AN

Assignment

ON

“STRATEGIC ANALYSIS”
(KMART AUSTRALIA LIMITED)

SUBMITTED TO: SUBMITTED BY:

HOLMES INSTITUTE

AUSTRALIA
 EXECUTIVE SUMMARY
Kmart Australia limited is a subsidiary company of Wesfarmers and operating more than 200
stores jointly in Australia and New Zealand.It is a Mulgrave, Melbourne base company. The
store was made out of a joint collaboration in between G.J Coles and Coy Limited and S.S
Kresge Company in the United States. It started developing Kmart stores in Australia in
1968. Prior to 2007, the company was incurring huge loses. In 2007 Wesfarmers took the
control of Cole’s group which helped in an increase in EBIT. As of now it is operating
successfully in every part of Australia. Supply chain management (SCM) is the
administration of an arrangement of organized businesses concerned in the vital prerequisite
of manufactured goods and service packages compulsory by final consumers. Supply Chain
Management includes movement of raw material, work-in-progress and finished goods from
manufacturing unit to the consumers (Christopher, 2016). Kmart Australia received “The
Storage & Handling of Materials” Award at Australian Supply Chain and Logistics Awards
in December 2013 for appreciation of its extensive supply chain reformation plan, which has
assisted the retailer to boost sales and productivity in recent years.
 KMART AUSTRALIA

Kmart Australia Limited is an Australian chain of retail stores (low-price stores), owned
by Wesfarmers. It operates 228 stores across Australia and New Zealand, with its head office
located in Mulgrave, Melbourne.

History

Kmart Australia Limited was born out of a joint venture between G.J Coles & Coy
Limited (Coles) and S.S. Kresge Company in the United States, with Kresge owning 51% of
the common stock in the company. They began to develop Kmart stores in Australia in 1968.

The first store opened in Burwood East, Victoria, on 30 April 1969 with an estimated 40,000
people passing through the checkouts and taking in over $97,000 (equivalent to
A$989 thousand in 2018) on the first day. The store was opened by Mrs HB Cunningham,
wife of the president and chairman of S.S. Kresge Company The doors had been closed 45
minutes after opening as a safety measure. The site was renovated in 2010 to be a shopping
mall known as Burwood One.

In 1978 Kresge exchanged its 51% stake in Kmart Australia for a 20% stake in Coles. In
1994 Coles bought back all shares held by Kresge.

Kmart expanded to New Zealand in 1988 with a store opened in Henderson, Auckland.

A long-term licensing agreement between Sears allowed Wesfarmers to use the Kmart name
in Australia and New Zealand. in August 2017 Wesfarmers purchased the Kmart brand name
for use in Australia and New Zealand for $100 million ending the licensing agreement.

In 2006, Coles Group announced plans for Kmart, along with BI-LO and the Coles Group
liquor brands, to be merged into the Coles brand. The first re-branded store was planned to
open in 2007, with 40 stores, mostly former 'Super K' stores divided last decade into separate
Coles and Kmart stores, reformed into Coles Superstores. By March 2007 the plans for these
super centres were deferred pending the sale of all or part of Coles Group, and in August
2007, incoming owners Wesfarmers said super centres would almost certainly not proceed.
Kmart's performance immediately prior to the Wesfarmers takeover was poor. In May 2007,
it reported a sales drop of 3.2% for the third quarter, and an overall drop in sales of 3.9% for
the first three-quarters.

In August 2007 Wesfarmers said it would consider selling all or part of Kmart, or converting
some stores to the Targetbrand. Wesfarmers took control of Coles Group in November 2007
and by March 2008 had decided to retain Kmart and invest $300m in the chain over the next
five years.

After continuing poor performance in 2009, the 2010 financial year saw a large increase
in EBIT, reporting revenue of A$4.02 billion (equivalent to A$4.02 billion in 2018) and
an EBIT of A$190 million (equivalent to A$190 million in 2018), an increase in EBIT of
over 74%.

On 15 November 2012, Australia's first multi-level Kmart opened in Adelaide's Rundle Mall.

As of August 2015, Kmart has 214 stores trading across Australia – 52 in New South
Wales and the Australian Capital Territory, 47 in Victoria, 41 in Queensland, 23 in Western
Australia, 15 in South Australia, 5 in Tasmania and 2 in theNorthern Territory. There are 20
stores located in New Zealand.
 STORE CONCEPTS
Former store concepts

 Kmart Garden Super Centres specialised in garden, plants and garden furniture. Most
of these stores were standalone, "big box" stores in a warehouse format that sold Kmart
manufactured or branded outdoor living items. From 1999 to 2007 there were 6 such
centres, 4 in Victoria (Chadstone, Fountain Gate, Campbellfield and Watergardens), plus
Windsor (Queensland) and Casula (NSW). Kmart closed all the centres in 2007 with the
sole exception of the Campbellfield store, (the only store integrated with an existing
Kmart store) which was downsized instead, claiming the concept didn't fit its future
business strategy. As of September 2011, this store was also shut down.
 Super Kmart was a hypermarket chain existing between 1982 and 1989. The stores sold
all the same lines as regular Kmart stores, plus those sold by Coles Supermarkets. The
concept was abandoned by Coles Myer in 1989 with the existing stores split into two
separate stores, a standard Kmart store and a Coles New Worldsupermarket.
 Holly's Restaurant During the 1980s and 1990s, every Kmart store had a Holly's in-
store restaurant. Starting from the late 1980s, they were progressively shut down across
the country, with the last Holly's at Kmart Horsham closing down on 25 June 2010.
 Girl Xpress was planned as clothing store chain for young urban women. A concept
store was trialled at Burwood East, Victoria from 2006, however was later discontinued.
Girl Xpress has been retained however, as a Kmart house brand.
 Clearance Centre Kmart briefly trialled a clearance centre concept at Ringwood from
November 2006 until June 2007.
 Kmart Food A former supermarket chain operated by Kmart. At least four stores existed
and opened alongside the first Kmart stores at Burwood East, VIC Blacktown and
Waratah, NSW and Morley, WA in 1969–1970.

Community

Kmart Wishing Tree Appeal

Since 1988, Kmart and The Salvation Army have collected over five million gifts from
customers, which are then distributed to those in need. The concept for the Kmart Wishing
Tree Appeal first came about when Eve Mitchell, a team member from the Kmart store
in Noarlunga suggested Kmart use its network of stores as gift collection points, assisting
charity groups at Christmas. Over 464,000 gifts were donated to the 2010 appeal.

Controversy
ANZAC Day

In February 2010 Kmart requested permission from the NSW State Government to open their
stores on Anzac Day prior to the traditional 1 pm time, claiming their customers would be
severely inconvenienced by their closure. The request was followed by criticism from
politicians, ex-Diggers and their customers. Kmart's Managing Director Guy Russo withdrew
the request in early March, apologising to the community and taking full responsibility
admitting he was personally responsible.

Girl Xpress Underwear

In November 2011, Kmart sold female underwear aimed at its youth market which were
considered sexually inappropriate. The underwear contained text such as: 'call me', 'email me'
and 'I ♥ rich boys'. The garments were withdrawn from sale and an apology was given after
they received complaints from customers.

Influencer marketing

A report from the online New Zealand magazine The Spinoff, revealed that two prominent
online "influencers" were paid by a PR company working for Kmart when they appeared in
a 1 News segment where they appeared to extol the brand.
 STRATEGIC SUPPLY CHAIN MANAGEMENT OF KMART
AUSTRALIA

Supply chain competitive strategy

Kmart has introduced an inclined supply chain technique, together through direct sourcing,
which has facilitated in delivering a significant supply chain cost savings. It has recently
formulated a shipping consolidation for better transport to increase the overall efficiency.
They have standardized shipping carton sizes to achieve an efficacy in delivery of goods. Its
competitive strategy includes an efficient pick and pack facility for an easy put away at the
store. They are constantly developing there SCM nationwide to facilitate a cross-docking
arrangement in Brisbane Sydney, Melbourne & Perth. The supply chain formulates the
largest cost constituent of a company’s profit —usually 55-85% of the sales. It encompasses
of two crucial fundamentals: strategic sourcing and strategic logistics (Harris, 2015). These
elements comprise the flow of in sequence, business procedure, and assessment to identify,
devise, plan, buy, transfer, warehouse, supply, and deliver equipment and services to various
customers. Most prominently, the supply chain incorporates all judgments, procedures, and
behaviors on a minimum-whole -cost life cycle from raw materials to end-user (Brown, 2016)
(Lambert, 2008).

It has an extremely dedicated and faithful employees and management team which are
constantly determined to continue the store's competitiveness within the industry. The
employees are considered to be an essential part of the company so that they can experience
esteemed and valuable. In order to keep the employees for extensive period, every employee
are provided the most companionable package so that they work continuously to achieve
success. Supply chain management is considered to be the backbone of Kmart in global and
competitive world market. Their Supply chain has helped in adopting the more complex and
dynamic business environment. Kmart’s success depends on the success of its supply chain
(Ayers and Odegaard, 2007).
 Supply chain agility, flexibility and responsiveness
Supply Chain Agility is used to measure the capability of a supply chain to react to
marketplace changes to expand or preserve competitive advantage (Ross, 2013). Even after
facing consistent loses prior to 2007 Kmart focused by designing their supply chain to meet
the requirements of the business planning. Kmart modified its business practices over a
decade to compete against the international brands like Wal-Mart, Woolworths etc. Instead of
reducing costs Kmart invested on the logistic chain to increase the overall profitability.

The company is consistently focusing on managing a tight control over fundamentals as

merchant choice, price citation, superiority and ethical actions check, merchandise allotment,
export licensing and tracking of shipment to increase an overall productivity within a
designed period. Core's CBX system has helped in meeting the requirements which will
coordinate in between different departments. Consequently, Kmart Australia has acquired
an enterprise resource planning system planned particularly for the sourcing unit. Their goal
is to combine buyers, merchants and other departments from beginning to end into a single
system, by which information is freely transmitted among offices, client and time zones. The
whole process is computerized. Kmart Australia has eliminated the time exhausted on phone
calls and e-mails. It was previously reconciling the data disparities among various utilities.
Merchandise and price-quote uploads take place in a real time system. Its new process has
helped in achieving a better ability to access serious information such as vendor endorsement,
profiles and presentation.
 SUPPLY CHAIN RISK MANAGEMENT
Supply chain risk management is the execution of policies to control everyday and
extraordinary risks together with the supply chain which is supported on constant risk
measurement with the aim of reducing exposure and guarantee permanence. SCRM is to join
forces with associates in a supply chain or on their own by risk management process tools to
deal with risks and doubts affecting the, logistics related actions or assets in the supply
chain(Waters,2011).The retailer is enduring to find ways to reorganize its functions, with a
rigorous stress on better superiority products. It is looking to indulge in international
processing, while insertion managerial functions quicker to the supply (Handfield and
McCormack Schlegel and Trent, 2016).

It has imbibed a risk management tools by Managing stock through arranging alternative
sources while considering regular functions. Regular risk assessment is the part of managing
the risk which is caused due to a failure in the risk chain management Schlegel and
Trent,2016).It has inculcated an Awareness campaigns and training programs to its
employees which has helped in achieving a consistent growth. While Kmart has a whole
computerized supply chain management system which has helped in achieving a continuous
growth (Waters, 2011)

Kmart in 2013 began to structure the layout of its new store. Garden plant sections were
detached, and the backward area was removed to expand the floor space to increase the
display of the goods. The new look of the stores was more "Department Store" alike with
frontage of supermarket and checkouts being substituted with a non-self serve.

Supply chain organization and management

Supply chain management and organization of Kmart involves reducing costs and optimizing
product collection. It has completely focused on creating a leadership and a strong strategy,
which has led to an overall transformation of Kmart Australia’s foundation and supply chain
process.

It has currently overhauled its philosophy to have the lowest end-to-end cost. The strategic
chain management extends all through the business, and notifies their consumer based tagline
of “low prices every day”. The changes were introduced not only to modernize the current
needs but to develop a direct sourcing technique. This will help in managing the prices of the
goods.
 KMART CROSS-DOCKING SYSTEM
It was the first company in Australia to introduce the cross-docking system.
The decision regarding consolidating its Melbourne distribution operations in 2011 was in
concurrence with supplier Dematic. It analyzed the range of equipment usage decision, with a
complete assessment related to cross-belt sorting. The technology was appropriate as per the
organizational structure. It was believed that the current set up will meet the company’s
requirements as per the ongoing business environment. Kmart’s new supply chain system
was based on 75,000 m2 DC and contained a space at Truganina in Melbourne. The DC
features the largest cross-belt conveyor categorization system to be executed by the retailer to
date (Supply chain transformation wins award for Kmart Australia, 2013).

It has a capacity to mechanically arrange over 6,000 things per hour to individual orders for
up to 88 stores alongside; the innovative DC permitted Kmart has combined general products
division beneath the one roof, giving a noteworthy price and equipped efficiencies for
managing a strategic supply chain management.

DEMATIC CROSS BELT SORTING SYSTEM

Kmart is using the cross-belt system to handle imported and locally supplied products, and
pick pack batched product personal orders, improving order alternative costs and correctness.
Two different kind of product ID are used by the system. Bar code reader label are used to
identify number, stickers are applied to packages by traders proceeding to them being
dispatched to Kmart. Those goods which are not identified by an SSCC label are applied
simple bar-coded label for identifying which store has packed it, prior to instructing it against
the cross-belt sorting system. When the label is scanned, Dematic’s System Director Software
identifies which store and supplier has packaged the goods which is to be destined for,
tracking it in anticipation of reaching the appropriate lane of the store. Finally the report is
redirected for order consolidation and the package is marked as successfully sorted (For
Kmart Australia CIO, Stability and Low Cost Are Key, 2016).
 Global supply chain management in the company
Global supply chain management ensure that the customers get the products and services
they need and want in a faster, improved and more economically from across the world. It is
a critical application which helps successful functioning of businesses under a diversified
environment (Ross, 2016). Kmart is one of the growing numbers of retailers structuring out
their supply chains with distribution centers planned to meet the demands of customers at
Australia and New Zealand. As of August 2015, Kmart has 203 stores operating across
Australia. There are currently operating 18 stores which are located in New Zealand. The
growing market has created ample of opportunities to leverage its economies of scale. Kmart
has a plan to invest more in New Zealand due to an increase in the global opportunities. The
global supply chain management is evolving as a new technology procedure. Like early days
when vendor used to mail about the products and helped in ensuring the track of the product
system. Technology has proved to be a fruitful device to enable tracking of goods which are
sold internationally (Mangan, Lalwani and Lalwani, 2016).Supply chain manager is
responsible to note down the inventory level to reflect the sale. Kmart has enabled a central
computerized system to mark the flow of logistics within and outside the country (Cameron,
2016).
 KEY ISSUES IN GLOBAL SUPPLY CHAIN
It is difficult for Kmart to manage the key problem related to global supply chain. They have
to compete internationally against the ultra cheap brand Aldi. Kmart is known for providing
goods at a discounted rate to its customers. Since its acquisition by the Wesfarmers the
company is doing remarkably well in the local market. Wal-Mart has mastered the supply
chain management process through exploring its core values whereas Kmart realized it very
late which has created a trouble to compete against the renowned brands (Business Strategy
Must Drive Supply Chains, 2012).

Thus, its stock does not turn over in a short time period. It produces significantly less revenue
as compared to the requirements. It is affecting the overall revenue of the company.

Kmart is facing a harsh competition from the international brands that has an organized
supply chain process which is causing a threat. It is highly recommended to mitigate the
trouble caused due to the logistic supply of commodities.

Organization’s supply chain performance based analysis of key supply chain performance
factors
Kmart has implemented a lean methodology to increase its sale by using its supply chain
procedure to procure the maximum benefit by using the supply chain procedure such as pick
and pack, where they abridged the cardboard box sizes and lowered distribution costs, Kmart
achieved in plummeting supply chain expenses by over $60 million(Kersten, Blecker,and
Ringle,2013).

They have implemented a Direct Sourcing System (DSS) employing Core Solutions’ CBX
extensive supply chain software proposal.

This system helped Kmart to reorganize their operations, diminish costs and triple the
quantity of straight sourcing without an analogous boost in headcount. This system played an
active role in serving Kmart Australia to execute on a policy which has helped them starting
zero profit in 2008 to one of the most money-making seller in Australia. Current balance
sheet shows revenue of A$5.2 billion, operating income of A$470 million, & net assets of
A$2.3 billion.
Critical issues and problems
Kmart has to establish itself at a global platform by emphasizing on its inherent quality.
Globalization has opened ample of opportunities for the various organizations to showcase
their talent at an international platform. That’s since globalization has changed the attitude of
companies while analyzing and using their supply chains to participate and increase market
contribution. international corporation like Wal-mart are organizing multiple supply chains,
and they’re including on those actions to not only distribute supplies on time, but to modify
and reply to deviating consumers and supplier opportunity concerning pricing and packages.
In order to retrieve the maximum benefit supply chain management needs the competence to
personalize offerings for manifold consumer sections.

The major challenge Kmart is facing in today’s global supply chain management is to link in
a straight line to monetization. Market instability is causing continuous economic tightening
+and reserved revival cycles are affecting the way organizations are facing to manage
distribution, industrialized, demand and equipment basis. Growth into a new market
commences composite taxation, demand and causes localization burdens. A Discrete market
sector demand and different pricing models and services have caused fluctuation in the
revenue. Kmart need to optimize their supply chains simply to remain competitive by
stabilizing their critical function.
 KEY STRATEGIC ISSUES THAT THE COMPANY MUST ADDRESS

Despite heading up one of Australia’s most successful retail companies, Kmart managing
director Ian Bailey remains fundamentally dissatisfied with the discount-department store
chain’s ability to meet evolving customer expectations.

“We are failing to deliver on what customers really want,” Bailey told an audience at a
Property Council of Australia business breakfast in Sydney.

“They want more information from us, they want a super shopping experience, they want
better products, and they want lower prices – pretty much they want the lot.”

While retailers are investing heavily in new business models, Bailey argued that the sector
isn’t adequately responding to change as well as other industries, where companies like Uber
and Netflix have redefined the competitive landscape.

“Unfortunately [customers] are getting it from other people, that sounds like a ridiculous
statement, they are receiving it in other areas, and in the retail industry I don’t think we’re
adequately responding to those demands,” he said.

Bailey’s comments come at a time of success for Kmart, which after emerging from a
turnaround program several years ago has cemented itself as a price leader, garnering a loyal
following of bargain hunters on social media.

Parent company Wesfarmers will report Kmart’s half-year sales next week, although after
achieving 9 per cent growth in the first quarter the result is expected to be again positive for
the chain.

But Bailey, who aspires to double Kmart’s sales in the coming years, said the ongoing
dissatisfaction of the Kmart team has been a crucial part of achieving continuous
improvement amid worsening market conditions.

“We’re in a category or format which locally is seen as being doomed,” he said.

“You don’t read too many articles about what a wonderful future department stores have.”
“Even though there’s population growth within the country, by the time you take the new
store openings, new entrants new online players out, most of our stores, if we did nothing,
would probably go back by 1-2 per cent a year,” Bailey explained.

“We know this time next year if we want to run 10 per cent sales growth, which is always our
aspiration, we’ve probably got to be somewhere like 12 – 15 per cent better than we are this
year – we can only do that if we are dissatisfied.

“That’s harder to do as an organisation than when you are right at the bottom…changing
something that works is a difficult task,” he said.

Evolving expectations

Bailey described customers researching online before going into store, which between 30-70
per cent of customers do these days, and an expectation that services like click-and-collect
can be fulfilled instantly, as key challenges for meeting consumer expectations.

Kmart, like most retailers, has also had to deal with broad based change in customer service
processes with the advent of social media, which has turned once private complaint channels
into public forums.

“If we have an issue with a customer we can no longer go through the ‘normal
processes’…we have to be instantaneous in our response, they no longer come at us with
lawyers, they’re just blasting us all over social media, damaging the brand that way,” Bailey
said.

In its journey to becoming a market leader Kmart has also had to change its product
philosophy, moving from following in the footsteps of specialty retailers to matching them on
the latest trends.

“Historically we tried to be first to be second…we just waited for the trends to arrive and
jumped in on the back of it.

“ you disappoint the customer, all you’re showing them is stuff they’ve already seen.
Newness is very important, Australians respond extraordinarily well to new things.
 CUSTOMER EXPERIENCE
Now, it’s up to Kmart’s competitors to get in the game. “Its competitors are not sure who
they’re talking to, they try to talk to too many people at the same time,” said Mr Scrymgeour.
“Target doesn’t know if its upmarket, mid-market, budget. As soon as you’re confused in
terms of your positioning, people don’t know who you are and you get lost.”
He said Kmart had a “clarity of purpose” that meant people saw it “as something distinct”.
Bunnings, Aldi and Priceline and Chemist Warehouse have achieved similar effect.
While Coles, Woolworths and Aldi are engaged in a bitter price war in the supermarket
space, Australian retail more broadly is doing little that is compelling on the international
stage.
Myer is exploring useful data insights and David Jones is revamping its food offering, but
Big W and Target are scrambling to keep up.
But Kmart boosted its earnings by 16.3 per cent to $371 million in its half year
resultsrevealed on February 15, with a revenue growth of 8.9 per cent. Target’s earnings,
meanwhile, fell by $58 million to $16 million, with revenue down 17.7 per cent.
“Big W has a confusing price structure, it’s bloated, there are too many products,” says Mr
Walker. “Target tries to be all things to all people.
“If you look at the demise of businesses like Howard’s Storage World and Pumpkin Patch,
it’s no coincidence that it’s in these areas that we’ve seen Kmart grow.”
This shrewdness is putting it ahead. While Bunnings grew by 7 per cent in its February
earnings, it did not achieve a comparable uptick in homewares from the demise of rivals like
Masters, for example.
Meanwhile, there are 40 comments and counting on the thread about the rose-gold planner,
with customers seeking out stores with stock and buying it up for themselves, while others
are flogging the popular product for an inflated price on eBay.
 RECOMMENDATIONS
The core trouble was associated to grocery products, which consumers found less fresh than
in other stores which were empty due to obstruction in the supply chain. Moreover, grocery
prices were often a lesser amount of pleasing than those obtainable by the participants. It has
to make stringent policies to compete against the international competitors to meet the
contingencies created by Wal-Mart, Tesco.

However it should improve the current logistic mechanism to achieve the maximum result.
Since 2008 the company has achieved exceptional targets by focusing on the supply chain
management. It has incorporated the Dematic cross belt sorting system to achieve
improvement I the supply chain management. But to excel in the local market it has to create
a strong bond with the suppliers to achieve the desired result.
 CONCLUSION
The report is related to the supply chain management of Kmart which is a subsidiary of
Wesfarmers. The company has achieved supply chain efficiency through a lean supply chain
approach, together with an increase in direct sourcing, which has helped in delivering a
noteworthy supply chain cost savings. It has recently formulated a shipping consolidation for
better transport to increase the overall effectiveness. It is recommended to create a proper
policies to compete against the international brands. It has an ample of opportunities to
introduce itself into the global market.
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