Wal-Mart China: Sustainable Operations Strategy
(11 pages of text)
A German expatriate had moved to China in 2005 to take up a merchandizing position at the Wal-Mart China headquarters in Shenzen. By 2008 he had been promoted to the new position of senior director for sustainability for Wal-Mart China (retail) and Global Procurement. His new position required that he lead the rapidly-approaching inaugural Wal-Mart Sustainability Summit. The senior director must ensure that Wal-Mart China's five Strategic Value Networks (SVNs), which were tasked with leading sustainability change within the organization, continued to engage stakeholders by implementing innovative solutions that not only cut costs but also lead to more sustainable operations. The case describes Wal-Mart China's operations (including purchasing, distribution and retail) in the context of the company's desire to improve sustainability in a manner appropriate to China. The immediate issue is to identify opportunities to improve the sustainability of Wal-Mart China's distribution systems and retail operations.
The issues addressed in this case include:
- Supply Chain Management
- Distribution and Logistics
- Retail Operations
- Localization of Policies
This case may be used in conjunction with, Carrefour China, Building a Greener Store (Schotter, Beamish, Klassen), Ivey case #9B08M048.
China, Large, 2008
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