In 2006, Wal-Mart, the second largest company in the world by revenue, was looking to improve its already efficient supply chain. The company supply chain has been closely integrated with its retail and information systems strategies and has gradually developed over the last 40 years. However, rivals copying every aspect of storing the type to capture Wal-Mart cross-dock product in halls to Wal-Mart’s use of a sophisticated database, and distribute store-level information on supplie … Read more »

In 2006, Wal-Mart, the second largest company in the world by revenue, was looking to improve its already efficient supply chain. The company supply chain has been closely integrated with its retail and information systems strategies and has gradually developed over the last 40 years. However, rivals were copying every aspect of the way to capture Wal-Mart cross-dock product in halls to Wal-Mart’s use of a sophisticated database to store and distribute store-level information about suppliers. Wal-Mart’s executive vice president, logistics, Johnnie Dobbs, the monitoring was developed a handful of initiatives to improve the company’s supply chain. However, it was not certain that these initiatives would have a significant impact on Wal-Mart’s costs, and he had to think about what the company should do to stay ahead of the competition.
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Fraser P. Johnson
Source: Ivey Publishing
15 pages.
Publication Date: Nov 28,, 2006. Prod #: 907D01-PDF-ENG
Supply Chain Management at Wal-Mart HBR case solution