7692-Article Text-19212-1-10-20200128.pdf

Archives of Business Research – Vol.8, No.1
Publication Date: Jan. 25, 2020
DOI: 10.14738/abr.81.7692.
Salvi, V. Z. (2020). Supermarket Global Supply Chain. Archives of Business Research, 8(1), 192-201.
Supermarket Global Supply Chain
Vinicius Zomkowski Salvi
EXECUTIVE SUMMARY
Successful business depends on successful internal and external Supply Chain. From company
requirements to tier supplier relationship, companies want to gain and keep customers. This
article studied Supermarket supply chains. It tried to find positive and negative attributes, it
did a gap analysis of those attributes and it dedicated deeply in techniques of integration and
synchronization such as VMI, ECR and CPRF to prove the importance of a successful supply
chain management.
It was got 14 positive and negative attributes such as POS data, collaborative planning,
collaborative and automatic replenishment, controlled inventory and developed logistics tools
as cross docking, third parties, and RFID. Negative attributes can be, for instance, a complexed
logistics operations and difficulties in implementing synchronization.
INTRODUCTION
A successful business depends on a successful internal and external Supply Chain Management.
Every project or routine, for instance, starts with a good plan, better if it is an integrated plan
(inside the company) or even better if it is a collaborative plan (done with tiers), and best
practice if it is internal and external plan with collaborative information sharing- applying the
finest Supply Chain techniques and avoiding the Bullwhip Effect, that last one treated for
example in (Lu et al, 2016).
Therefore, successful business companies struggle for achieving sales and getting the wishing
profit. To obtain that they utilize tiered supplier’s partnership, good company requirements for
achieving and sustaining customers. It because tiered suppliers allow organizations to compete
between supply chain networks, guaranteeing core competitive advantages such as low cost,
sustainability, traceability, customer satisfaction and premium quality beyond company’s
borders. Good company requirements permit assertively buying and to acquire correct is
essential for delivering end-consumer value.
Supermarkets have been becoming more powerful than industries in a Supply Chain Network
relationship (Marion, 1998). The private label is passing to retailers the possibility to
communicate and interact with their customers, using POS (point of sale). The positioning of
retail expresses itself in such a way that allows retailers to manage one of the most important
information in a chain, the end-consumer demand profile. Requirements from supermarkets
are turning into real time big data which can transform completely the way of doing business
by supermarkets, together with tier virtual supplier relationship.
This report aims to prove that successful and unsuccessful business depends on supply chain
performance and that it is not a simple expression to affirm the combination of tier supplier
and company requirements, beyond achieving and sustaining customers, defines the survivors
in the twenty first century. To complete the report’s goals, it gives firstly examples of
successful and unsuccessful characteristics in supermarket supply chains, always looking for
tier supplier relationships, company requirements and achieving and sustaining customers.

Archives of Business Research (ABR) Vol.8, Issue 1, Jan-2020
Copyright © Society for Science and Education, United Kingdom 193
Then it shows improvement gaps between evaluation and implementation of attributes of
supermarket supply chains. Finally, it brings an analyze of solving problems through
multinational global issues and applied techniques (CPFR, VMI and ECR).
SUCCESSFUL AND UNSUCCESSFUL CHARACTERISTICS IN SUPERMARKETS
Supermarkets as Walmart, Carrefour, Aldi, Lidl, Tesco and Mercado have passed from
competition to a great multinational battle, especially in Europe. International agreements
have been created free trade zones since 1990’s. After NAFTA was signed, for instance,
Walmart intensified its expansion to Mexico and Canada (Hunt, Watts and Bryant, 2018).
That battle generated developments, together with the introduction of high information
technology. It turned point of sales knowledge one of the most important characteristics of a
supermarket successful. Walmart, for example, sharing knowledge about local consumer
preferences with Pfizer (Lee, 2000, cited in Zhang, Gunasekaran and Wang, 2015). It enables
the supermarket to influence the whole chain by given the demand quantity through real time
control at POS. However, the POS has not used all its potential. Alftan et al (2015) commented
that many groceries do not know what to do with produced data. Therefore, POS has a positive
and a negative attribute associated with.
Collaborative Planning, replenishment, and inventory control became important features used
by a modern Supermarket Supply Chain, during that battle commented above. Vendor
managed inventory – VMI, Collaborative Planning, Forecasting and Replenishment – CPFR, and
Efficient Consumer Response – ECR give some examples of supply chain collaboration
(Panahifar et al, 2018). Pramatari and Doukidis (2007) commented Vilapoulos, a Greek
supermarket, utilizes ECR. The same authors introduced concept of PCSO (Process of
Collaborative Store Ordering), characterizing it as CPFR, but for store levels.
However, especially national companies have had difficulties in implementing those tools. It is
due to some points cited by Fliedner (2003) who was exemplifying CPFR complications, but
those impediments are also valid to VMI and ECR: “Lack of trust on sharing sensitive
information, fragmented information sharing standards, and fear of collusion”. There are more
three points when it intends to advance to planning and forecast: “lack of internal forecast
collaboration, aggregation concern (number of forecast and frequency of generation), and
availability and cost of technology”. It can be affirmed that supply chain collaboration of
planning, replenishment and inventory also have positive and negative attributes. Positive is
the implementation of those techniques, and the negative is it can be hard to implement those.
Grun et al (2002) cited in Pramatari and Doukidis (2007) brought important mistakes of
Supermarkets. They commented that 70-75% of out-of-stock situations are due to retail store
practices. 47% represents errors on store ordering and forecast while 25% indicates stock-out
“in the store – not on shelf”. The figure 1 shows statistics. It characterizes supermarkets as the
main responsible for stock-outs.

URL: http://dx.doi.org/10.14738/abr.81.7692. 194
Figure 1: Causes of Out-of-Stock (OOS) - Wordwide Averages.
Source: Grun et al (2002) cited in Pramatari and Doukidis (2007)
Traceability and trackability are important subjects to groceries, they are a positive attribute.
Once retailers command the distribution chain, it is considerable essential to have information
since the origin, also emitting data indeed to end consumer. Figure two demonstrates tracing
and tracking in a retail supply chain. Reuters (2018) presented that Carrefour provides
traceability to consumers using blockchain. “Consumers can use a smartphone to scan a code
on the package” and see where “honey, eggs, cheese, milk, orange, tomatoes, salmon and
hamburger” came from, also passing relevant information to final consumer. It is even more
important now because Europe has passed, for instance, through a scandal about horse meat
(Sarpong, 2014)
Figure 2: Tracking and Tracing. Source: Sarpong, 2014
Supermarket Supply Chain has repetitive tasks done by jobs with high turnover, stocker
position is one of them, Blackwell et al (2016). Walmart, opposite to Mercadona, a Spanish
supermarket, is held responsible to provoke small company failures and to generate low skill
jobs (López-González, Lois-González and Fernández-Casal, 2013). Lidl creates concerning in
stakeholder suppliers because it has rumors that it imports products from Germany and
excludes with that national suppliers, Uusitalo and Rökman (2004) showed those examples
analyzing Lidl’s internationalization into Finland. They are considered two negative attributes,
too operational jobs with high turnover and exacerbated politics of importation, destroying
national suppliers.

Some supermarkets such as Tesco have less private label (PL) SCR (share of category
requirements) than others such as Aldi which have excess of, Dawes (2013). Private Label is
classified as positive attribute, once it allows supermarkets to control and coordinate the
supply chain, guaranteeing accurate requirements, incisive participation of tier suppliers and
winning shopping from end consumer, especially in time of crisis. Hard discounters have
almost 90% of its goods PL and soft discounter almost 50% (Lamey, 2014), in crisis both kind
of grocery have been growing a lot.
Supermarket logistics has as bad point the transport from suppliers to supermarkets. It has
long opportunities for being optimized by using retailer load, letting supplier produce Free on
Board (FOB) – Fernie and McKinnon (2003). Cross-docking, Transport management system,
warehouse management system, labor management system, outsourcing and 3PL are great
tools in logistics (Lund and Wright, 2003). Logistics works well in a deeply complexity. “Rising
number of products and parts, rising product variety, reducing product life cycle” (Sternberck
and Kuhn, 2013).
Table one resume the positive and negative attributes, showing where they affect the tier
suppliers, the company requirements, achieving and sustaining costumers.
Table 1: Positive and Negative Attributes.
Tier
Supplier
Company
Requirement
Achieving and Mataining
Costumers
Attribute + - Positive Negative Positive Negative
1 POS Sharing Knowlede X X X
2
POS without all its
potential X X X
3 Collaborative Planning X X X
4
Automatic
Replenishment X X X
5
Inventory Controlled by
Vendor X X X
6
Difficulties in
implementing CPFR,
VMI and ECR X X X
7
Stock-out by
supermarkets' actions X X X
8
Traceability and
Trackability X X X
9 Low Skill Jobs X
10 Politics of importation X
11 Private Label X X X X
12 Transport by suppliers X X X X
13 Logistics Tools X X X
14 Logistics Features X X X
X Impact
X Reverse Impact
Source: Author

GAPS BETWEEN EVALUATION AND IMPLEMENTATION
Gap Analysis was built from those above 14 attributes (see table 1). It was generated a
graphic, using a systematic score from 0 – low importance to 10 – strong importance, and from
0 – bad performance to 10 - good performance of each attribute. Position one on graphic shows
concentrates here, position two maintain performance, position three not important and
position four Possible Overkill. (Martilla and James, 1977). See graphic one which shows
results of each attribute.
Graphic 1: Importance X Performance - Gap Analysis.
Source: Martilla and James (1977)
It will be started critically commenting the Maintain Performance and the Concentrate here
attributes. It is possible to conclude that if a supermarket has POS sharing, implemented well
logistics tools, got an inventory controlled by vendor, a collaborative planning and an
automatic replenishment, it sounds impossible it also has stock-out by supermarket`s actions,
difficulties in implementing CPFR, VMI and ECR and do not lead satisfactorily complex logistics
features. However, a supermarket has lots of categories. Whilst beverages, for instance, uses
some of those positive attributes in leading supermarkets, chicken and pork let it be done
emphasizing lots of negatives attribute (Salvi, 2014). Those facts are limitation of this
research which indicates for further researches a Gap Analysis by categories.
The Not Important and Possible Overkill squares are for attributes slightly important
stakeholders’ views which can affect supplier tiers relationship, company requirements and it
can uphold costumer’s fidelity. Low skill jobs and politics of importation are not an excellent
performance, but they are very used. The author decided to put those in this square to
highlight practices that are being overkilled in developed countries by the introduction of
restrictive importations policies. These policies have been slowing down commercial relations
between China and United States (Mao and Zhang, 2015). In the same way, repetitive jobs will
be replaced by introduction of robots and automation (Ross and Shroff, 2017) or, in developed
countries, law has been created for protecting jobs’ wages and conditions. Finally, transport by
suppliers can be something overtaken by FOB new contracts, once it has a fair performance
(see table 1), but it has a not important result to tier supplier which are afraid of losing
margins.

If a Supermarket has categories with Maintain Performance characteristics, those categories
should be readier for Corporative Social Responsibility (CSR), Sustainability, E-commerce and
Retail 4.0, because they already use positive attributes. CSR and Sustainability of food supply
chains have been studied by many scholar (Govidan, 2018), (Validi, Bhattacharya and Byrne,
2014) and (Sgarbossa and Russo, 2017), and now it is gaining power once costumers are
becoming to accept paying more for sustainable or social responsible products. It means that
supermarkets with cited characteristics can have as Concentrate Here, the CSR, Sustainability,
E-commerce and Retail 4.0.
Other categories of supermarkets in maintain performance are shampoo, blade, dental cream,
deodorant provided by P&G to Walmart. Swami and Shah (2011) helps with this example and
the arguments used in last paragraph given P&G and Walmart a studied case of green supply
chain due to size of package and shelf-space allocation optimization between them.
Beyond categories, performance is also different between countries. Corporate Social
Responsibility in Lidl, for example, is diverse in each country. Whilst it is a Lidl’s public
campaign in Croatia, it lacks evidences of use in UK by Lidl (Topic and Tench, 2016). It is
another limitation of the gaps presented above. It used a general positive and negative
attributes classification and it can be further researched, using countries gap analysis. Another
example is done comparing Norway and France, France is concerned with plastic bags
replacement while Norway sounds to be less committed with. (Loussaief et al, 2018).
Although there are two important limitations - analysis by category and analysis by country or
at least regions of the globe, the gap analysis proposed has a good result once it can be seen
some positive and negative attributes of supermarkets divided by squares of relevance and
importance. It enables to think about evaluation and implementation, great supermarkets are
starting to be compromised with CSR, sustainability and others, because most part of their
categories have implemented integrated supply chain techniques, POS data used and others.
CPRF, VMI and ECR are tools that provide Collaborative Planning an Forecast (CPFR), auto
replenishment (ECR, VMI and CPFR) and managed inventory by suppliers (VMI and CPFR). As I
said above, those are positive attributes that must be maintained. Because of it, next topic will
bring a deep analysis of those tools, giving examples of applications between countries around
the globe and providing better knowledge about it.
SOLVING PROBLEMS THROUGH GLOBAL SUPERMARKETS AND APPLIED TECHNIQUES
As it was said above, this article shows CPFR, VMI and ECR utilization across globe to cite some
applied techniques able to solve supermarkets’ problems. This article brought ECR in three
countries Japan, Germany and Australia, three developed countries in the early 2000, it shows
VMI developments in the food supply chain, and finally, it presents CPFR as an evolution of VMI
and ECR. Those techniques are important to reduce inventory, create a integrate planning,
generate a better and synchronized supply chain.
ECR is a successful technique in Japan. More than 20% of Japanese researched companies
implemented it “beyond mere planning” until 2004 and it is presumable that the number
should have increased a lot since technology was developed to CPFR. (Lohtia, Xie and
Subramanian, 2004). Causes for not implemented it were “they do not understand ECR,
uncertainty about the future of ECR, lack of technological capabilities, lack of technological
capabilities, and the shortage of skilled people”. (Lohtia, Xie and Subramanian, 2004).

In Australia, Grocery was in the early stage of implementation of ECR until 2003. Six points was
emphasized by a case study: “lack of understanding ECR, Retailers lead manufactures in ECR
adoption, retailer and manufactures have different interests and perceptions, retailers
experience more benefits than manufacturers, retailer are more powerful than manufactures,
and lack of cooperation and trust” (Kurnia and Johnson, 2003). It is probable that the number
of supermarkets and companies have risen with development of information technology.
It was a complete successful in Germany, 84,5% of big groceries implemented ECR until 2002.
However, the same research also showed that this number dropped when it was Small and
Medium (SME) size groceries to 51,2%, but it keeps being a good number compared to
Australia and Japan. Reasons for not adopted ECR by big groceries and for SME groceries were
showed in figure 3 bellow. (Borchert, 2002).
Figure 3: The five most important Reasons.
Source: Borchert, 2002
Europe is considered the most mature market in the world. Maybe there is a correlation with
the sophistication of retail and supplier relations, and the precision in the company’s
requirement to be this most mature market. It is a theme for a new research. ECR is a
technique able to reduce stock-outs, reduce costs of replenishment, implement category
management, and continuous planning, helping with the bullwhip effect.
VMI is another technique which transfers to vendor the management of retailer’s stock with
automatic replenishment, it is well-done with POS sharing data from supermarkets (Lee, Cho
and Paik, 2018). It allows reduction in transaction costs, volume of stock, stock-out and others.
Dorling, Scott and Deakings (2006) said that are three points determinants to successful of VMI
“developing long-term relationships, investing in supply chain technology and adopting supply
chain best practice are the means of achieving increased industry profitability”.
CPFR receives the connotation of the most advanced tool cited in this article, it can be
considered the second generation of ECR (Stank et al., 1999; Larsen et al.,2003; Seifert, 2003;
Ramanathan, 2014, cited in Hollmann, Scavarda and Thomé, 2015) (Sherman, 1998). The
integration between supermarkets and suppliers starts from planning and forecast sharing,
using its own software, better than EDI – ethernet data interchange and ERP integration, they
were used by early ECR, Danese (2007) and Kumar (2006). Danese (2007) brought seven case
studies and concluded like us in topic 3 above. He said CPFR depends on “product/Market
characteristics and peculiarities”. I have defended that categories and countries differentiate
the implementation of attributes. Different categories/countries have different

product/market. Danese (2007) also gave an example of integration of Walmart, P&G, Unilever,
Henkel, Kraft, Sainsbury’s and others, using CPFR.
In the same way, CPFR can be considered an evolution of VMI too Kumar (2006). Panahifar et
al (2015) showed “Collaborative replenishment spreads replenishment activities across the
supply chain and facilitates collaborative inventory management in operations”. This article
affirmed that CPFR is the most advanced technique of integration and synchronization. In the
beginning of 2000’s, it sounds that the maturity of Europe continent allowed to spread quicker
the ECR, it was opposite of Japan and Australia. But now, lots of companies such as Unilever,
P&G, Heineken and Sunbury’s implemented CPFR in different operations across the globe,
especially in developed markets. Those two affirmations, developed markets and mature
markets must be further researched.
CONCLUSIONS
It was proved that successful supply chain management defines successful business once it was
showed positive and negative attributes of supermarkets. Some of positive attributes were
classified in Maintain Here square and allowed categories and countries with those
characteristics try to reach sustainability, e-commerce, retail 4.0 and other decisions of this
fourth industrial revolution.
Limitations were found in my research. It cannot guarantee that positive and negative
attributes are equal to all categories and in all countries, an initial literature review appointed
to differentiation in market/product. It was also a limitation of scope to define CPFR in
developed and in developing countries. Preliminary information gives the feeling that
developed countries spread quicker positive attributes.
In a business conclusion, tier suppliers and company requirements turn a supermarket more
competitive. POS, VMI, ECR, CPFR and other are not only letters, they represent important
global techniques that allows to reduce stock-out, reduce costs and improve relations with
final costumer.
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