Carrefour is a French multi-national retail conglomerate, Located in Massy, France. Retailer: 8th biggest economy in the world by revenue with 12,225 shops in more than 30 countries; as of January 2021, has 12,225 locations in 30 countries. These include cereals, biscuits, jams, pasta, spice packets and more. Carrefour also deals in bio goods under the food categories of cereals, pasta and canned vegetables. Carrefour Bio is a brand created to meet the needs of consumers looking for a healthy, well-balanced, and tasty diet at an affordable price. Carrefour is a chain of supermarkets and convenience stores, as well as a chain of convenience shops and e-commerce websites (SANDYBAYEV, 2019). Shoppers may get anything from food and non-food items to household items and textiles at the store. Furthermore, it has been shown that Carrefour is one of the world’s biggest and most successful big supermarket chains whenever it comes to meet customer demands. A wide selection of high-quality items and food brands are available to clients. As a result, the big supermarket draws clients with the aid of unique offers and promotional material that buyers are eager to take advantage of Given the rapid economic growth in the United Arab Emirates, Carrefour’s influence should not be underestimated. All of these components are important for the development of a highly efficient supply chain: procurement and sourcing administration; supply chain management; client service; management systems; inventory and mobility management; distribution network outsourcing; and so on (Alkhudary, 2020). For the purpose of better understanding the UAE’s distribution network and its distinctiveness, this study will examine the benefits and drawbacks of Carrefour in the above-mentioned domain.
There are several elements that must be considered in order to ensure the long-term success of Carrefour’s development goals, and this project will focus on supply chain as a crucial aspect of those efforts. The following tools are part of the Carrefour supply chain. A wide range of advantages are available thanks to the use of EDI (Electronic data exchange) in this company’s operations. Carrefour, for example, has complete control over the supply chain’s operations (Wang et.al., 2020). Furthermore, it reduces errors and the associated expenses of finding and correcting it. When it comes to a firm’s ability to effectively manage and succeed, openness in the purchase and delivery of products is a tremendous accomplishment. Because of this, digitization of the procedures has proven to be a particularly suitable solution for such an impressive firm.
In order to determine the number of services that the company is going to provide to their customers, we are expanding the Carrefour services in relation to the supply chain management of the company, so that they can reach the consumers who are not able to reach them. And this can be done by way of digital innovation, online delivery services by directly contacting to the customers. Carrefour’s vendor selection approach has as its primary goal the creation of an effective system (Howson, 2020). Consequently, it is feasible to see how the many processes are linked to the same goal. In the distribution chain, each company receives goods from previous suppliers, enhances them, and then sells people to the next customers. Every time an entity buys or sells a product, it moves farther down the chain. In order to run a company efficiently, it is required to stick to the quantitative number of purchases and the specified standards for the excellence of the acquired items, with defined procurement conditions. Market research may be used for both selling completed items and buying by a single department inside an organisation. The first step in strategic procurement cycle is to conduct a thorough needs analysis. Carrefour requires the specification of the demands for the various divisions of the firm’s materials and technological resources as the first step of the procurement department (Juzer & Darma, 2019). After that, it’s time to figure out what we need from the items the companies have acquired. A number of factors such as provider service level, mass, and other standards for each item of acquired material wealth are then required to be determined by the intra-organizational producers and consumers. While cost-cutting is the primary goal of strategic sourcing, its cornerstone is establishing long-term, mutually beneficial partnerships with suitable suppliers.
Customers have come to rely on the company for many years because of the many customer care initiatives it has implemented. The primary focus is often on providing high-quality service. As a worldwide hypermarket, the company strives to guarantee that its customer service not only meets the hypermarket’s own standards but also those of ISO, AS/NZ, and UAE federal regulations, as well as those of other international organisations (Pérez et.al., 2019).
In order to analyse the internal and external influencing factors of the business then it has been demonstrated that both factors have their own influence within workplace setting and on customers. For that matter, the influence of both the factors can be analysed with effective use of environment scanning models like SWOT and PESTLE, which are described below in a detailed manner:
(a) Strength
When it comes to determine the strengthening factor of Carrefour for the purpose of implementing the innovative changes at the workplace in order to ensure success, it has been demonstrated that Carrefour’s goods have improved in quality because to automation, which has also allowed the corporation to scale up or down in response to market demand.
Workforces with high levels of competence as a result of effective educational initiatives. Carrefour devotes a significant portion of its budget to employee training and education, resulting in a staff which is not only well-versed but also eager to learn and grow (Bheekharry, 2019).
It is possible for Carrefour to develop into new initiatives since it has a high free cash flow.
Mergers and acquisitions of complementary companies have a track record of success. A number of technological businesses have been effectively incorporated into the company in the previous several years, allowing it to simplify operations and develop a dependable supply chain.
(b) Weakness
When it comes to determine the weak factor of Carrefour for the purpose of implementing the innovative changes at the workplace in order to ensure success, it has been demonstrated that the process of financial management is not carried out in a systematic or effective manner. According to the firm’s financial statements, the corporation has the ability to utilise its cash in a more effective manner (Prabhu & Srivastava, 2022).
Investment in cutting-edge technology is urgently needed. Carrefour has to spend more money on technology in order to unify all of the industry’s procedures across all of its locations. Currently, the strategic organizational investment is falling short of its long-term goals.
The company’s product line has a lot of holes in it. A new rival might get a footing in the marketplace due to a lack of options.
Products’ marketing was abysmal, to say the least. Although the product is selling well, its placement and distinctive selling proposition are not well defined, which might lead to assaults from rivals in this market category.
Investment in R&D is far lower than that of the industry’s most rapidly expanding companies. Carrefour spends more on R&D than the industry average, but it hasn’t been able to keep up with the sector’s top innovators despite this. It seems to be a well-established company that plans to release new goods based on characteristics that have already been proven in the market.
(c) Opportunity
When it comes to determine the opportunity factors of Carrefour for the purpose of implementing the innovative changes at the workplace in order to ensure success, it has been demonstrated that the fundamental capabilities of an organisation may help it succeed in other product categories. GE healthcare research, as an example, was important in the company’s development of improved oil drilling tools (Ionut, 2021).
Investments in new product lines may be made when the company’s free cash flow is stable. The corporation will be able to invest in new technology and new product lines with more money in the bank. Carrefour may be able to buy more of a product as a result of this.
Businesses, such as Carrefour, might see new avenues for growth and improved profitability open up as a result of the new taxes strategy.
A fair playing field will be created for all participants in the business as a result of the new climate change policies. Carrefour has a tremendous chance to demonstrate its technological superiority and earn market share in this new product category.
Customers of Carrefour will be able to get loans at a cheaper interest rate as a result of a lower inflation rate.
(d) Threats
When it comes to determine the threatening factor of Carrefour for the purpose of implementing the innovative changes at the workplace in order to ensure success, it has been demonstrated that over the years, the corporation has produced various new items, although they are typically the result of competitors’ innovations (Wang et.al., 2020). To add insult to injury, the company’s new item supply isn’t consistent, resulting in highs and lows in sales numbers over time.
Certain established product categories may be threatened by new environmental rules under the Paris agreement which can be considered as a biggest threat.
Carrefour’s profitability might be severely impacted by a rise in wages, notably in China, as well as an increase in pricing.
Competitive or market disruptor-developed technology might pose a severe threat to the sector in the medium and long term.
There is a seasonal pattern to the demand for highly lucrative items, and any unexpected incident during the peak tourist season might have a significant influence on the company’s financial performance.
Because of the unstable political situation in many markets throughout the globe and the company’s operations in multiple nations, it is vulnerable to currency volatility.
Political factor
Carrefour operates in 30 countries and employs over 380000 people worldwide. It needs to keep an eye on the political climates in each of the nations where it has a presence. The regulations that govern retail and wholesale operations may be altered if the company’s leadership changes. Carrefour, for example, had to close five shops and depart the Indian market because of a shift in Foreign Direct Investment laws. Military invasions or terrorist attacks should be avoided in the nations where it does business (Prabhu & Srivastava, 2022). The seamless and effective operation of business is aided by a stable political climate. Carrefour is concerned about trade restrictions imposed by nations due to political unrest since they limit the company’s ability to make money in that nation.
Economic factor
Profitability for any given year is heavily influenced by the state of the economy of the nation in which the company is based. In China and South Asia, the bulk of the market is concentrated. The volatility of such markets is a result of the uncertainty in those economies. Carrefour’s rate of growth in that economy is reflected in the Growth rate. Carrefour’s growth is influenced by interest rates, tax legislation, and other factors.
Social Factor
Carrefour’s target market should reflect the shifting tastes and lifestyles of its customers, as well as their shifting attitudes about purchasing. It’s also important to consider the general makeup of the population (Westerlund et.al., 2021). Organic foods are becoming more popular as a way for people to enhance their health, which is deteriorating owing to the poor work-life balance of contemporary living. It’s also a good idea to think about the demographic’s socioeconomic status. Selling high-end goods to customers who are mostly from the middleclass is a waste of resources.
Technological Factor
For a corporation like Carrefour, technology has shown to be crucial in gaining an advantage over the competition. In order to be competitive, every industry and organisation must keep up with the latest technological developments and adapt in some way to these shifts. The use of technologies to develop multiple omnichannel strategies to enhance the consumer experience is a significant issue.
Legal Factor
In certain nations, labour rules, including minimum salaries, adequate working conditions, and other benefits like insurance and pension plans, are rigorous. Depending on where you live, these regulations might be rather different. It is important for a company like Carrefour to ensure that any new ideas it has for its supermarket or strategy are adequately secured by copyright laws so that a rival cannot use them for their own gain (Alkhudary, 2020). Occupational health and safety regulations for the employees of the business, as well as for the items they sell. The rules governing taxation must be adhered to as carefully as possible and on a regular basis.
Environmental Factor
Supporting the dwindling natural resources should be ethical policy, which means not selling anything that pollutes water or the air we breathe, putting us at risk of life-threatening respiratory ailments. Organic foods are healthy for both humans and the environment. Ideally, it should sell as many organic items as possible, which supports both the customer’s wellness and the soil’s ability to remain productive (Martin?evi? et.al., 2019).
In order to determine the emerging market trends that are currently present in Carrefour, then it has been depicted that Carrefour’s e-commerce sales increased by 56% in the last year. Besides this, the retailer is also putting money into the growth of new shop formats, such as retail outlets and formulae for discounting.
According to several of the academics, marketing patterns at Carrefour are particularly difficult to compare to prior periods, such as the time in March 2020, when the sanitary problem broke out. When it comes to gaining market share, their growth strategy is built on operational efficiency, competitiveness, and the strength of their multichannel offering (Queiroz et.al., 2019). Even in France, we exceeded the market in all forms. This is especially the case. Further, they have a greater confidence in the accomplishment of the business transformation and their potential to create a high level of cash flow.” Carrefour has also approved a 500 million euro share purchase.
Despite a poor foundation for comparability, the advent of the Corona crisis and the panic purchasing frenzy in March of last year, reports and studies were able to declare sales of 18.6 billion euros and a similar rise of 4.2% in the first quarter of 2021. Consumers should take note that, according to the company, growth over the last two years has averaged 6%. Figures for the French house market are especially impressive, with a growth rate of 3.5 percent. The hypermarkets, which have been in a rough patch for some time, grew by 3.3 percent. In part, this is due to Carrefour’s deployment of new working techniques that place more emphasis on customer service and efficiency in the shop (Bottoni et.al., 2020).
Besides that, Carrefour has been found to work hard every day to lower their customers’ energy costs by simple and specific measures, such as giving the cheapest discounts on fuels at multiple service stations next to hypermarkets and supermarkets, for instance. Hence, with the effective emerging trends in the workplace, it has also been suggested that Carrefour should also focus upon their supply chain management and logistics management especially during and after the influence of pandemic, so that the customers can easily take the advantage of the variety of services that the company is able to offer them in order to move towards the path of success and growth with the implication of such models (Sri, 2019).
To determine the different innovative trends that we are going to implement within Carrefour, it is important to have a deep knowledge about the current innovative trends which the company is performing. Accordingly, Customers may access all of Carrefour’s services at any time. In most cases, they may be found in the same section of the shop or in a separate service area nearby (Etemadi et.al., 2020). As part of a complementary strategy to sales venues, some are also available online or through mobile applications. Additionally, the Group is constantly investing in a customer feedback and information network, which includes “customer attention” spaces in stores, as well as cell phone and online customer support.
Carrefour has to use a variety of tactics in order to maintain its position in the market and remain competitive especially in terms of regulating the effective supply chain management services and activities to offer all the services to the consumers belong from different areas. Marketing and service strategies are the first to emerge. Launching these products requires two steps: quick operation to increase turnover and training of employees while keeping an eye on the market’s demands. They help to improve the quality of the services and to develop their own personal brands. It’s time for the next round of sourcing strategies to be discussed (Howson, 2020). Carrefour has the ability to satisfy practically any customer’s needs. With so many options, the chain is both competitive and frequently used. Using a differentiation approach, you can then determine which product has the best purchase rates in order to create a product selection that is tailored to the tastes of your target audience. A technology-based approach relies on the integration of all parts of a company’s supply chain via the use of IT technologies. Carrefour offers a well-developed system for online buying and storage administration. Workers and merchants both contribute to the overall image of the chain business. A sound approach for managing human resources cannot be overstated. In addition to making customers feel welcome, this means recruiting and retaining talented employees in the field. Education and training, revenue sharing, community involvement, motivation and challenge, stock options, and the creation of leaders all play a role in this system’s operation (Bheekharry, 2021). This is a relationship-based approach since it focuses on fostering strong ties amongst co-workers. As a consequence, the Carrefour has a group of employees that are skilled and innovative, ready to take on any challenge. Customer satisfaction is ensured by this method of delivery.
Based on the above discussed emerging trends and innovative practices that we are going to implement at Carrefour, then it has been demonstrated that there are so many factors and issues that may arise while the challenges related to logistics management with the determination of several factors that needs to be considered in order to ensure success an growth at the workplace. It is, however, essential to use this approach as an intelligence-gathering tool to help Carrefour manage its supply chain (Garrett et.al., 2021). As part of Carrefour’s vertical and lateral integration plans, information will be obtained via relationships formed through pursuing cooperation with other groups. Information on suppliers, logistics, consumer expectations, and any other problem that might influence the company’s supply chain planning will be distributed as part of business plan.
If it is difficult to tell them and provide them an indication of when they may receive the payments, then at least an effort is being made to do so. Last but not least, it is essential that suppliers have enough time to offer their goods or services. All interactions will be open and honest.
The role of technology in the context of these relationships, as well as its efficacy in the advancement of efficient and effective supply chain software, must also be determined, particularly when it comes to determining innovative practises and trends inside the supply chain domain and methodologies, as demonstrated by the development of Carrefour’s system to manage supplier base. As a result of this, Carrefour’s goods and services will be delivered in a timely way by better understanding the efficacy of its present supply chain management (Kayikci, 2022).
A central supply chain system that is aligned with Carrefour’s business aims is supported by the abovementioned organisational structure. To ensure that the distribution system is not disrupted, the organization’s centrality ensures that its major partners collaborate more effectively. Making behavioural and cultural shifts in various operational zones is made easier as a result of this technology.
Because of its organisational structure, Carrefour’s supply chain strategy is able to make the most of its company resources. Management has a say in how resources are allocated to support critical supply chain operations, to put it another way. This method is described by some academics as an innovative solution for organisations to handle new supply-chain difficulties and remain competitive in the conclusion by a few of the academics (Pérez et.al., 2021).
Based on the above-mentioned issues, and the opinions of different participants via interviews we have conducted for the purpose of gathering the opinions in relation to the supply chain management, it has been demonstrated that Implementing TRIZ with Supply Chain Management among the companies like Carrefour, it has been demonstrated that As a result of increased rivalry among businesses as a result of globalisation, several sectors have had to rearrange their supply chains. As a result, many small and medium-sized businesses (SMs) had difficulty operating (FERNIE, 2018). As a result, Carrefour may refer to the usage of TRIZ as a means of increasing the creativity and productivity of new goods so that the company can continue its operations in an environmentally friendly manner. We observed that value-added goods may be generated despite unfavourable industrial circumstances by integrating and coordinating the TRIZ and three product-related factors, namely innovation, modularity, and diversity, in the example company’s NPD process. Small and medium-sized enterprises (SMEs) face a variety of challenges when it comes to developing value-added goods that suit the needs of their consumers and thrive in competitive marketplaces. SME management and prospective academic studies in related fields can benefit from this study because of the importance of SME-owned businesses to economic equality as well as plan and implementation, as well as the fact that SME-owned businesses may only operate in dynamic supply chain climates for a limited time (Nandonde, 2019).
A company’s competitive edge rests in a worldwide market with an ever-increasing range of customer needs, consecutive product developments are the key. For product designers to uncover, identify, and resolve product system conflicts, a conceptual innovative architectural model must be established. Currently, designers have access to a wide range of cutting-edge design approaches that may aid them in the creation of new goods. At the conceptual design stage, the TRIZ is most commonly used in order to start generating design concepts and find solutions.
Due to their market dominance, large corporations tend to have a significant impact on supply chains, making them more open to creating strategic relations with suppliers and distributors. Large companies have a lot of power and influence on suppliers; thus they choose an NPD-oriented approach to NPD-SCM alignment (Velasco, 2020). An SME, on the other hand, can only have a limited impact on supply chains. As a result of their size, breadth, and training economies, small businesses are more likely to get a differential advantage rather than a cost advantage. Entrepreneurs in small and medium-sized businesses (SMEs) work hard to create and maintain strong relationships with their customers and suppliers. As a result of the flat organisational structure and the limited number of management levels, small and medium-sized enterprises (SMEs) have the flexibility to alter their SCM operational culture (David, 2021). As a result, most small and medium-sized enterprises (SMEs) must take an SCM-oriented strategy to their new product development (NPD) in order to adapt to potential changes in supply chains.
Based on the above discussion regarding the number of challenges and different number of strategies that the company is going to adopt for the purpose of implementing the innovative and creative trends that needs to adopted by Carrefour for the effective functioning, it has been demonstrated that the present operational infrastructure and the long-term sustainability of the company’s growth ambitions rely heavily on supply chain management. Carrefour’s supply chain consists of the following items and systems: EDI (Electronic data exchange) is used by this firm, which provides several advantages (Cucarella, 2021). Carrefour, for example, may get total command over the supply chain’s operations. The amount of time and money needed to find and repair human mistakes is also decreased significantly because to this technology. The cost of printing, delivering, and keeping papers may also be reduced by as much as 80% using this method. As a result, the processing of papers may be sped up by 75 percent, which has a significant impact on a variety of operations. Finally, the openness of a company’s purchasing and supply operations may be considered as a major accomplishment that adds to the company’s efficient management and growth. The digitization of processes is, in reality, a very suitable option for such an outstanding business (Lehoux et.al., 2020).
Carrefour also has the benefit of offering a flexible level of service. Trucks can go to any location, in even the most isolated places, thanks to the flexibility of the road network. As a result, they are often used to transport cargo from one location to another. Furthermore, since UAE Carrefour locations are close together, transferring a product from one to the next is easiest accomplished through the country’s extensive road network. Fruit and vegetables, for example, are perishable and should only be delivered by trucks when possible. Additionally, they may be readily watched because they can be easily contacted by the public. However, the drawbacks of transportation system cannot be ignored. In spite of the numerous advantages that road transportation provides, it might have a negative influence on the company (Luo, 2021). Traffic delays are one of the biggest obstacles. There is a high probability that the delivery of goods and services in the UAE may be delayed as a result of the frequent traffic congestion.
In addition, if an individual shows outstanding results and quality work, he or she will be promoted quickly and get further rewards. Carrefour encourages its employees to participate in a variety of community service projects. In the context of energy economy and environmental search and rescue operations, for example, enhancing employee information and developing the company’s image and public perception at the same time is a win-win situation.
Despite the fact that the bidding process is shown in this manner, it is not the only one. The primary goal of purchasing logistics is to buy commodities (raw materials or materials) in the most cost-effective manner possible in order to satisfy demand (Costinel et.al., 2021). Procurement success depends on having comprehensive and accurate marketplace information available, which means that information about just the market must be continuously collected and analysed due to the supply-demand imbalance. Companies may model their relationships with suppliers based on a model of the conditions of material and technical assistance when customers are treated as customers. Carrefour, for example, might function as the last link in the logistics system, which includes suppliers, middlemen, and transport companies, in this view.
A central supply chain system that is aligned with Carrefour’s business aims is supported by the aforementioned organisational structure. To ensure that the supply chain is not fragmented, the organization’s centrality ensures that its major partners collaborate more effectively. Making behavioural and cultural shifts in various operational zones is made easier as a result of this technology (Baud & Durand, 2021). An efficient technique to determine the many parts of a firm like Carrefour that are outlined below is to create a business innovation strategy.
In order to target the audience, when it comes to implement the innovative service of effective supply chain within Carrefour, it has been demonstrated that we ae targeting the Middle- and low-income households and all those areas and consumers who can avail the benefit of the services we are offering to them. In addition to it, reduce its management expenses so that it can provide consumers with more competitive rates, and engage in two important initiatives, the omnichannel strategy and the nutrition transformation for everyone, if Carrefour wants to improve its attractiveness (Barrow et.al., 2018). As a result, Carrefour has always kept up with the latest trends in order to provide its clients with a personalised service. Carrefour is now France’s biggest natural general store, thanks to rising demand for organic goods. Gluten-free or vegetarian goods are becoming more popular, as are other new trends.
To demonstrate the feasible activities that we are going to promote with the implication of the innovative trend and initiative of effective supply chain management at Carrefour, it has been depicted that there are so many aspects that are going to be highlighted such as the strategic initiatives initiated by Carrefour serve not only to boost concern and participation, but it is also an excellent approach to unite the staff and develop links inside the chain. In order to improve the employees’ competency and leadership, they are given excellent training. In addition, if an individual shows outstanding results and quality work, he or she will be promoted quickly and get further rewards (KING’ESI, 2018). Carrefour encourages its employees to participate in a variety of community service projects. In the context of energy conservation and natural emergency management, for example, enhancing employee information and developing the company’s reputation and people’s opinion at the same time is a win-win situation.
In addition, the openness of purchasing and supply procedures may be seen as a significant accomplishment that helps to the efficient running of the business and its success. The digitization of processes is, in reality, a very suitable option for such an outstanding business. The local supply chain Scorecard must identify and monitor optimization strategies’ performance. Measurement of supply chain efficiency enables us to discover possibilities for operational excellence (Navare et.al., 2018). As a result, the organisation uses a worldwide scorecard and has a specialised staff responsible for evaluating certain metrics. There is also a competition among this category’s providers to see who is the best. However, the emphasis on supply chain improvement is bolstered by a customer-focused feedback mechanism that is efficient and effective.
As a result, Carrefour focuses heavily on the strategic sourcing process to establish an efficient system. As a result, it’s easier to see how each stage ties into the overall goal. At every step of the way along the supply chain, a company gets resources from the right provider, add value, then sells them to its customers. They travel farther down the supply chain each time they acquire or exchange goods and services with other organisations. It is essential to keep track of the number of purchases and adhere to the set standards for the quality of the items bought in order to run a successful company (Velasco & Lafont, 2020).
Manufacturers and retail outlets may use computerised systems to automatically process orders when they execute the same tasks in order to track the flow of items through the distribution network. Use of QR codes and an emphasis on the distribution, marketing and sale of products is an efficient way to respond to consumer feedback Furthermore, generic predictions are critical for accurately estimating the quantity of orders and the need for stock replenishment. An integrated sales budget and replenishing plan enables suppliers and sellers to use each other’s strengths to create a more realistic prediction (Cao et.al., 2018). The researchers also classified purchasing as a process or system which supports the organization’s entire requirements for the delivery of products, services and procedures that are necessary to accomplish the objectives and tasks specified by the organisation. Formalization of contractual relationships, transfer of control of property, payment, and transport of resources are all part of procurement. Controlling delivery is also a critical part of this procedure. Results of contract monitoring, such as terms, pricing, quantity, quality, and other supply and service metrics used to evaluate supply top management performance, are used to evaluate supply top management efficacy. Procurement budgets must also be prepared by the company.
Carrefour offers a well-developed system for online buying and storage management. Workers and merchants alike are responsible for conveying the overall corporate image. Because of this, an effective human resources strategy is essential. It involves not just providing excellent customer service but also recruiting and retaining new employees and providing opportunities for their professional growth. Training and education, revenue sharing, social responsibility, motivation and challenge, share options, and the creation of leaders all play a role.
The organization’s work may be shown to benefit from the use of digital advances at several points in the process. Courier services, freight forwarders and drivers are not necessary for electronic data transfer (Baud, 2021). Messages are instantaneously sent and received. Carrefour’s supply chain can be better controlled with the aid of EDI. Innovation and the dedication of Carrefour’s brands to quality and price lead the company’s product and service development.
For the benefit of everyone, Carrefour is actively contributing to a retail model that is both creative, sustainable and a source of value via its efforts. Wherever it does business, Carrefour is committed to providing the capacity of communities by employing people, fostering uniqueness and possibility, combating waste and preserving biodiversity by supporting the local suppliers, as well as engaging in charitable donations and community engagement efforts. This is the actual meaning of Carrefour’s worldwide, national, and regional inter model (Nandonde, 2019).
This debate has shown that effective training is offered to employees in order to raise their competency and build its leadership abilities. The use of technological tools to link all the elements and aspects of a certain market chain is required for an innovation strategy. Carrefour offers a well-developed system for online buying and storage administration. Workers and merchants alike are responsible for conveying the overall corporate image. Because of this, an effective human resources strategy is essential (Luo, 2021). It involves not just providing excellent customer service but also recruiting and retaining new employees and providing opportunities for their professional growth. Education and training, revenue sharing, community involvement, motivation and challenge, stock options, and the creation of leaders all play a role.
Conclusion
Carrefour’s procedures are based on excellent planning and analysis of their strengths and weaknesses, according to the examination of supply chain components, modes, and activities. All items are available on-time, delivery is on-schedule, and prices are lowered via information exchange. Keeping an eye on consumer needs is critical since it motivates the whole supply and distribution chain to improve. To sum it up, the hyper-success organizations can be traced back to its efficient supply chain and process management.
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