Tesco Case Study

1794 words - 8 pages

Sustainable operation management is a management approach that involves planning, implementation and control of business processes that translate available resources into required product or service. It is the management of business practices, traditions and operations to promote highest level of efficiency, workflow, and increase productivity in an organization. This management strategy mainly ensures that available labor force and materials are changed into products or services in a cost effective way to increase the company’s returns (Corbett, 2009). It also involves production waste management, reducing food waste, creating new opportunities, environment protection, and improving ...view middle of the document...

Tesco takes wastes from every stage during production process and changes them into new goods. Tesco in addition has put in place strategies to reduce food wastage from the farm to the client’s fridge. Tesco has as well designed policies to provide the consumer with more nutritional information on their goods to improve customer’s health besides creating more employment opportunities for youths in United Kingdom and the world at large. This is a significant measure to reducing the use of inadequate available natural resources and retains it for future use.
Reduction of food waste
According to Tesco and Society Report (2012), research all over the globe has shown that a third of food is not consumed instead it is thrown away or is mismanaged and left to rot. It is critical for any firm to develop mechanisms and set clear objectives when looking for an opportunity to improve on their business operations in order to execute a sustainable program. It is much easier to be sustainable than using other management strategies. At Tesco, the management pursues food waste in three spheres: management of operations, supply chain and agriculture management, and client management. Tesco has the capacity to reduce food waste by following where this wastage begins from the farm through their stores up to the client’s home and all that happens in between. According to Chase, Jacobs, and Aquilano (2006), 40 percent of food supply in Tesco is wasted at the value chain, of which 20 percent is in the supply chain and another 20 percent comes from clients. This is a significant waste and because of this the firm is working out to develop an advanced plan to curb the amount of food wasted in the supply chain. Tesco has rolled out schedules to visit farmers and suppliers to carry out surveys with the aim of ascertaining the extent of food waste in farms and supply chain (Constable and New, 1976). The company has also collaborated with vital local, national, international agencies, universities, non-governmental organizations, and charitable organizations. This approach will assist Tesco management board to develop a better understanding of where food waste occurs and in particular where clients, suppliers, and Tesco’s practices are contributing to preventable food wastes. Tesco has identified three key areas where it plans to start tackling food waste practices: its operations in all stores, agriculture and supply chain, and clients. Under retail operations Tesco is developing a blueprint in the United Kingdom that will be rolled out to other distribution centers and stores around the globe. This is because in the United Kingdom food waste is low compared to other operation stores around the globe (Matos and Hall, 2007). In United Kingdom, Tesco supermarket tries to reduce any waste food by selling any food that is approaching expiry date from the stores. If any food is not sold after the expiry date, the food is donated if possible to charities. The bakery waste...

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