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Programme MSc Management Module name Business Project Schedule Term Term 3 Student Reference Number (SRN) BP0260918 Report/Assignment Title Business project on Walmart Date of Submission (Please attach the confirmation of any extension received) May 02, 2023 Declaration of Original Work :, I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my original work, researched, undertaken, completed and submitted in accordance with the requirements of BPP School of Business and Technology. The word count, excluding contents table, bibliography and appendices, is 4868 words . Student Reference Number: BP0260918 Date: May 2, 2023 By submitting this coursework you agree to all rules and regulations of BPP regarding assessments and awards for programmes. Please note, submission is your declaration you are fit to sit. BPP University reserves the right to use all submitted work for educational purposes and may request that work be published for a wider audience. BPP School of Business and Technology

BUSINESS PROJECT Vaidya Rekha 2

Executive summary Walmart is extremely concerned with forecasting demand and stock levels. In 1983, Walmart pioneered the use of uniform product labels around the globe. In 2015, the $486 billion in revenue generated by the company was offset by the $10.5 billion spent on IT. Moreover, nothing has changed. Despite investing in capacity and bluntness in its production association, Walmart is nevertheless able to succeed and deliver, as we will see, all while filling mattresses and stacking racks. They are always on the lookout for new ways to streamline their supply chain in an effort to rein in costs. Walmart maintains its low pricing leadership despite increasing expenditures for expansion, wages, and other labor-related costs because it considers this to be the bedrock of its success. As an alternative to compete only on price during infrequent discounts, Walmart has pledged to give Regular Low Costs that are lower than those offered by other businesses every day of the year. Walmart is able to do this while still hitting its efficiency goals because of the way it incorporates the principles of perceivability and simplicity into its store network. In the 1980s, when Walmart first started monitoring the factories that made its goods, the company realised it was beneficial to exclude shops. The company was able to forego the expense of keeping its own inventory as a result of technology developments that made it possible to exchange such a vast volume of up-to-date data with suppliers. Whether they're producing furniture in China or frozen food in California, firms can benefit from Shopping Link's computerised merchant-controlled stock architecture and constant store-by-store retail location data. Due to Walmart's Regular Low Costs policy, which forbids occasional sales, service experts coordinate with a wide range of suppliers and Walmart to determine when to ship products to Walmart distribution facilities and what designs to order. In addition, when analysts see a drop in inventory, they take action. The system's openness and cooperation with suppliers allow for other benefits beyond only avoiding stock-outs. Walmart does not share information with its vendors, yet the books are open to them. Market Bin, a feature of Retail Connection, shows suppliers what is being sold. They typically pay for it out of pocket. Either the seller can make their own versions of the products that are commonly bought together, or the seller can ask Walmart to place their products in a way that appeals to customers who are buying the products that are normally bought together. 3

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Contents Executive summary .................................................................................................................. 2 Section 1: Introduction ............................................................................................................. 4 Section 2: Challenges / problems the client is facing ............................................................... 5 Walmart Supply Chain ............................................................................................................. 5 Four Walmart Supply Chain Challenges .................................................................................. 5 1. Size and Scale of Operations ................................................................................................ 6 2. Sourcing Goods from Various Suppliers and Vendors ......................................................... 6 3. Managing Inventory Levels Effectively ............................................................................... 6 4. The Rapidly Changing Nature of the Retail Industry ........................................................... 7 Section 3: Purpose of the report ............................................................................................... 7 Section 4: Impact of research on stakeholders ......................................................................... 7 Section 5: Evaluation and analysis of secondary data .............................................................. 9 Section 6: Recommendations and conclusion ........................................................................ 15 References .............................................................................................................................. 18 4

Section 1: Introduction A prominent customer is the focus of this investigation, which shows complications in the way past events have been interpreted. Also, try to see things from the consultant's perspective. In this analysis, we'll look at a discussion of how current fears are affecting partners, as well as clear recommendations for resolving the issue and an overarching decision in a decisive situation (Awwad et al., 2018 pp. 440-449). Walmart encountered a number of challenges at the outset of the year due to problems with its creation network and its development. Investigators have suggested that the corporation dispose of excess inventory by 2023, although there could be complications. There are two Walmart targets that everyone is keeping an eye on as we head into the new year: Social inequalities in banking and healthcare persist on a global scale. This is a major obstacle to globalisation that Wal-Mart faces. To deliver products to its customers efficiently and affordably, Walmart must navigate a complex and ever-shifting environment, including customer satisfaction and coordinated operations, product procurement, acquisition, and getting (Tan et al., 2018 pp. 167- 177). The company's global distribution centres, retail locations, and supplier base are extensive. Every day, millions of things travel extensive distances as part of the intricate supply chain. This makes it difficult to maintain order in the distribution network and guarantee timely, cost- effective delivery of items to retail locations and end users. The following outline will be used for this report: Following an initial presentation of the report's key findings, more senior-level deliberations would take place. This is a major obstacle to globalisation that Wal-Mart faces. In order to efficiently and affordably deliver items to its customers, Walmart must navigate a complex and ever-shifting environment that includes satisfaction and strategies, getting, acquisition, and acquiring (Tan et al., 2020). The company is comprised of a massive international network of suppliers, merchants, and distribution hubs. Every day, millions of things travel extensive distances as part of the intricate supply chain. This makes it difficult to maintain order in the distribution network and guarantee timely, cost- effective delivery of items to retail locations and end users. This report will follow the following format: A presentation would begin by covering the report's high points, and then expand to cover the same ground from a more abstract perspective. The 5

following phase is a comprehensive analysis of the problem at the highest levels of the organisation and its implications for external stakeholders. The report's conclusion would then include recommendations for moving forward. Section 2: Challenges / problems the client is facing Walmart Supply Chain The term "supply chain" refers to the complex network of organisations, people, and things that work together to bring Walmart's products to customers. Everything from sourcing raw materials and components to assembling finished goods and delivering them to Walmart stores nationwide is included in this. Walmart's success in the intensely competitive retail sector can be traced back to the company's perennial areas of strength for efficient creation across the board (Michelson et al., 2018 pp.47-59) Figure 1: The supply Chain Network of Walmart Source: ( Nguyen, 2017 pp.102-117) Four Walmart Supply Chain Challenges The retail behemoth has a stellar reputation for its supply chain management, yet it still confronts obstacles. Walmart has five key inventory network challenges: the scale and scope of its initiatives; obtaining products from a wide range of suppliers and sellers; efficient stock management; and a quickly changing online business retail environment (Tang, 2018 pp.1-10). 6

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1. Size and Scale of Operations With over 2.2 million employees and well over 10,000 locations in 24 countries, Walmart's massive scale raises a number of practical concerns. The vastness and complexity of Walmart's operations present a significant supply chain problem. The company's global distribution centres, retail locations, and supplier base are extensive. Along the intricate supply chain, millions of items travel long distances every day (Sharma, Jhamb, and Mittal, 2020 pp.2630-2636). This makes it difficult to maintain order in the distribution network and guarantee timely, cost- effective delivery of items to retail locations and end users. 2. Sourcing Goods from Various Suppliers and Vendors The need to get products from a wide variety of vendors and merchants is yet another challenge for Walmart's supply chain management. Walmart must carefully manage its relationships with a vast number of suppliers and an unlimited number of commodities in order to provide its customers with the products they need at the right price and quality. This requires not only a comprehensive and up-to-date acquisition strategy, but also efficient tools and frameworks for monitoring and controlling merchant presentations (Kamath, 2018). This problem highlights the necessity of implementing environmentally friendly technology and procedures, which is related to the rising importance of sustainability in the supply chain. Despite its scale and global clout, Walmart confronts numerous difficulties in administering and expanding its store network. Walmart must arrange a landscape that is both intricate and continually developing if it is to supply its customers profitably and advantageously. This landscape must include profit, acquisition, customer satisfaction, and coordinated operations (Collart, and Canales, 2022 pp.219-236). 3. Managing Inventory Levels Effectively Walmart has more trouble than others with keeping inventory under control. Walmart needs to carefully alter the amount of stock it keeps in each of its many shops and distribution hubs to meet customer demand without wasting money on unsold inventory. In order to effectively manage such enormous quantities of product, Walmart would require access to real-time stock information and a hybrid of online and offline processes (Smith, and Crawford, 2018 pp. 243- 267). 7

4. The Rapidly Changing Nature of the Retail Industry Walmart's production network faces four major challenges, and the rapid transformation in the retail sector is the fourth. To keep up with the rapid evolution of electronic commerce and the expanding significance of online shopping, Walmart has recently been constrained to modify and enhance its stock association efforts. This has required spending money on new processes and technology, as well as working out how to integrate its online and offline operations, in order to speed up and streamline its supply chain. Because of the intense rivalry in the online retail market, even behemoths like Walmart need to remain on the cutting edge of innovation at all times (Hackius, and Petersen, 2017 pp. 3-18). Section 3: Purpose of the report The purpose of this paper is to inquire into the issues that are plaguing Walmart, a well-known retailer. Each component of this report would portray the problems, and the conversation would continue with details on the methods and procedures Walmart has taken to address those problems. The effects on Walmart's stakeholders will be examined when the corporation details its response to the supply chain issue. The argument will also be supported by evidence drawn from reputable secondary sources that are relevant to the area of inquiry. Section 4: Impact of research on stakeholders If Walmart is going to flourish, it's because it's guided by our fundamental values of respect for individual and community liberty, and people need to be able to buy items that have been manufactured with care. Walmart's worldwide network of stores employs almost one hundred thousand suppliers, many of whom are self-employed. In addition to reliably purchasing commodities, our partners count on us to be agents of change (Ge et al., 2019 pp.45-64). Walmart is committed to sourcing products ethically, expanding economic opportunities for all, and working with others to eliminate systemic hazards to worker well-being in its supply chains. Consumers are able to get their hands on food and other basics thanks to retail supply chains. By standardising production, manufacturing, and distribution, local economies may reap the benefits, as can the billions of individuals who operate in the global supply chain. It also aids many people in getting away from problematic situations. Supply chain employees are vulnerable to exploitation, especially in regions with weaker social and legal institutions (Sanders, 2020). 8

Figure 2: The Business Model of Walmart Supply chain Source: ( Bank Muñoz, Kenny, and Stecher, 2018 pp. 1-28) To effectively exercise authority and hold partners accountable, you need partners. Through accountability, the company is held responsible for the inventory network's cyclical processes. The term "control" is used to describe the accomplices' limited ability to plan certain of the group's activities. Walmart believes their suppliers to be reliable in terms of protecting their employees, buildings, and supply lines. Walmart expects its suppliers to make the products that Walmart's customers buy to resell or consume themselves in a way that is moral, great, safe, and logical for workers and shows respect for people. The Walmart Standards for Suppliers, which apply to all vendors that provide Walmart with products for sales or internal usage, detail the reasoning behind these assumptions (Bloom, and Hinrichs, 2017 pp.168-185). The company has aggressively gambled on areas where specialist nobility may be at risk to check for similarities with our norms. Walmart's suppliers and purchasing groups manage risk through assisting suppliers in understanding our concerns, providing them with resources to aid in establishing best practises, and handling consent if necessary. Many people are able to escape poverty thanks to the opportunities afforded by the creation, collection, and transportation of commodities, as well as the billions of dollars that are part of product supply networks. Walmart spends billions of dollars annually on goods from a variety of suppliers and uses its commercial and charitable 9

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resources to aid the development and expansion of really moral manufacturers (Herman, 2019 pp.332-339). Collective action is necessary to address fundamental obstacles like unequal leadership, dangerous working conditions, and limited work hours if workers are to experience meaningful, sustainable, and beneficial change for their flourishing. Walmart and the Walmart Establishment work with suppliers, non-legislative associations, professionals, and other persons to solve the root causes of these problems, develop creative solutions, and expedite the rollout of limitless reception. In light of the rising importance of online shopping and mechanised trade, Walmart was anticipated to modify and expand its stock association drives to keep up with the recent surge in stock prices (Zhu, Sarkis, and Lai, 2019 pp.54-67). In order to speed up and streamline the production network, it has become essential to invest in new technology and methodologies and find a means to integrate its online and disconnected activities. Web-based business giants like Walmart need to constantly be inventive and ahead of their rivals to respond fast to developments in the field due to the intense competition in the retail area. Audits, investigations, and reports on potential labour breaches in the company's supply chain have been conducted. Experts, however, argue that many of the already accepted standards fall short. It is attempting to keep precise records of every activity and different synthetic substances in order to gauge the scale of that network of manufacturers, wholesalers, subcontractors, and other groups involved (Gohil, and Thakker, 2021 pp.78-97). While Walmart has made strides to better labour conditions in the global supply chain, experts in ethical sourcing and campaigners say the company and many of its competitors have not gone far enough. Section 5: Evaluation and analysis of secondary data More than 11,300 Walmart stores may be found in 28 different countries, making it the largest retailer in the world by revenue. Its reputation for selling premium goods at competitive prices helps explain why the brand is so pervasive in stores. Walmart is able to offer consistently low prices while still turning a profit because to its well-oiled supply chain. Walmart is able to guarantee the consistent operation of its tasks because to the considerable investments in its retail network systems, which allow it to reduce its production network (Kshetri, 2018 pp.80-89). One of the major obstacles in Walmart's supply chain is the company's massive size and complexity. The company has a global network of offices, storage facilities, and vendors. Large quantities of items routinely move over long distances and through a well-organized distribution system. The objective of this chain strategy is to automate order fulfilment while also keeping prices low for 10

clients and cutting down on overhead. This approach takes use of logistics management, goes global to tap into untapped markets, and employs technological solutions to boost supply chain efficiency. These standard practises have helped make Walmart's retail supply chain robust and productive. Walmart cuts down on the number of middlemen and stages in the production process by buying directly from manufacturers (Park, and Li, 2021 p.1726). Walmart offers a wealth of chances to connect with suppliers and learn about their pricing structure, which is essential for ensuring internal and external cost reductions are being made. If Walmart is confident that they cannot find the product elsewhere at a lower price, then they may make an offer to the manufacturer to purchase the product. In addition, several Walmart locations serve as communities whose sole purpose is to facilitate the rapid fulfilment of internet orders. Most of Walmart's inventory management is outsourced to its vendors. Figure 3: Supply Chain Management Cycle at Walmart Source: ( Eljazzar et al., 2018) This method, known as Vendor Managed Inventory (VMI), places the onus for stock expansion and management squarely on the shoulders of vendors. Merchant-controlled stock has been shown to be effective by Walmart since it increases retail charge rates, speeds up distribution, reduces shocking errors, and, most importantly, dramatically reduces the organization's stock 11

costs as they no longer have to handle the offers. Finished inventory, travel inventory, support inventory, and assumption inventory are the four types of stock used by Walmart. Made-to-order products make up the bulk of Walmart's stock (Dunford et al., 2018 pp.499-514). Products are easily accessible for shoppers, are regularly updated, and arrive at Walmart locations quickly. Completed merchandise reconstruction is aided by travelling stock; when these items reach stores, they incur significant investment. Stores carry extras of popular items in anticipation of unexpectedly high demand. The sole distinction between anticipation and buffer stock is that the former is kept for short-term spikes in demand, such the holiday shopping season. Walmart's retail network board often has a cross docking design. Walmart's cross docking plan takes into account the seamless transfer of merchandise between arriving trucks and in-transit trucks without the need for staging areas. This is because Walmart's warehouses ship straight to its stores. Cross-main docking's perk is that it helps you keep fewer, smaller stocks. Warehouse space is reduced, resulting in less wasted perishables (Hunt, Watts, and Bryant, 2018 pp.22-29). Cross-docking also helps Walmart speed up the delivery of merchandise to its retail locations. Walmart's suppliers, distribution centres, and point-of-sale (POS) systems must all be able to effectively communicate with one another for Cross Docking to work. Walmart's own satellite organisation transmits POS data to its stores for quick dissemination. Walmart's internal logistics, which get products from warehouses to store shelves, are handled by professional truck drivers and Walmart's own private fleet of vehicles. Walmart's data centres coordinate the whole delivery process, including determining the most efficient routes for drivers to take to minimise their downtime (Phillips, and Rozworski, 2019). Walmart can lessen its impact on the environment by increasing its stockpile and decreasing its fuel use and vehicle miles. Walmart's value chain consists of both primary and secondary processes. Primarily, this refers to the processes involved in bringing a product to consumers. The association's core functions are strengthened through support initiatives. Walmart uses these methods to save money and pass the savings on to its customers on the products they sell (Waters, 2019). Products go from factories through distribution facilities to stores as part of Walmart's circulation interaction. These circulation habitats allow for the constant transport of goods to Walmart stores. To better distribute high-volume items to distribution facilities, Walmart employs ingenious affiliation districts. Walmart operates one of the largest logistics networks in the world and oversees 210 appropriation habitats. Walmart has six disaster transportation centres set up to 12

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serve consumers in the event of an emergency or natural disaster (Chang, Iakovou, and Shi, 2020 pp.2082-2099). A similar omnichannel purchasing technique is used by Walmart. They have sales both in-store and online. Inbound logistics, operations, outbound logistics, marketing, sales, and services are Walmart's primary value chain activities. The commodities are acquired and transported by means of a synchronised set of inbound factors. The actions include both buying and selling. Outbound operations include the movement of goods from manufacturers to retail outlets. In order to increase sales, the departments of marketing, sales, and management devise plans to improve the shopping experience for customers. Human resource management, technical development, procurement, and the construction of an adequate corporate infrastructure are all examples of value chain support operations (Salminen, 2018 pp.411-451). The term "the firm's infrastructure" is used to describe the internal support mechanisms that help run a business. Employment, training, benefits, and recruitment are all part of what are collectively referred to as "human resource management." It has progressed, for instance, by incorporating state-of-the-art technology into its supply chain processes and operations. Acquisition entails managing deliveries, finding reliable suppliers, and negotiating contracts. Walmart is well-known for providing cutting-edge technology in support of deals and projects. Walmart has invested much in fully automating its shop network. For instance, Walmart has implemented a voice-based order-filling system (VOS) in all of its stores to facilitate the placing of orders. In addition, Walmart uses web-enabled EDI to facilitate communication between suppliers and shops, allowing for speedy replenishment of inventory (Jindal et al., 2021 pp.270-280). The transition from label scanning to RFID (Radio Repeat ID) development may be one of the most significant mechanical improvements made by Walmart. Walmart has implemented RFID technology to reduce the cost of stock association and further increase labour efficiency by eliminating the need to analyse what is happening. Walmart's supply chain success is driven in large part by the company's dedication to brand optimization. The retail giant's ability to provide "ordinary low pricing" to customers is a major selling feature. So, the firm is always trying to enhance its present procedures and schedules. The corporation places a premium on omnichannel, or providing customers with several ways to interact with the business online, as one of many strategies for improving the store network (Xin 13

et al., 2017). The Commercial Centre at Walmart, which has a wide variety of shops, was designed with convenience in mind. Walmart also provides many choices for the convenience of business centres. Walmart was brought in to save time and effort by handling all aspects of the operation in-store delivery, in-store pickup, and surprisingly computerised pharmacy customer satisfaction. This would improve productivity without adding to the price of stock management. Walmart has more than 7,000 pickup sites and 5,000 delivery points across the globe. Walmart's supply chain management system is continually undergoing development and refinement (Kuruvilla, 2021). The business started by skipping intermediaries in the distribution system and buying in bulk to have things shipped straight to their outlets. Then, to improve the efficiency of the retail infrastructure, they began communicating openly with the relevant manufacturers and distributors. Their supply chain's success is largely attributable to this method. Fewer links in the supply chain mean reduced costs and shorter lead times for the company, allowing it to turn around orders swiftly and profitably. Walmart's growth in the production sector may be crucial recognition for suppliers' concerted work in reaching massive solid areas. They seek out manufacturers who can accommodate their massive orders at the lowest possible cost. Walmart's important relationships and long-term, high-volume purchases ensure steady revenue for these vendors (Awwad et al., 2018 pp. 440-449). Thus, the company benefits from restricted pricing, which ultimately leads to higher prices for customers. Walmart also makes public their communication networks with retailers to help bolster these alliances. They can do this by preventing problems like delivery delays, stockouts, and postponements, and by easing the flow of inventory throughout the store's infrastructure. Furthermore, Walmart has upgraded and maintained its store organisation with the help of a Vendor Managed Inventory (VMI) system. Supplier-managed VMI inventory is stored in Walmart's distribution centres (Tan et al., 2018 pp. 167-177). When businesses delegate stock management to their suppliers, they get the benefits in terms of saved time, money, and labour. Electronically supported VMI structures allow suppliers to keep a close eye on Walmart's progress and inventory levels. Using this method, keeping tabs on stock levels and sales is straightforward. This data will be used to determine the optimal time to send Walmart restocking shipments of products. Reduced stockouts and faster replenishment times result from this streamlined 14

approach to inventory management. Walmart has hundreds of thousands of stock keeping units (SKUs) from tens of thousands of suppliers, making inventory management a complex and expensive endeavour. This is of great assistance. By delegating some of the stock control chores to merchants, the company can save time and focus on internal commitments (Tan et al., 2020 pp. 167-177). Walmart also saves money since fewer people are needed to keep tabs on the stock at each supplier. Walmart's only responsibility is to monitor the shipping process. In order to complete their digital transformation, Walmart is investing heavily in digitising their infrastructure and supply chain. The modern supply chain would not be where it is without their efforts. Figure 4: Transformation of Walmart’s Supply Chain Network from 2019-2020 Source: ( Michelson et al., 2018 pp.47-59) Walmart invested 72% of its strategic capital in supply chain transformation between 2019 and 2020. This includes investments in e-commerce, infrastructure, and supply chain technologies. The company spent over $11 billion over this time period. These efforts have allowed for faster, more flexible, and more accurate interest identification. Walmart hopes that by investing in technology, it will be able to reduce packaging waste. By painstakingly collecting product dimensions and other information, packaging algorithms make it easier to determine the best packaging for each product. Walmart's distribution centres are equipped with a state-of-the-art warehouse management system (WMS) (Nguyen, 2017). The sophisticated WMS aims to 15

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improve stock control and network operations. Computerization is usually considered to be their most significant mechanical achievement. Mattresses are being moved about the distribution centre with the help of mobile robots that are autonomously moving the mattresses while other mechanisation equipment are being used to gather products or push them within compartments. In addition, the retail giant is keen on investing in sortation equipment that can organise warehouse inventory. Strong control systems in warehouses allow for the integration of this mechanical equipment with the WMS (Tang, 2018). Section 6: Recommendations and conclusion Walmart's production network, like that of other local businesses, is generally plagued by a number of problems. The company, on the other hand, is making an effort to find solutions to these problems. Walmart is in a position to continue leading the retail and store network the board envisions thanks to investments in cutting-edge technology, strategic planning, and a focus on profitability. Many exciting new discoveries and developments are expected to be made in the field of supply chain management, making the future look bright. Supply chain managers will have additional options for improving the longevity, efficiency, and effectiveness of their operations as technology continues to develop. The increasing adoption of AI and man-made reasoning by production network executives is clearly a major development. Supply chain managers may take use of these technologies because of their ability to sift through massive amounts of data in search of trends and patterns. For instance, managers can enhance transportation routes and predict the risk of stock organisation interruptions with the help of man-made information managed systems. Supply chain management has also been impacted by the advent of the "smart factory." Specifically, a factory is stated that produces various sensors, cameras, and other technology. Data regarding the entire production process can be collected and analysed with the help of these instruments. After that, you may utilise the data to pinpoint any bottlenecks in the production process and adjust accordingly. Their operations can gain speed and competence through the management of outstanding plant growth, while waste and failures can be mitigated. The growing importance of manageability is another groundbreaking improvement in the production network. Customers and businesses are becoming increasingly attuned to the natural world, and as a result, they are placing a premium on adaptable services and goods. This has resulted in the use of renewable 16

energy, the reduction of emissions and waste, and the adoption of circular economy concepts, among other more sustainable practises throughout the supply chain. Blockchain technology is also predicted to rise in popularity in manufacturing network administration. Blockchain is a distributed ledger system that facilitates trustworthy, auditable, and immutable exchanges of value and information. When applied to managing supply chains, blockchain technology can ensure the integrity of all transactions and interactions along the supply chain. Managers might gain from this by reducing the likelihood of errors and fraud in the supply chain. Several production network arrangements, some of which are geared specifically toward helping Walmart dealers, can solve retail network problems.  Walmart needs to upgrade its supply chain operations by investing in AI and machine learning technology. Walmart would be able to get a more complete and accurate picture of its supply chain, track the status of orders, identify any delays or bottlenecks, and take corrective action based on this information.  Key partnership and participation is another approach to finding a solution. Walmart should team up with complementary enterprises and institutions for the purpose of sharing resources and information. While the firm investigates ways to fix its store network, the events depicted below are likely taking happening. In order to streamline and improve discoverability of inventory networks, companies like Walmart and IBM have developed blockchain technology.  In addition to these technology developments and cooperation arrangements, Walmart must start concentrating on extending the life of its supply chain. A billion metric tonnes less ozone-depleting substances will be released from the company's manufacturing network by the year 2030, according to the company's stated goal. This is among the many ambitious supportability targets set by the company. To get there, Walmart could start working with service providers to incorporate eco-friendly new inventions and practises like sustainable electricity and programmable bundling.  The organisation should shape its skills to be easily overseen. Through its operations and output, it should advocate for environmental stewardship and sustainability. If the business wants to attract more clients, it should look at setting up shop in less densely 17

populated areas. So it could be a good idea to set up a couple of stores in low-income neighbourhoods. Revenue, market share, and client numbers will all rise as a result.  Walmart should adopt a low-price, high-volume business model. Low costs and superior customer service are cornerstones of the technique, which aims to please customers. Both the rates and the service at this shop are really fair. Walmart should consider increasing pay, strengthening unions, and greening its business practises. This means that it will be seen as a major retailer all over the world. 18

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