Semester 1/2016

IBM 4715 Designing and Managing Global Operations

Research Report
Competitiveness from Operations: Domestic VS Global
SECTION 402

Submitted to
A.Thitival Hutasingh
on
15th November 2016

Submitted by
Wanvipa Varunpaijit

5631009

Journey Ling

5635212

Belle Ling

5635213

Salman Mahmud

5638052

Background
Wal-Mart Store (Selected International Retailer)
Founded in 1962 by Sam Walton as a small discount store in Bentonville, Ark, United
States with the strategy of Everyday low prices - anytime, anywhere, Wal-Mart has grown to
become the largest retailer in the world with 5,300 stores in 50 states in the United States and
6,273 stores, operating under 67 banners in 27 countries including Africa, Argentina, Brazil,
Canada, Central America, Chile, China, India, Japan, Mexico and United Kingdom. The
company employs 2.3 million employees around the globe with 1.5 million in the Unites States
and 800,000 internationally. As of 2015, Wal-Mart achieved total sales of $500 billion with the
United States covering 71% of the total net sales. The companys operation includes Wal-Mart
Supercenter, Wal-Mart Discount Store, Wal-Mart Neighborhood Market, Wal-Mart International
and Sams Club.

The Kroger Co. (Kroger) (Selected Domestic Retailer)

Kroger was founded in 1883 by Barney Kroger as a small grocery store in Cincinnati,
Ohio with a simple motto: Be particular. Never sell anything you would not want yourself. The
company has been expanding ever since and it is currently the largest supermarket operator in
the United States and one of the worlds largest grocery retailers, surpassed only by Walmart in
grocery sales. The company employs about 431,000 employees nationwide and it has operations
in 35 states in the Unites States covering more than 2,781 grocery retail stores, 785 convenience
stores, and 323 fine jewelry stores. As of 2015, Kroger has total sales of $104 billion with food
store as the key business for the company, accounting approximately 94% of the total company
sales.

Tesco (International Retailer)

Tesco was founded in 1919 by Jack Cohen as a group of market stalls in London. Later in
1929, Cohen opened the first Tesco store, selling dry goods to customers. Today, Tesco is the
leading food retailer in the United Kingdom and one of the largest retailers in the world with
476,000 employees working in 6,902 shops. It has its operation in 11 countries including the
United Kingdom, India, Malaysia, Thailand, Czech Republic, Hungary, Ireland, Poland, Slovakia,
Turkey, and China. Tesco operates its business in a few formats such as Tesco, Tesco, Extra,
Tesco Lotus, Tesco Metro and Tesco express. As of 2015, Tesco has achieved total sales of
48.4 billion ($60.6 billion).

Figure 1 : Total Sales of Major Retailers in 2015

Part 1: Benefits and Costs of Going International vs. Staying Domestic

Comparison Between Wal-Mart and Kroger
1. Cost
The purchasing power of Wal-Mart and Kroger is different due to the size of purchase
and this affects the cost of goods. As an international retailer, Wal-Mart is the winner because it
gets to reap significant economies of scale from its global buying power. By going international,
Wal-Mart has been able to use its enhanced size to demand more discounts from its suppliers
such as GE appliances, Unilever and P&G. This enables Wal-Mart to reduce its cost significantly
in terms of the products comparing to any domestic-oriented company and sell the products at
low prices to customers. On the other hand, Krogers purchasing power is much smaller
comparing to an international retailer like Wal-Mart. Although the key suppliers of Kroger are
the same as Wal-Mart, Kroger lacks the privilege to demand more discounts from them
comparing to Wal-Mart because the number of purchased goods is lesser. This would increase
the cost of the goods causing the retailer to charge a higher price to its customers.

Besides that, we can also compare the expansion or startup costs between the two
international and domestic-oriented retailers. Walmart definitely has higher startup costs when
compared to Kroger. When Wal-Mart decides to expand internationally, it needs to consider
some factors such as the costs for land as it varies across countries. For example, Wal-Mart had
to trade off the size of its stores when it decided to expand to Japan because it would cost the
company too much to open a store as huge as the ones in the U.S. due to the expensive land price
in Japan. There are also market research costs to be considered when expanding
internationally. An international retailer like Wal-Mart would have to pay a higher price for that
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comparing to a domestic retailer in order to prevent costly mistakes. In contrast, Kroger has
lower expansion cost since the expansions are based domestically. The market research cost for
Kroger would be lower compared to Wal-Mart because it can apply the most of its current
strategies and operations within the same country. For example, Kroger does not have to do
country market research to study the culture differences, local suppliers, PESTEL factors and etc.
because it is only based in the United States.

Next, we can compare the operating cost of Wal-Mart and Kroger is in terms of
transportation cost, utility expenses, and salary. In general, Wal-Mart as an international
company has a higher cost in all three areas comparing to Kroger. Wal-Mart is currently selling
products made in over 70 countries, which means that Wal-Mart needs its suppliers to transport
the products to Wal-Marts distribution centers located in 27 different countries and this
definitely drives up the companys transportation cost. Wal-Mart is also the third employer in the
world just behind the United States Department of Defense and the Chinese Armies with 2.3
million employees working in more than 6,000 stores worldwide which automatically leads to a
larger amount of payment for salary and higher cost of utility expenses. Conversely, Kroger only
operates in the United States hence the company only needs to cover the transportation cost for
distributing its products to all its domestic branches. Utility expenses and salary of Kroger are
also lower than Wal-Mart as it only has less than 2,800 grocery stores nationwide and only about
a fifth of Walmarts employees at 431,000. As of January 2016, Krogers total operating cost is
about $20.7 billion compared to Wal-Mart at $107.9 billion.

2. Risk
There is always the chance of legal restrictions, paperwork and also policies about
remitting profit which is considered as political risks. Wal-Mart has faced problems due to the
poor relationships with politicians. The company has had some problems before with the law.
For example, the Chinese government does not allow profits to be sent back to the headquarter
country and it has to be rolled over again in the business. Wal-Mart was also fined by the
Chinese government for breaching local laws and as a result was forced to close down their
stores temporarily for product violations. Wal-Mart eventually had to pay the fines even though
they believed that the allegations were not relevant and false. There is political pressure for
higher wages in some countries which Wal-Mart has to take into account. Kroger, on the other
hand, does not face too much of political risks as it operates only in the domestic market which is
the United States. Kroger only has to adjust to situations if the government makes new policies
which do not happen regularly. For example, Obamas open-carry law where stores had to
display signs or boards to let the customers know that they may not enter this property with a
handgun that is carried openly. Kroger did not have mutual feelings about this but then
eventually had to follow the local policy.

In terms of financial risk, Wal-Mart as an international company is exposed to higher

risk comparing to Kroger as it will take a longer time to achieve breakeven in a new country.
Retailing is a low margin and high fixed cost business, with returns that accumulated only over
time. Any retailer will need a decent amount of time to start profiting in a new area because they
need to open a large number of stores in order to achieve economies of scale and to benefit from
the investment into the supply chain. For example, it took Wal-Mart in China 15 years to achieve

break-even since their first store in 1995. However, time does not guarantee success and this is
shown in the case of Wal-Mart in South Korea. The branches failed for many reasons after trying
for 8 years (1998-2006), selling off all 16 outlets to Shinsegae, a local retailer for only $882
million and incurred a net loss of $10 million on sales of $720 million in 2005. The company
won just 4% market share over the past years and has not achieved breakeven. In contrast,
Kroger as a domestic is somehow safe and less exposed to financial risk as the greater numbers
of stores opened in the United States contributes to economies of scale and achieving break-even.

In addition, failure risks arise mainly due to the cultural differences across countries.
Kroger has an advantage over Wal-Mart in this factor since they only operate domestically in the
United States where the level of cultural differences is generally very low while Wal-Mart is at
disadvantage because it is exposed to a greater risk since they operate their business across the
globe. Wal-Mart faces many challenging cultural differences as evidenced by their failure to
operate in Germany, Japan, and South Korea. In Germany, the problem was particularly about
the cultural attitude in terms of the role of unions and labor law, where Wal-Mart failed to take
that into account for their operation. Wal-Mart, at that time, simply just brought their business
practice and applied in Germany without understanding the differences. In Germany, the country
generally values labor unions that the unions have a very close connection with the companies
and democracy where the company rules and practices should not step into the employees
private lives. But what Wal-Mart did was totally opposite to what was expected by Germany,
they discouraged and stopped the employee association that is the labor union so that they can
keep the cost as low as possible in order for them to pursue their strategy in offering a low price.
By doing that, Wal-Mart was painted with the bad image which eventually was spread to the

society and customers in Germany. Another case is in Japan, Wal-Mart made the same mistake
as they did in Germany but this time it was mainly because of the cultural value and different
habits of customers. In Japan, the Japanese normally perceive high price products as high quality
and their purchasing decisions are mainly influenced by the product packaging and appearance.
This contrasts with Wal-Marts core strategy of offering low price products and had created
dissonance between the company and the people. Moreover, in terms of buying pattern, Japanese
people normally prefer to make small but regular purchases of fresh products when they shop
rather than buying big lots of pre-packaged products offered by Wal-Mart. The similar mistake
occurred in South Korea where Wal-Mart failed to localize their operation leading to a business
failure. They focused on selling pre-packaged dry food like they did in the United States but it
did not work since Koreans preferred more fresh food products.

Part 2 : Operation Management Theories applied by Wal-Mart and

Other MNC
1. Logistics (Cross docking)
Wal-Mart uses cross-docking in logistics to replenish inventory efficiently. By
implementing cross docking, there is an immediate transfer of goods from inbound or outbound
trucks without sitting in inventory or using up extra storage. It requires a continuous contact
among distribution centers and suppliers to ensure that all orders are consolidated and executed
in 24 hours or less. To smooth the operation, Wal-Mart operates a private satellite
communication system that sends sales data every day directly to its dealers. The benefit of using
cross-docking results in a reduced inventory size for Wal-Mart. By implementing cross-docking,
Wal-Mart has fewer goods that are stored in the warehouses and the inventory would be less
costly to maintain. Also, cross-docking enables Wal-Mart to deliver the goods to each of its
stores in a more efficient way and enables Wal-Mart to respond to fluctuations in demand and
other related changes in the market. Wal-Marts truck drivers are constantly delivering goods to
distribution centers, repackaged and then redistribute them to other stores in a day or less. Thus,
this operation management method supports Wal-Marts business and enables the company to be
more competitive because it reduces operating costs, keeps transportation costs low, reduces
transportation time, and eliminates inefficiencies, which supports the companys objective to
offer low prices to its customers every day.

There are some challenges for using cross-docking despite having all the benefits
mentioned above. It needs a well-coordinated management with great planning and time
management in order to achieve a smooth operation. Poor management would impact the
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effectiveness of the process. Apart from that, the company needs to have a good relationship
with their suppliers and trust that they will be able to send the goods in its right amount and on
time to the cross-docking terminal. The company will be wasting time and possibly lose
customers if the suppliers fail to do so. There is little to no room for error in the cross-docking
process.

On the other hand, Tesco also manages its inventory using cross-docking to reduce
inventory cost and speed up delivery processes. In addition, Tesco analyzes the need pattern
through forecasting and replenishment system and shares the data on the Internet. This system
also cuts down inventory cost, guarantees the availability of product and benefits to forecast the
stocking holding. In generally, Tesco is able to control the stock holding at a lower inventory
level and satisfy the demand of customer at the same time.

Tesco turned many of its former warehouses into cross-docking facilities. Fast-moving
items such as toiletries, packaged food, and soft drinks generally spend only a few hours in the
distribution center from the time they are received until loaded onto an outbound truck to be
shipped to individual stores. The networks focused distribution facilities starts empty each day.
At the beginning of the day, pallets are placed on the floor, and as incoming goods are received,
operators drive to the different pallets on the ground, and put cases on the appropriate floor
pallets until their pallets are depleted. After all receipts are processed, the pallets are loaded for
store delivery and, at the end of the day the distribution floor is empty again.

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Figure 2 : Cross-docking Process

2. Inventory (J.I.T)
Wal-Mart is best known for their inventory management and they have one of the best
supply chain operations in the world. The company uses various technology and methods to
track, manage, and maintain their inventory levels throughout all of their stores located
everywhere in the world. One of the most effective methods used is Just-in-time where they can
minimize storage space and cost. The technology that they implement to support their just-intime strategy are real-time RFID (radio frequency identification), Point-Of-Sale system (POS)
and its own private satellite communication network which actually is the worlds largest
privately owned satellite network.

With the use of their RFID system, it gives the company real-time access to the inventory
level at each and every store location. RFID, POS and bar code system are used together line-inline at Wal-Mart, employees at each store will have their hand-held computer devices which are

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linked to the store database which help them to manage and track the level of inventory in their
stores including those deliveries and back-up items kept in stock at the distribution centers. So
when they scan the products bar code at the checkout counters or even from the shelves, the
quantity of each particular products left in the stock from each store will be sent to the database.
For RFID, it is the wireless smart tag system that does not require the manual scan like bar code
system. The company is able to keep track and see the real-time status and location of the
merchandise once they move through the RFID optical readers and got scanned automatically.

Other than that, Wal-Mart makes use of a new form of collaboration - Collaborative
Planning, Forecasting, and Replenishment (CPFR), which is the practice that brings together
Wal-Mart and its suppliers to enhance the management of supply chain by working and sharing
together the valuable information. CPFR concept is being used through Wal-Marts Vendor
Managed Inventory Model (VMI) where the information about their stock inventory is shared
with Wal-Marts suppliers such as Procter & Gamble (P&G), Nestle, Kraft Food, Kimberly
Clark and etc. where the suppliers will be responsible for managing and controlling their own
stock of products at Wal-Marts warehouse. When the products reach the minimum level or the
reorder point set, the system will simply notify the company and its suppliers to restock the
products just in time when the previous stock is used up. By using this, Wal-Mart can eliminate
product inventories, reduced time needed to receive merchandise, and minimize the inventory
and supply cost as well.

Another main technology invented and used by Wal-Mart is the global satellite system in
which its purpose is to enhance the communication system among all Wal-Marts stores and

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distribution centers use together with the product bar code. So whenever the product is scanned,
the information about that product and its inventory level in that specific store will be
immediately collected and sent to the database called Retail Link through the use of its satellite
system. This Retail Link connects Wal-Mart and its suppliers on the real-time basis through the
internet where the suppliers can access to the sales and inventory data of their items sold in WalMart. The goal is to work together and maintain the inventory levels at all Wal-Mart stores.
Using Wal-Mart and P&G for example, when inventory level for P&Gs goods is low at any
Wal-Mart store, a re-supply or re-stock order notification will be sent from the system to the
nearest P&G factory through the satellite network. Once P&G is notified, the employees will
prepare the goods and send them either to Wal-Mart distribution center or directly to stores that
are short of goods. Moreover, Wal-Mart uses this Retail Link to connect to its analysts who will
be responsible for forecasting suppliers demand in which the information gathered is the sales
data from cash registers or checkout counters in real time.

While just in time inventory provides low inventory cost and storage space, some tradeoff
of using this method is that it may not be able to meet huge or unexpected demand since there is
no stock available in the warehouse. Also, the company could not meet replenish goods in time if
its supplier does not deliver the goods on the arranged date.

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Figure 3: Wal-Marts flow of communications and supply chain

management (Inventory Management)

In comparison, Tesco makes use of similar inventory system as Wal-Mart with a slight
difference in its content and the systems effectiveness. Working to improve its inventory
management system, Tesco makes use of the big data analytics to predict and forecast customers
buying preference and habits by using their historical buying data as the input. They developed a
statistical model that forecast the customers buying behavior base on the impact of the weather
and adjust their inventory levels based on the result they get from weather forecasting to make
sure that the appropriate products are available at the right time. Like Wal-Mart, Tesco also
applied Just-In-Time model to their inventory management. Initially, Tesco used a traditional
logistic system but it became less effective when Tesco started to expand and increase the
number of stores throughout the world. It was clearly evidenced by the companys tremendous

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amount of loss occurred in the year 2010 due to the shortage of products in store as well as the
huge amount of food waste which is about 30,000 tonnes from just the first 6 months of 2013
due to over-stocking. Tescos control and management of inventory levels are mainly accounted
by their Electronic Data Interchange (EDI) technology which is located at the Point-Of-Sale or
the checkout counters. With the use of this technology, Tesco was able to improve its recording
and replenishing of inventory levels. As claimed by the company, they can increase the
efficiency and accuracy of stock checking by the use of EDI system. Tesco uses the satellite
system too, but in a different way comparing to Wal-Mart since the main purpose of using
satellite system is for the navigation when customer order goods online. The system is called
Satnav (Satellite Navigation) and it is similar to a GPS system used by truck drivers, allowing
them to get to customers home correctly. RFID system used by Tesco is also similar to WalMart where all employees have a hand-held device connected to the database through the
Internet and just like Wal-Mart, Tesco uses this system to scan and keep track of products and
products information throughout its supply chain. The use of RFID helped Tesco in increasing
their staff effectiveness and efficiency and also enhanced data accuracy since most of the process
are done automatically.

3. Quality Management
Wal-Mart increased their net sales to almost 150% (from 201.2 billion in 2002 to 443.9
billion in 2012) which definitely indicates that the company has been successful in creating value
to customers. Wal-Mart applies Total Quality Management (TQM) in their business where it
works continuously to become a sustainable corporation and improve its quality. To support the
idea of TQM, Wal-Mart developed a close relationship with its suppliers and customers. The

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close relationship with the supplies enables Wal-Mart to gain access to merchandise earlier than
its competitors, get better quality products at a lower price and faster shipping rate, which in turn,
adds value for its customers. Years of experience in the retail industry also made Wal-Mart
developed a number of tools and requirements standards. The company hands over a supplier
manual that has all the guidance and details about the standards that have to be followed by all
the suppliers around the world. This is to ensure that the suppliers are clear about Wal-Marts
policies about quality standards before the company purchases any products. On the other hand,
Wal-Marts top management always wanted a grip on customer relations and their expectations.
Customers were offered with different shopping solutions like memberships where customers
feedbacks were taken seriously and the company kept on delivering quality at superior value. By
doing so, Wal-Mart will be able to solve the root of the defect and provide better service. WalMart also applies TQM to their design and construction process where they commit to a team of
design professionals to produce and construct new stores in the country at the lowest cost. Five
different approaches to the quality concept were connected with Wal-Mart. The first would be
cost and price, which Wal-Mart calls the Everyday Low Price (EDLP) model. This is when the
costs are lowered by reducing the expenditure. Wal-Mart identifies and sorts out the products
that have satisfied the most and a large category of customers needs for the user based approach.
In terms of manufacturing approach, Wal-Mart works with its suppliers in order to meet the
quality and standard requirements that are offered for their products and services.

The quality dimensions of goods include several quality concepts such as maintainability
where Wal-Mart maintains a global information database about the life cycle of products, from
raw material until its final stage. Wal-Mart also maintains an inclusive work environment for

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their total workforce. Environmental impact is also one of Wal-Mart quality concept as setting
up goals to be achieved using 100% clean energy, eliminating waste, sell products that not harm
both customers and environment, monitoring greenhouse gas emissions and also building a more
environment-friendly supply chain. To achieve the current success, Wal-Mart depends heavily
on communication with suppliers helping them to develop their productivity, enough
communication between the stores and the most importantly, communicating with the customers
to know their needs, satisfy them and help them with better knowledge about the products. WalMart tries to be a better company by reducing waste, innovating, lower costs, increase
productivity which helped the company to fulfill their goal. Wal-Mart strategies and efforts have
been consistent and therefore it can be known as a quality oriented company.

Similarly, Tesco also implements TQM as the company believes in total customer
satisfaction without any defects. Every product goes through quality tests to meet the standards
of the company so that customers can get the value for their money for the product. Quality is
being checked throughout the supply chain from the beginning till the product is placed in the
store. It not only assures the quality of the products & services but tells about the tactics of doing
business. The process of business and managing the employees can even lead to customer
satisfaction. In this case, TQM is related to doing things right in the first process of the business
cycle. Tesco uses TQM techniques such as prevention so that they can avoid the manufacturing
of defected product rather than finding defects in them. Tesco tries to produce defect free
products and minimizes the defect level even if the products are complicated. Tesco believes in
not producing the product rather than producing products that could have possible defects. Tesco
not only applies this theory to the production and operations department but also passes this on to

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the other business units such as marketing, finance, and human resource. The company uses lean
management concept and also seeks for continuous improvement in the product and processes.
Tesco encourages employee involvement in the production and operation processes and always
takes feedback from the employees for improvement in the required fields. It is not an easy task
to introduce techniques of TQM in a business like Tesco where meeting the customer demands is
very important. Tesco makes it more friendly when it makes the employees more participative in
the production process and makes their feedback important for manufacturing the products. It
gets difficult at times as the middle managers might feel left out or not too important.

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Conclusion
From the research, we can conclude that whether to expand internationally or to stay
domestically, they both yields different benefits and costs. Cost and risk are the two main factors
identified in this study. Comparing Wal-Mart (international) to Kroger (domestic), Wal-Marts
worldwide operation contributed to lower cost of goods but higher startup and operating cost, as
well as higher political, financial and failure risk. Kroger, on the other hand, has a higher cost of
goods, lower startup and operating cost, and lower political, financial and failure risk.

Wal-Marts expanded business increases the companys purchasing power and drives
cost low, enabling it to achieve economies of scale and sell its products at a competitive price
supporting its strategy of Every Day Low Price. However, Wal-Mart needs higher startup costs
compared to Kroger as it needs a very precise market research prior entering any new markets to
prevent costly mistakes. Operating cost is also higher for Wal-Mart since the company has more
stores operating all over the globe and the company hires a larger number of employees. In terms
of risk, Wal-Mart faces higher political risk than Kroger because it is operating in many foreign
countries. As different countries apply different laws, Wal-Mart must comply with those laws in
order to have a smooth business operation, whereas Kroger just has to stick with one country law
since it only operates in the United States. Wal-Mart also faces higher financial risk as it expands
internationally due to the long period to break even in a new country. The company needs to bear
the loss if the business fails before achieving breakeven. Failure risk is also higher for Wal-Mart
as the company needs to be flexible to adapt the business model and strategies differently
according to the culture in different countries, because we know that like one size does not fit all,
one strategy does not fit with the culture of every countries. Failure to understand and meet the

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needs of the people will lead to a costly business failure in that country. Kroger, on the other
hand, has little to no culture difference operating business domestically.

As we compare the operation management in Wal-Mart and Tesco, it is found that WalMart and Tesco have similar operating systems. Both MNCs use cross-docking in their logistics,
Just-In-Time system to replenish their products and Total Quality Management to enhance the
overall performance of the company and add value to customers. Cross-docking helps both
companies to transfer goods from inbound to outbound truck within 24 hours or less, enabling
them to reduce the number of inventory and warehouses, which ultimately leads to overall cost
reduction. Inventory is also kept low by using Just-In-Time concept. Wal-Mart and Tesco
connect their systems with their suppliers using private satellite (Wal-Mart) and Satnav (Tesco)
and they use RFID system to keep track of the number of goods left in each store. The system
will notify each supplier when inventory is running low so that suppliers can prepare and
replenish the goods just in time. Last but not least, both companies use TQM where they have
continuous improvement to satisfy their customers. Wal-Mart developed a good relationship with
their suppliers to get high-quality products at a lower price, while Tesco examine all products to
make sure that they pass the standards before selling them on the shelves. Both companies aim to
provide the best quality products for their customers.

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