walmart case analysisvalue chain
TRANSCRIPT
Vježbe iz kolegija POSLOVNA ANALIZA
Value Chain Assessment
Case study
Value Chain Analysis:Learning objectives
• Mapping Industry value chains
• Calculating the economics of value chains
• Understanding the difference between Industry value chain and a company's value chain
• Understanding a company's value creating activities
• De-constructing value chain to create competitive advantage
Economics of Industry Value Chain
Vendors Distributors Retailers ConsumersRetailers Revenues 100.00%Retailers Margin 5.90%RetailersOpEx 22.20%Retailers COGS 71.90%Distributors Margin 1.44%Distributors OpEx 2.00%Distributors COGS 68.46%Vendors Margin 4.79%Vendors OpEx 63.67%Vendors COGS
assumptionData in the Case
Value Creating Activities
Value added
Profit
Price Paid by Consumer
Walmart Value Chain
The World of Walmart Map Growth of Walmart
Economics of Walmart Value Chain
“Dis-intermediate”Vendors Distributors Retailers Walmart “no brainer” Walmart Actual Consumers
Walmart Revenues 100.00%Walmart Ret. Margin 5.90% 7.34% 8.59%Walmart Ret OpEx 22.20% 24.20% 17.64%Retail COGS 71.90%
Walmart Distr.Margin 1.44%Walmart Distr. OpEx 2.00%Walmart Dist.COGS 68.46% 68.46% 73.77%Vendor RevenueVendors Margin 4.79%Vendors OpEx 63.67%Vendors COGS
Walmart Value Chain
Vendors Distributors Retailers Walmart “no thought” Walmart Actual Consumers
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
Walmart Value Chain
1985
Walmart Revenues Retail COGS Walmart Dist.COGS Walmart Ret OpEx Walmart Ret. Margin
Walmart Distr. OpEx Walmart Distr.Margin Vendor Revenue Vendors OpEx Vendors Margin Vendors COGS
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Presented by: Benjamin FiemanMBAM 619 Strategy ManagementProfessor Sunil Mehrotra
WAL*MART Value Chain
Value Creating Activities
Inbound Logistics (3.4%*) Operations (Building Rentals) (1.9%**) Licensing (0.2%) Marketing (1.1%) Shrinkage (1.3%) Salary/Wages (10.8%***) Cost of Goods Sold (~74%****)
*= Averaging 1984 and 1985 logistics numbers** = Adding 0.1% to the late 1970’s number*** = Averaging the salary figures given**** = Averaging COGS/Sales for 5 years
Natalie-Rosanna Rebot
WAL*MART’s Value Creating Activities% Sales
COGS Operating Profit75.3% 24.7% Oper. Activities
17.6%
Oper. Income7.2%
Operating Flows Sales $8,451 million - COGS $6,361 million (75.3% of Sales) Gross Profit $2,090 million (24.7% of Sales) - Operating Activities (Value creating activities below) $1,485 million (17.6% of Sales) Operating Income $605 million (7.2% of Sales)
Wal-Mart's Value Creating Activity Value Created Cost % of Sales (1985)Store merchandise in distribution center Buy in volume at attractive prices $25 million 0.3%Centralized purchasing (in store termial + central computer) Inventory control 0.5%Central computers linked to several hundred vendors Expedited deliveries 0.1%Hub- and- spoke distribution network (400+ truck tractors) Less than 48 hour delivery and backhauls 2.0%Inbound logistics Distribution network 1.0%Leasing costs More capital (high sales/sq.ft. & bargain- basement acquisition 1.8%Store manager salary Autonomy in ordering stock and setting up displays 1.0%Store renovations Upscale look 0.1%Licensing fees Specialty departments $55 million 0.2%Computerized system in each store Computerized inventory system to track sales and do accounting 0.5%Satellite system Ease real- time communication to headquarters and cap phone costs ($10 million) $20 million 0.0%UPC at point of sale Speed checkouts, bypass, paperwork, simplify inventory, reorders, postaudits $500,000/store 1.0%Increased store size (42 to 85,000 sq. ft.) and more locations More floor space and increased efficiency of delivery trucks 0.1%Advertising expenditures Newspaper, circulars, and spot TV to advertise promotions 1.1%Terms of sale No questions asked return policy, credit transactions 5.0%Computer aided design Merchandise mix for each store based on 100 factors 0.0%100,000 Employee salaries "We care about our people" reduced shrinkage to 1.3% of sales 10.1%Administrative costs Regional vice- presidents living in Bentonville and flown to stores 1.0%Warehouse club Sam's club diversification $10 million 1.0%
Category of Sales Description % of SalesSoft goods sales Apparel, linen, and fabrics 29%Hard goods sales Hardware, houseware, automotive, small appliances 28%Stationary and candy 11%Sporting goods and toys 10%Heatlh and beauty aids 9%Gifts, records, and electronics 5%Shoes 3%Pharmaceuticals 3%J ewelry 2%
Total 100%Ben Fieman
Walmart optimized its Value creating
processes!!Industry WMT % DiffNet sales 100.00% 100.00% 0%Lic fee/other inc 1.10% 0.81% -26%COGS 71.90% 73.77% 3%Payroll expense 11.20% 9.00% -20%Advertising exp. 2.30% 1.10% -52%Rental exp 2.20% 1.90% -14%Misc. exp 7.60% 6.45% -15%Operating Income 5.90% 8.59% 46%
Op exp 23.30% 18.45% -21%
Everyday low prices
More customers
More goods sold
Lower prices from suppliers
Lower operatingCosts
Walmart's Business logic