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Case study on walmart supply chain

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The company that we are auditing is a regional convenient store chain called Wawa. Many local people think that the store is a cash cow that cannot do anything to hurt its profits or market share. The truth is, the company is large and successful but it is not invincible and for many reasons. The company is privately traded, meaning it cannot issue common stock to help itself get out of hard times financially. It is based on an individual's unique circumstance.
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Supply Chain Management - Humber College

Learning from Others 9. Wal-mart grew from quiet beginnings in Sam M. Walton's similar store in Versailles, Missouri in In , Sam Walton started Wal-mart's first discount store, but faced stiff competition from Kmart and Target, opening only another 14 stores by the close of the decade. Expansion became rapid in the 70s, however, to stores in 11 states, when a public offering provided the necessary capital infusion. By the 80s Wal-mart was one of the most successful retailers in America. The company acquired Woolco stores from Woolworth, Canada in , to become, three years later, the largest volume discount retailer in Canada and Mexico.
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Supply Chain Management Case Studies provides case study resources related to managing the supply chain. How, many International companies successfully manage their supply chain and logistics operations is illustrated. The key to Wal-Mart's supply chain Wal-Mart is committed to improving operations, lowering costs and improving customer service. But the key to retailer Wal-Mart's success is its ability to drive costs out of its supply chain and manage it efficiently. Many supply chain experts refer to Wal-Mart as a supply chain-driven company that also has retail stores.
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These practices are a key competitive advantage that have enabled Wal-Mart to achieve leadership in the retail industry through a focus on increasing operational efficiency and on customer needs. In the United States alone, the company has more than 40 regional distribution centers for import flow and more than distribution centers for domestic flow. When entering a new geographic arena, the company first determines if the area will be able to contain enough stores to support a distribution center.
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