chen, Alex Liu, Janet YouPKSupply Chain StrategyInventory ManagementLogistics and DistributionProcurement &supplier ManagementWhy this Strategy?TechnologyWorldWideWalmartratedasNo.4intherece
2、ntSupplyChainTop25byGartnerCarrefourhasnosuchrecognitionyet2,100,000EmployeesFleetof3500ownedTrucks80DistributionCentersMostTechnologicallyadvancedSCMProfitof$14BillionSalesof$405Billion(MorethanGDPof160countries)8500Storesworldwidein14nations495,000EmployeesProfitof3BillionEuroSalesof85BillionEuro1
3、2000Storesworldwidein34nationsFounded in 1957 in France3PLLogisticsSupplyChainStrategyWalmartStore formats: Wal-mart Discount StoresWal-mart Discount Stores Wal-mart SupercenterWal-mart Supercenter Neighborhood Market by Neighborhood Market by Wal-martWal-mart Super-mer-cado de Wal-Super-mer-cado de
4、 Wal-MartMart Market-sideMarket-side Sams ClubSams ClubCarrefourStore formats: HypermarketsHypermarkets Supermarkets Supermarkets Carrefour miniCarrefour mini Hard discount storesHard discount stores Convenience storesConvenience stores Cash & CarryCash & Carry6 6SupplyChainStrategyWal-martCentraliz
5、ed,standardized,uniformsupplychain.Everydaylowprices.CarrefourDecentralized,flexiblesupplychain.Focusmoreoncustomersneeds.7 7InventoryManagementCPFR(CollaborativePlanning,Forecasting&Replenishment)CPFR(CollaborativePlanning,Forecasting&Replenishment)CPFRprovidestemplatesforsupplychainpartnercollabor
6、ation.Theprocessmodelatbelowissegmentedintothreestages.Theplanningstageestablishesandupdatestherelationship;thesalesforecastingandorderreplenishmentstagesoccurmorefrequently.Animportantpremiseofthismodelisthataccuraciesintheforecastcanbeimprovedbyhavingthecustomerandsupplierparticipateintheforecast.
7、Started in 1997-98 with pilot project with Sara Lee increasing sales by 32%Massive improvement ( from 89% to 97%) of in-stock itemsLead times reduced from 21 days to 11 days Implementation was costly and required huge analyticsCan be implemented with Large SuppliersCRP -Continuous replenishment prog
8、ramDRP-Distribution Requirements PlanningWere all working together; thats the secret Sam WaltonInventoryManagementCPFR(CollaborativePlanning,Forecasting&Replenishment)-WalmartCPFR(CollaborativePlanning,Forecasting&Replenishment)-WalmartConsumption/RequirementsMRP,workoutrequirementstosupplier(PO)Pro
9、duction,deliverySupplierCarrefourEDIDeliveryERPInventoryManagementERP-CarrefourERP-Carrefour1010PKInventoryManagement(CPFRVs.ERP)1111VMIVMI implementation decision by top mgmt.Employees convinced of the benefits of VMIEDI Standards were setPOS data sent to manufacturersManufacturer decides inventory
10、 replenishmentGoods are shipped to Distribution centerWalmart/Carrefour sends acknowledgementManufacturer gets creditedLogisticsandDistributionComparison:Wal-MartDistributionSystemUpdateYearSupply ManagementOrder Management and Performance1969Computer Tracking Inventory1980BarcodeTrack order flow198
11、5Apply EDI in area distribution center19861988Fully apply EDI. 1st using of satellite system, scanner198972 hours delivery 1990IT vendor has access to website for sales info.199224 hours deliverReal time information for better communication1995Reduce staffQuicker response in supply chain1997Real Tim
12、e Sales and Inventory Data1998Auto supply chain for small/local vendor1999Effective customer feedback systemAvailability for customer shopping information to sales managers with vedio2000Increase 570% for website inquirydaily sales to $1100M on Thanksgiving Day2001Run updated websitecustomers can ge
13、t commodity very easy from 500K skus.2002No1 of Top 500 in Fortune. Daily sales to $1430M on Thanksgiving Day2003Promote EDIINT AS2 to set up industry standardCross DockingWalmartDoneon85%goodssoldSavingsof2-3%onsalesContinuouscommunicationneededCarrefourMovingtoCrossdockingsince2009LogisticsandDist
14、ributionWal-MartandCarrefourComparison1.Fastandresponsivesystem2.Companyownedtransportfleetof3500trucks3.Replenishstoreshelvestwiceaweekcomparedtoindustryaverageofevery2weeksWal-Mart1.Uses3PLwhenventuringintocountriesoutsideEuropelikeBrazilandChina.2.Moveto“RiverandRail”transporttoreducetruckmileage
15、andsafeguardtheenvironment.3.Averageinventoryis37daysofCOGS4.MinimizingPalletsizeforeffectiveinventorymanagementCarrefourLogisticsandDistribution1515Wal-MartandCarrefourComparisonWal-MartCarrefourVendor1Vendor2Vendor3VendorDistributionCenterStore1Store2Store3StoreVendor1Vendor2Vendor3VendorStore1Sto
16、re2Store3StoreLogisticsandDistribution1616Wal-MartandCarrefourComparison1.Higherpressuretodistributioncenter:watchouttheclimate,stockandvendordeliveryverycloselytomakesurehighstock-ininstores.2.Betterleadtimetovendorsforbetterforecastandordervolume.3.Hardtoforecastthedemandpreciselyfordifferentstore
17、s.Wal-Mart1.Shorterleadtimetovendors.2.Vendorsneeddealwithsomanydifferentstores.3.Thestorescompetewitheachotherforsameresources.CarrefourLogisticsandDistribution1717Wal-MartandCarrefourComparison1.Inspectfactorywithsamestandardverystrictlytoinsurehigherqualitywhichisthekeyforsuccessinlongterm.2.Purc
18、hasingcentertosourceallgoodstoinsuretheefficiencyandcostcontrol3.Betternegotiablepowerforbiggerquantity4.Lowerpricetocustomers5.OutsourcepurchasingtoLi&FengforcostreductionWal-Mart1.Buyingagentindependentlytopurchaseforindividualstore.2.Savingcostbasedontargetprice3.Localresource.Lessdifferentiation
19、inproducts.4.Returngoodsveryconvenientfordirectcontactwithvendor,lessoverstockorstockout.CarrefourProcurementandVendorManagement1818TechnologyWalmartWalmart LeaderandpioneerinSCMtechnologyLeaderandpioneerinSCMtechnology Wastheonewhopioneeredbarcodesin1984Wastheonewhopioneeredbarcodesin1984 Invested$
20、4BillioninbuildingaRetailLinkprivateextranetsystemInvested$4BillioninbuildingaRetailLinkprivateextranetsystemwhichincludedthelargestprivatelyownedsatellitesystem.whichincludedthelargestprivatelyownedsatellitesystem. InvestedPOSin1983andlinkedwithgoodsreplenishmentprocess.InvestedPOSin1983andlinkedwi
21、thgoodsreplenishmentprocess. StarttointroduceRFIDin2003StarttointroduceRFIDin2003 TransferredfromVANEDItowebEDIin2003TransferredfromVANEDItowebEDIin2003 UseIBMandSUNastechnologypartnerUseIBMandSUNastechnologypartnerCarrefourCarrefour TechnologyfollowerTechnologyfollower GenerixisthemainSupplyChainSo
22、ftwareprovider.IntegrationofGenerixisthemainSupplyChainSoftwareprovider.Integrationof3PLandlogisticscapabilitiesofCarrefourandsuppliers3PLandlogisticscapabilitiesofCarrefourandsuppliers1919InventoryTurnoverComparisonWal-mart: 7.9 Carrefour 10.4 Industry: 7.5WhythisStrategy-Walmart1Toachievethetarget
23、thatlowesttotalsupplychaincostintheindustry.23U.Smarketneedsarehugeandalmostidentity.3U.Senterprisepursuenewtechnologyandwillingtotakerisk.FocusmuchonU.Smarketasitaccountfor70%ofthetotalsalesturnover.WhythisStrategy-Carrefour1Tobuildflexibleandcustomerfocusedsupplychaintocompeteintheglobalmarket.2Ca
24、rrefouroperatesinthreemajormarkets:Europe,LatinAmericaandAsia.Withapresencein34 countries,over57%ofgroupturnoverderivesfromoutsideFrance.3Carrefoursmainmarketvariesalotasitcomesfromdifferentcountry,culture,andpurchasingpower.3Europeenterpriseareusuallyconservativeandrespecttradition.TeamWorkAlexLiu:StrategyJanetYou:LogisticsandProcurementGarbourChen:InventoryLeonLiao:TechnologyandsummaryQ&A2424
