Supply Chain Restructuring at Sainsbury' Supermarkets Limited
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Case Details:
Case Code : OPER094
Case Length : 18 Pages
Period : 2000-09
Organization : Sainsbury's Supermarkets Limited
Pub Date : 2010
Teaching Note :Not Available Countries : UK
Industry : Retail
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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"Customers couldn't find what they wanted on our shelves. The goods were in the storerooms but they weren't
getting onto the shelves, which resulted in a loss of retailing strength."1
- Nigel Hough, Sainsbury's Supply Chain Communications Manager, in 2007.
Introduction
In November 2009, Sainsbury's Supermarkets Limited (Sainsbury's), the UK-based leading supermarket chain, reported that its sales for the 28 weeks ending October 03, 2009, had grown by 3.7% as compared to the corresponding period of the previous year.
The sales grew from £ 10756 million to £ 11158 million. This was the fifth consecutive year that Sainsbury's was reporting like-for-like sales growth during the first half of the fiscal year (Refer to Exhibit I for Sainsbury's income statement for the first half of 2009-10).
Sainsbury's, founded in 1869, was the leading retailer in the UK till the early
1990s.
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However, in 1995, Tesco Plc. (Tesco)2 overtook it with a market share of 13.4%. Sainsbury's with a 12.2% market share was pushed to the second position.
By the year 2000, Sainsbury's market share had dropped to 11.5%, while Tesco's
share had grown to 16.2%. In order to improve its market position, Sainsbury's
brought in a new CEO, Peter Davis (Davis).
Supply Chain Restructuring at Sainsbury' Supermarkets Limited
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