Wal-Mart’s Sustainability Strategy (C): Inventory Management in the Seafood Supply Chain Harvard Case Solution & Analysis

Wal-Mart's Sustainability Strategy (C): Inventory Management in the Seafood Supply Chain Case Solution

In 2007, Walmart was sourcing roughly $750 million in seafood each year. Although output from the world's fisheries had actually decreased to 3 percent of production levels in the year 1900, the business's volume of seafood company was growing at approximately 25 percent annually. Versus this background, Peter Redmond, vice president for seafood and deli, thought that connection of supply was the singular biggest long-lasting problem dealing with the seafood network. To assist resolve this difficulty as area of the business's recently-announced sustainability strategy, Walmart set an objective to shift to offering 100 percent MSC accredited wild-caught seafood from end of 2011.

walmart sustainability strategy case solution

walmart sustainability strategy case solution

To achieve its objective of offering just licensed wild-caught fish, Walmart would need to resolve its providers to amplify the variety of fisheries and administration plants in the MSC accreditation program. This case explains MSC accreditation and the salmon source chain from the perspective of among Walmart's tier-one seafood providers. It offers enough information that trainees ought to have the ability to make suggestions relating to how must Walmart justify its seafood supply chain to decrease expenses and market durability.

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Wal-Mart’s Sustainability Strategy (C): Inventory Management in the Seafood Supply Chain

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