Essay on Report: Asda and Asda Superstores Asda

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Operations
All operations use some kind of process technology, and the operation will have chosen to use the technology because it hopes to get some kind of advantage from it.
Over the past decade retailers have turned traditional approaches to logistics and product distribution on their head, as there has been a move to embrace total supply chain management. While many companies have implemented new operational systems, leading retailer ASDA has taken the technology step further, implementing a data warehouse that provides the information to drive the operational systems.

Walmart International continues aggressive growth, adding sales in both emerging and mature markets. Net sales for fiscal 2011 grew 12 percent to $109 billion. Operating income increased to more than $5.6 billion, supported by more than 4,500 locations and almost 287 million square feet of selling space.
Locally relevant. Our growth comes from a combination of comparable sales and new stores. We’re opening supercentres in new regions of Canada and changing the competitive environment in Brazil with a shift to EDLP. Our expectations for growth this year include 23 to 24 million new square feet in current markets, including significant investments in soft discount formats and supercenters in emerging markets. The diversity of our formats allows entry into urban and rural areas and ensures we’re relevant to the local community. In every market, our customers trust us to lead on price with our EDLP promise. Japan’s transition to EDLP and operational efficiencies contributed to increased profits for each of the past three years. In the United Kingdom, ASDA has gone even further, providing customers with the ability to check their basket price against competitors with a few simple clicks online through the ASDA price guarantee.
Opportunity for leverage. Leveraging the local and global footprint and the scale of Walmart saves our customers money so they can live better. Global sourcing efforts drive merchandise quality and uniqueness. Operational cost efficiencies and various systems, processes and technologies allow us to lower the prices in our markets. The ability to choose between local and global sourcing provides us with a significant competitive advantage in our markets.
A balanced approach. We will continue to balance our commitment to aggressive growth with our long-term plan to improve returns. Looking ahead, solid returns come from operational discipline, adherence to the productivity loop and effective capital allocation.

http://your.asda.com/system/dragonfly/production/2011/12/23/12_04_23_567_Asda_Income_Tracker_Dec_2011_final.pdf
Introduction

All operations use some kind of process technology, and the operation will have chosen to use the technology because it hopes to get some kind of advantage from it.
Over the past decade retailers have turned traditional approaches to logistics and product distribution on their head, as there has been a move to embrace total supply chain management. While many companies have implemented new operational systems, leading retailer ASDA has taken the technology step further, implementing a data warehouse that provides the information to drive the operational systems.

What is process technology?

Process technologies are the machines, equipment and devices which help the operation transform materials and information and customers in order to add value and fulfil the operation¡¯s strategic objectives. Some technology is peripheral to the actual creation of goods and services but plays a key role in facilitating the process that create and delivers the goods and services efficiently. For example, the computer systems which run planning and control activities, accounting systems and stock control systems can be used to help managers and operators control and improve processes.

Management information systems (MISs)

Operation s managers make considerable used of MISs, especially in
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