Wal Mart Value Chain Analysis by Sandro
Transcript of Wal Mart Value Chain Analysis by Sandro
![Page 1: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/1.jpg)
Sandro Olivieri
![Page 2: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/2.jpg)
Traditional
Manufacture -> Wholesaler -> Retailer -> Customer
Wal-Mart
Manufacturer ->Wal-Mart -> Customer
![Page 3: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/3.jpg)
Strategic distribution center locations• At the end of 1985, Wal-Mart was able to operate 859 stores with
only 5 distribution centers – the locations of these centers were chosen to: Maximize potential for bulk purchases from manufacturers Ensure full truck-loads coming into the centers
Strategic store locations• Store locations were exploited to ensure full truckloads on returns
to distribution centers by having return trucks stop at multiple stores and pick up return merchandise
This allowed Wal-Mart to cut our the Wholesalers, reduce costs, and provide
“always lower prices, always.” to its customers.
![Page 4: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/4.jpg)
![Page 5: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/5.jpg)
The “hub” of Wal-Mart’s hub-and-spoke distribution system was fueled by cross-docking
Goods came by full truckloads into the centers from various vendors
Goods were transferred from vendor trucks and put in Wal-Mart trucks according to store need (as indicated by integrated inventory system)
![Page 6: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/6.jpg)
Wal-Mart• Advanced distribution system eliminated the
need to make purchases from an entity that “had it all”
• Wal-Mart creates the same value of wholesalers, but at a much lower cost. This translates to lower prices for the customer
Suppliers• Selling directly to Wal-Mart was equivalent to
selling to a wholesaler with a warehouse, but at much higher volumes
• Suppliers don’t get more of the pie, the pie gets bigger.
![Page 7: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/7.jpg)
Customer Wal-Mart Supplier
$2.54
$.27
$6.59
$.60
Assumption was made on suppliers’ margin
![Page 8: Wal Mart Value Chain Analysis by Sandro](https://reader035.fdocuments.in/reader035/viewer/2022062219/542c1e078d7f7247428b9955/html5/thumbnails/8.jpg)
$0.27 - Profit
$1.12 – Payroll Expense
$0.23 – Advertising Expense
$0.22 – Rental Expense
$0.76 – Miscellaneous Expense
$.32 – Operating Expenses
Excludes profits from License fees and other income