Wal-Mart Supply Chain

The Case Study Company: Wal-Mart

The Case Study Company –Analyzing Wal-Mart Inc

ContentsExecutive Summary..................................................................................................................................1

1.0 Introduction..........................................................................................................................................4

1.1 Purpose..............................................................................................................................................4

1.2 Objectives..........................................................................................................................................4

1.3 Scope.................................................................................................................................................4

1.4 Limitations.........................................................................................................................................4

1.5 Wal-Mart At A Glance........................................................................................................................4

2.0 Wal-Mart’s Business Model and Strategy.......................................................................................6

3.0 Analyzing People, Organization and Technology- Success Factor & Current Issue................7

3.1 Inspirational Leader...........................................................................................................................7

3.2 Issues in Wal-Mart’s Human Resource Management........................................................................8

3.3 Retention Policy.................................................................................................................................9

3.4 RFID in Supply Chain Management....................................................................................................9

4.0 Chain Model-Understanding the Process.....................................................................................10

4.1 Upstream –Procurement, Logistics and Distribution.......................................................................11

4.2 Mid and Down Stream: Outlet/ Stores Inventory Management and RFID.......................................12

5.0 RFID System in Wal-Mart Value Chain- Implementation and Risks.........................................13

6.0 Recommendation.............................................................................................................................15

7.0 Conclusion.........................................................................................................................................15

Reference List.........................................................................................................................................16

Appendix

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Executive Summary

The report analyzes Wal-Mart Inc Stores on its business environments and

operations specifically in United States. Firstly, is to understand the history and its

current market position. Wal-Mart is a giant retailer in the United States worth billions of

dollars that sells general merchandise. It was founded by Sam Walton after World War

2 in Arkansas. Currently they are the number one corporation in the world.

Wal-Mart business model is everyday low price, which conduct business to

consumer (B2C), business to business (B2B) and online model. They serve customer

from all segments, from everyday consumer to small business owners. Their undisputed

everyday low price had made them the leader in the retail industry with stores over 3800

in US.

The third section is to analyze the people organization and technology issues.

Inspirational leader such as Sam Walton understands the concept of human behavior

which turns out to be the core foundation of Wal-Mart corporate culture. Despite

criticism and allegation regarding low wages, non unionized and poor health care plans,

Wal-Mart has a good retention policy to keep and grow good employees. Wal-Mart often

uses and promote new technology such as RFID.

Wal-Mart Value Chain is a demand based model that places the consumer in-

front forefront. Wal-Mart deals with their supplier and has an excellent replenishment of

inventory. With the use of RFID, managers and can track inventory inside or outside the

stores. Therefore, inventories are kept based on demand and not the traditional

production capacity. RFID has significantly improved the operations in Wal-Mart and will

be a practice in the near future by other organizations.

A recommendation is provided at the end of the report which proposed the

concern on sustainability and improvement on low wages issues.

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1.0 Introduction

1.1 Purpose

The purpose of this report is to conduct a critical analysis of Wal-Mart Stores Inc of

its business environments and its operation in United States.

1.2 Objectives

The objective is to understand how Wal-Mart business runs by exploring the

fundamental concepts of an organization by in depth analyzing people, organization

and technology. To be able to identify the current issues and to come up with

possible solutions

1.3 Scope

In this report, secondary data will be used such as journal articles, websites, text

books, theories and other electronic sources.

1.4 Limitations

The sources that are used are prone to inaccuracy. Personal opinions by

observation will be applied through certain parts of the report which might lead to

biasness.

1.5 Wal-Mart At A Glance

Wal-Mart Stores Inc is an American well known discount store in the retail industry

that operates worldwide. Almost everything can be found in Wal-Mart stores and it has

everything a homemaker can ever think of. It is arguably the largest retail chain that

deals with millions of product ranging from furniture’s, clothes, groceries, books, movies,

electronic, jewelries, baby products and much more. Affordable price range coupled

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with aggressive brick and click strategy has lead to wide acceptance for Wal-Mart in

towns and cities alike. In 2008, Fortune 500 announced that Wal-Mart is the world

largest corporation with revenue exceeding USD 378.9 million leaving its direct

competitors like Target, Costco, Best-Buy, Albertsons and Sears far behind (CNN ,

2008). In 2010, this mega retailer retains the world number one corporation knocking

out Exxon Mobil with revenue over USD 408.1 million (CNN, 2010).

The establishment of Wal-Mart took place in a small town of Rogers, Arkansas in

early 1940’s. The founder Sam Walton named his family business as Walton Fives and

Dimed than later change to Wal-Mart. By 1962, the Walton’s has already owned eleven

stores and in 1967 they have 24 stores across the state of Arkansas. In 1968, Walton

decided to expand outside of Arkansas and the number of stores grew ever since. Sam

Walton understood how a retailer can change a life of consumers. The commitment he

delivered to customers to provide everyday low price has improved millions of

customer’s life in United States.

Wal-Mart is currently led by three key people, the CEO; Mike Duke, Executive

Chairman; H. Lee Scott and Chairman; S. Robson Walton. They have over 2 million

workers operating in 6500 stores worldwide. In United States alone, it has 3800 stores

with each store as close as sixty kilometers each (Zook & Graham, 2006). Wal-Mart

Stores consists of three different traditional retail formats, Supercenters, Discount

Stores (SAM’s Club), and Neighborhood Markets, all of which operate in the U.S, and

its online retail format, Walmart.com.

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2.0Wal-Mart’s Business Model and Strategy

“Save Money Live Better”. “Always Low Price, Always”

A business model is an essential for an organizations success. It describes “how

a company produces, delivers and sells a product or service to create wealth” (Laudon

& Laudon, 2010). Since in its early establishment, Wal-Mart has already been improving

its business models to suit the organization, customer and supplier to maintain a

competitive advantage and organizational survival. Meeting this requirement had made

Wal-Mart to become the market leader in United States over the years. According to

Cascio (2006) Wal-Mart business model is basically their obsessive focus on the single

core value that is “Always Low Price, Always” for their customers. In addition the author

argued that the business model was a brilliant idea where Wal-Mart sells common

items; for a little cheaper price than everyone else and in result encourages repeat

purchases (Cascio, 2006). This undisputed leader gives price match guarantee which

they publicly challenge all other stores to offer lower price and agrees to pay back their

customers if there is any difference. With everyday low pricing strategy, they had builds

& maintain customers trust.

Recent development in information technology made Wal-Mart to adapt the

current environment by combining traditional and online world. It is known as brick and

click or Business to Consumer (B2C) E-Retailing. In 1996, Wal-Mart launched

WALMART.COM an interactive online website where consumers can virtually shop at

any time anywhere to make purchases, bookings and browsing thru the online

catalogue. It allows customers to compare which retailers who actually offer the lowest

prices with the best value. Using e-business model, Wal-Mart can reach customers by

using e-marketing tools to make personalize and customize messages, update on latest

promotions and gather information thru crowd sourcing with lower cost than traditional

methods.

As mentioned above, Wal-Mart has segmented their market by providing Sam’s

Club a Business to Business (B2B) Model. It is a chain of warehouse that was created

to support small businesses owners whereby they sell general merchandise in bulks

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and pallets (Wal-Mart Inc, 2009). It gives special-members price where the main focus

is to create a network of distributors and partners to coordinate supply chains and high

value merchandise (Wal-Mart Inc, 2009). However, Cascio (2006) discovered that, Wal-

Mart has the power to squeeze its supplier which is willing to provide high value and low

cost merchandise. Therefore, members are able to make huge savings and provide

opportunities to improve their business profitability. For small business, every penny

counts, Sam’s Club continues to indulge members by working closely with their

suppliers

The models above reflect their business to fulfill the needs of the organization,

enhanced relations with customers and end users in achieving success.

3.0 Analyzing People, Organization and Technology- Success Factor & Current Issue

3.1 Inspirational Leader

Having the right people to lead an organization is a key strategic asset that can

make a company successful. Their vision, style and commitment are the very basis that

shapes an organization culture. Sam Walton philosophies which had became Wal-

Mart’s core foundation value to respect individuals, striving for excellence and customer

is king are the recipe for success in retail business. Bergdhal (2005) describes this as

‘Walmartarianism’ the Sam Walton’s way, where employee partnership, workforce

flexibility and respect to people are embedded in the corporate culture. Sam Walton

emphasize in having open door policy in communication by directly talking to his

employees on their problems, concerns and issues without 3rd party involvement. He

refers employees as ‘associate’ to the company and believes that “if you take care of

your people, they will take care of your customers, and your business will take care of

itself” (Walton & Huey, 1992).

Sam Walton was described as a servant leader, which he entrust his

management team to use his ten golden rules in dealing with employees and

customers. One of the most powerful rules that Walton believes is in sharing profits with

associates and treating them as partners. Bergdhal (2005) argued that Wal-Mart’s

partnership with their own employees is one of the company’s most important

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competitive advantages in the marketplace by them offering discounted stocks. This

links with rule number 3; to motivate your partners. According to Bergdhal (2005)

despite giving stocks, no less than 75% of the company managers were promoted from

within which offer them unlimited career potential. Thus it motivates employees to strive

in excellence and do whatever it takes to serve the customers.

3.2 Issues in Wal-Mart’s Human Resource Management

Despite its fantastic corporate culture, Wal-Mart had been labeled as anti labor

union, low wages, poor health care plans and gender discrimination. Wal-Mart has been

in various lawsuits involving employment-related issues and in result to out of court

settlement. “Wal-Mart’s average wage in United States is USD11.75/hour and the

average wage for a retails store person is USD12.04/hour, below average (Bureau of

Labor Statistics, 2008). In 2008, they made 63 out-of-court settlement wage and hour

class action that was against them which they have to pay between USD352 million and

USD640 million. “Wal-Mart than has agree to use various electronic systems designed

to maintain compliance with its wage and hour policy applicable by law to overcome this

issues” (Slater, 2008).

Wal-Mart states that there is no “Wal-Mart union” due to familiar, special

relationship between Wal-Mart associates and their managers. A report from Business

Week discovered that Wal-Mart’s tactics to eliminate union are either by eliminating the

department or to close-down the store (Bianco, 2006). The author discovered that ten

butchers Wal-Mart Supercentre in Jackson was eliminated after they voted to join a

union by switching to pre-packed meats (Bianco, 2006). Bergdhal (2006) believes that

Wal-Mart wouldn’t be the largest retailer if wasn’t for their low cost philosophy; including

labor cost. He added that if there is such union there will be no such thing as low price

(Bergdahl, 2009). However, Wal-Mart’s human resource should reconsider to balance

the issues in low wage and anti union policy to avoid negative reputation in the future.

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3.3 Retention Policy

Despite the criticism Wal-Mart face, the HR department goal is to incorporate

Walton’s culture to ‘keep and grow’ good people. Peterson (2005) stresses that Wal-

Mart’s success is due to its ability to retain its employee by using their retention plan.

They obtain high quality people that have the potential to stay by doing extensive

background check and asking employees their requirements from the job such as job

position and schedule. Secondly, Wal-Mart practices its open door policy which is

practice by managers to show a sense of care towards their associates. This can be

simply done by asking them about their current state or anything that is relevant.

Peterson (2005) described this as mandatory participation which will shape employee’s

citizenship behavior. In result, employees stay longer, reduce shrinkage issues(product

damage, spillover, theft etc) and increase in productivity.

3.4 RFID in Supply Chain Management

Wal-Mart is well known to adopt IT infrastructure since 1974 began using

computers for inventory control. In2003, Wal-Mart is one of the major drivers behind the

RFID early adoption and implementation was “they announced a three year

technological compliance plan for its top 300 suppliers” (Spivey, Walker, & Wilson,

2004). They are able to provide all these services due to their “legendary” supply chain

management which is their key success factor (KSF) in the retail business (ASA

Research, 2009). Therefore adopting RFID technology will significantly improve control

over the supply chain management to meet customer demands.

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4.0 Chain Model-Understanding the Process

Figure 1: Wal-Mart Value Chain based on Smith (2005)

Porter (1985) described value chain analysis as “firm collection of activities that

are performed to design, produce, and market to deliver its product” (Shapiro, 2007).

Wal-Mart focuses on the lowest cost imperative to maintain lower price align with goals

of SCM to “increase throughput while simultaneously reducing both inventory and

operating expenses” (Blanchard & Comm, 2008). The primary activity includes

procurement, distribution, logistics and inventory management. They use their customer

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as the forefront - a pull strategy which the demand from customers is the basis

for production by Wal-Mart suppliers. Thus they don’t produce based on the traditional

production capacity but determined by accurate short term forecasts of customers

demand. This method is similar to Li & Fung & Dell Computers models as they

manufacture based on demands. It reduces the marketing expenditure of advertising

and promoting if products are overstock.

4.1 Upstream –Procurement, Logistics and Distribution

Wal-Mart’s purchases all the goods right from the supplier without 3rd party

involvement. Bases on figure 1, the suppliers will either send directly to Wal-Mart

centralize distribution centers or to individual stores if they are nearby with the outlet.

Wal-Mart has distribution centers in different parts of United States. “Each centre serves

approximately 150 stores and supplies 80% of the inventory to individual stores”

(Blanchard & Comm, 2008). To enhance significant control during delivery, Wal-Mart

uses their own private truck to the distribution centers. “Wal-Mart uses fast and reliable

transportation system by outsourcing more than 7000 truck companies” (Blanchard &

Comm, 2008). The drivers hired are all very experienced and product tracking can be

done to monitor the movements and make prediction of arrival using RFID system.

Once the product arrives to these centers, they are processed through practice

called cross docking. Here, they are processed and then loaded onto trucks to be

shipped directly and immediately to stores. “The distribution centers do not operate as

warehouses; no product inventory is stored at these facilities” (Blanchard & Comm,

2008). Thus they are used to ensure a consistent readiness of stocks and safety stocks.

This system reduces handling & storage of finished goods, to eliminate the role of

distribution centers & stores. Cross-docking the system shifted from “supply chain” to

“demand chain” where explains the pull supply chain. These centers are uses RFID

technology to segregate products, update information, identifying pallets that can be

access by most employees by their mobile system also known as Texlons / Magic

Wands. Wal-Mart tries to minimize their inventory level through Just-In-Time activities

to avoid stock-outs. The outlets are than able to operate on a continuous replenishment

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with shorter lead times and accurate forecast (Blanchard & Comm, 2008). These best

practices have improved level of efficiency and able to satisfy customer needs.

4.2 Mid and Down Stream: Outlet/ Stores Inventory Management and RFID

Once the products arrive at individual stores, it will be stored and display at the

shelf area. It’s stored above shelf area where it will be retrieve if products on shelf run

out. When a product is purchased by a customer, the RFID reader at check-out

counters will read the purchase and be sent to the Electronic Data Interchange (EDI)

System called Retail Link (Blanchard & Comm, 2008). The information will be passed to

the suppliers, accounting information system, Texlons Devices and CRM information

system. “Wal-Mart shares real time information with suppliers for better ordering

accuracy, and transparency throughout the supply chain, particularly inventory visibility

and for invoicing and payments” (Blanchard & Comm, 2008)

Data’s that are sent to the Customer Relationship Management will be used for

data mining to make forecast. Marketing managers in Wal-Mart used data-mine

technology to develop replenishment plans for their suppliers and adjust the

composition of market baskets in individual stores (Shapiro, 2007). They also can learn

about the behavior of their customers of their purchase decision and sending pattern.

Therefore they can plan for peak seasons, to ensure that the right materials, supplies

and personnel are in the right place at the right time. This statement suggest a range of

metrics that might be used “to track customer service by a supplier, including

percentage on-time deliveries, percentage of complete deliveries and percentage of

deliveries with acceptable qualities” (Shapiro, 2007).

If a product is low in stock, the EDI system will alert the store manager to make

purchases through Texlons device. At the same time, the data will be sent to suppliers

to alert them to start production. Simultaneously, the data also is sent to the accounting

system will than make confirmation for the request purchase. Once the request has

been approved, supplier can start to distribute. To improve the time of product arrival,

passive RFID that are place can transmit the current location to Wal-Mart’s EDI system.

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This bring great comfort to managers to exactly know where the product whereabouts

and able to inform the customers the actual date the product will be available.

5.0 RFID System in Wal-Mart Value Chain- Implementation and Risks

RFID is a method to capture data about a single object without using human to

read the data. The implementation of RFID tags at pallet and case level, Wal-Mart is

able to “identify and track the products as it arrives at their warehouses until shelving at

the giant retailer” (RFID Journal, 2005). Wal-Mart believed that it will be a common

technology in the next decade, like the barcode as it was popularized by them in the

early 80’s (Smith, 2005). However, there are not many business are willing to switch

from the existing barcode system due to the cost which may disrupt Wal-Mart

implementations. Generally, barcode is imbedded with the product packaging or

designs are relatively free. Although Wal-Mart is leading the future of this technology, it

is forcing suppliers to burden much of the cost.

There are several key benefits that Wal-Mart and the suppliers can obtain. RFID

can reduce out-of-stocks; make automated order fulfillment, improved inventory, product

tracking, reduce shrinkage and improve product delivery time by providing visibility into

the location of goods with RFID tags. It is all about “tracking” whether it inside or outside

of Wal-Mart, the need to know the product whereabouts is important. Smith (2005)

describe that this as a smart technology because it allows management to program the

device to watch out for theft. For example if a large amount of product moving out the

shelf, it will send a signal to a nearby camera to alert security to ensure these items are

not stolen. According to Wal-Mart’s CIO Linda Dillman, RFID has increase the efficiency

in the supply chain where they have been able to restock RFID-tagged items three

times as fast as non-tagged items (RFID Journal, 2008).

Wal-Mart is now able to improve their sustainability program to encourage

recycle by using RFID. This is due to the read, write and storage capacity; recycling

companies can use this RFID to sort out the materials that can be recycled more

effectively and efficiently. This recycling company’s can ship out the material back to the

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manufacturers which reduce the utilization of new material. Therefore Wal-Mart is not

only focusing on financial benefits but the ecosystem as well.

It is more expensive to gain new customer than retaining current customers

(Orth, 2004). The use of RFID in Wal-Mart have the upmost strategically important in

dealing with customer satisfaction. Smith (2005) discovered that Wal-Mart has improve

their customer experience and loyalty by being able to track consumers behavior and

buying patterns; to keep products and deliveries on shelf in a timely fashion. It also

helps consumers in the speed of purchase whereby a customer’s check-out as simple

as walking out the store. As customer pass by the self service check-out counter, the

reader receives the data from the product and charge the customer credit card. Using

two different systems, it has reduced queue time of the consumer. Thus Wal-Mart

combining its RFID technology with the CRM package can enhance customer service.

There also some risk associate implementing RFID technology, mainly privacy

issues and cyber terror. It is possible for competitors to steal information regarding

shipments, logistics companies, cost & sensitive information etc. Since the power

source comes from the reader not the tag, hackers can easily infiltrate sensitive

information through this passive tags. According to Smith (2005), Wal-Mart has made

their tag with limited range to read and write capability for security purpose. Privacy

issues in United States are taken very seriously by consumer advocacy groups. Their

concerns were that once the consumer leaves the store, that the tag can still be

monitored. They believe it will be an invasion of privacy as large corporation can

monitor their activity. According to Smith (2005) there are researches done to create

blocker tag at consumer level, but the result is still unknown. Therefore, Wal-Mart

should revise these factors before any further allegations in the future.

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6.0 Recommendation

Supply chains have huge potential to improve sustainable business practices.

Firstly with smart technology such as RFID, Wal-Mart could reduce their carbon

emission to improve the environment. This can be done thru their logistic activities that

directly contribute to environmental degradation. It can improve their corporate

reputation as well as further improving operational efficiency and lowering cost. RFID

tracking functions can reduce unnecessary truck deliveries and reduce customers visit

to the store for out-of-stock items. Imagine millions of shoppers visit Wal-Mart every

day; a few hundred thousand trips that can be saved will save tons of gallons of carbon

emission. Even within its store, the forklifts that run around can locate the product with

100% accuracy reducing carbon emission.

With huge savings on fuel emissions, Wal-Mart and suppliers are able to cut

more cost. This is an opportunity for Wal-Mart to improve the wages system and health

care benefits of their employee. Instead of paying millions of dollars in law suit and out-

of-court settlement, they can pay extra to their employees. This can motivate employees

and in return they can give extra service to the customers. By doing this, in the long run,

it will become a win-win situation for both parties.

7.0 Conclusion

In conclusion, to understand a company, it is important to analyze its

environment and operation. Therefore understanding the business model, the people,

organization and technology in Wal-Mart provides an overview of its operation.

Inspirational leaders, open door policy culture and using advance technology have

made Wal-Mart the number 1 corporation in the world. Wal-Mart supply chain is a

legendary which is the company key success factor. Accompanied with RFID

technology in place, it is near to perfection. No organization is perfect thus Wal-Mart can

improve by becoming a more sustainable and green organization. Further exploitation

the RFID technology can create a better living which lies in their current slogan:

“Save Money. Live Better”.

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Reference List

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Bergdahl, M. (2009). Antidiestablishmentwalmatarianism: The battle for the hearts of and minds of Wal-Mart's two million employees. Journal of Institute Retail Management , 5-10.

Bianco, A. (2006). No union, please, we’re Wal-Mart. Journal of Labor & Employement Law , 78-81.

Blanchard, C., & Comm, C. (2008). Adding value to service roviders: benchmarking Wal-Mart. Benchmarking: An International Journal , 166-177.

Bureau of Labor Statistics. (2008). National Occupational Employment and Wage Estimates. Retrieved April 25 , 2010, from http://www.bls.gov/oes/current/oes_nat.htm

Cascio, W. (2006). Decency Means More than “Always Low Prices”:A Comparison of Costco to Wal-Mart’s Sam’s Club. Academy of Management Perspective , 26-36.

CNN . (2008, March 28). Retrieved April 23, 2010, from CNN Money: http://money.cnn.com/magazines/fortune/fortune500/2008/snapshots/2255.html

CNN. (2010, March 20 ). Retrieved April 23, 2010 , from CNN Money : http://money.cnn.com/magazines/fortune/fortune500/2010/index.html

Fifer, M. (2009). Walmart Using RFID Tags to Improve Logistics. Retrieved March 26, 2010, from Ezine Article's: http://ezinearticles.com/?Walmart-Using-RFID-Tags-to-Improve-Logistics&id=3006800

Laudon, K., & Laudon, J. (2010). Management Information System: Managing the Digital Firm. Global Edition. NewJersey : Pearson Education,Inc.

Orth, R. M. (2004). Promoting brand benefits: the role of Consumer psychographics and lifestyle. Journal of Consumer Marketing , 21(2), 97-108.

Peterson, C. (Spring 2005). Employee Retention: The Secrets Behind Wal-Mart’s Successful Hiring Policies. Human Resource Management , 85-88.

RFID Journal. (2008, November 6). Retrieved May 3, 2010, from RFID Journal- Wal-Mart's Detail RFID Requirement: http://www.rfidjournal.com/article/articleview/642/1/1/

RFID Journal. (2005). Wal-Mart Begins RFID Process Changes. Retrieved March 26, 2010, from RFID Journal: http://www.rfidjournal.com/article/view/1385

Shapiro, J. (2007). Modeling Supply Chain 2nd Edn. Belmont, California: Thompson Brooks/Cole.

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Slater, D. (2008). The Wal-Mart Labor Settlement: A Preemptive Strike against Unionization? Journal of Human Resource , 19-34.

Smith, A. (2005). Exploring radio frequency identification technology and its impact on business systems. Infomation Management and Computer Security , 16-28.

Spivey, C., Walker, J., & Wilson, C. (2004). RFID at What Cost? What Walmart Compliance Really Means . Forrester Research Inc.

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Walton, S., & Huey, J. (1992). Sam Walton: Made in America: My Story . New York: Doubleday .

Zook, M., & Graham, M. (2006). Wal-Mart World: The World's Biggest Corporation in the Global Economy. Routledge , 15–25.

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Appendix

Source : Zhu, T., Singh, V. & Manuzak, D. (2009) Market Structure and Competition in the Retain Industry. Journal of Marketing Research. 453-466.

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Wal-Mart Discount Stores: 51000 to 224,000sqf Wal-Mart Super Centre: 98,000 to 261,000sqf

Sam’s Club: Small Business and Big Buyers Segments

Changes of logo’s since

1962 to 2009

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List of Cases against Wal-Mart

1. Adcox v. Wal-Mart Stores, Inc., et al., Case No. 04-00633, United States District Court for the SouthernDistrict of Texas, filed 11/09/042. Armijo v. Wal-Mart Stores, Inc., et al., Case No. 00-01540, 1st Judicial District Court for the State of NewMexico, filed 09/18/003. Bailey v. Wal-Mart Stores, Inc., Case No. 00-01398, Marion County Superior Court for the State ofIndiana, filed 08/17/004. Barnett v. Wal-Mart Stores, Inc., Case No. 01-2-24553-8, King County Superior Court for the State ofWashington, filed 09/10/015. Basco v. Wal-Mart Stores, Inc., Case No. 00-03184, United States District Court for the District ofLouisiana, filed 09/05/006. Bayardo v. Wal-Mart Stores, Inc., et al., Case No. 07-00349, United States District Court for the District of Nevada, filed 03/19/077. Brogan, Pam, et al. v. Wal-Mart Stores, Inc., et al., Case No. 07-00214, United States District Court forthe Southern District of West Virginia, filed 04/03/078. Brogan, Tammy, et al. v. Wal-Mart Stores, Inc., et al., Case No. 05-C-0047, Strafford County SuperiorCourt for the State of New Hampshire, filed 02/17/059. Brown, Lisa v. Wal-Mart Stores, Inc., Case No. 05-L-85, 14th Judicial Circuit Court for the State of Illinois, filed 06/20/0110. Brown, Shanaia v. Wal-Mart Stores, Inc., et al., Case No. 07-010417, United States District Court for the Eastern District of New York, filed 04/05/0711. Campbell v. Wal-Mart Stores, Inc., et al., Case No. 06-01172, United States District Court for the District of Nevada, filed 09/20/0612. Carter v. Wal-Mart Stores, Inc., et al., Case No. 02-CP-15-626, Court of Common Pleas for the State of South Carolina, filed 07/31/0213. Cole v. Wal-Mart Stores, Inc., et al., Case No. 06-00003, United States District Court for the District ofMontana, filed 01/13/0614. Connatser v. Wal-Mart Stores, Inc., et al., Case No. 07-02239, United States District Court for theWestern District of Tennessee, filed 04/04/0715. Curless v. Wal-Mart Stores, Inc., et al., Case No. 05-00277, United States District Court for the District of Wyoming, filed 10/26/0516. Deas v. Wal-Mart Stores, Inc., et al., Case No. 06-00052, United States District Court for the EasternDistrict of Virginia, filed 04/03/0617. Evans v. Wal-Mart Stores, Inc., et al., Case No. 07-00074, United States District Court for the District of South Carolina, filed 01/09/0718. Faverty v. Wal-Mart Stores, Inc., Case No. 02-08-4704, Court of Common Pleas for the State of Ohio,filed 08/02/0219. Gilles, et al. v. Wal-Mart Stores, Inc., et al., Case No. 06-00519, United States District Court for theDistrict of Indiana, filed 03/31/0620. Grey v. Wal-Mart Stores, Inc., et al., Case No. 06-02293, United States District Court for the District ofKansas, filed 07/14/0621. Gross v. Wal-Mart Stores, Inc., et al., Case No. 04-01029, Commonwealth of Kentucky Circuit Court for the State of Kentucky, filed 09/24/0422. Hale v. Wal-Mart Stores, Inc., Case No. 01-218710, Circuit Court of Jackson County, Missouri, filed08/15/0123. Hall, Nancy v. Wal-Mart Stores, Inc., et al., Case No. 05-01099, United States District Court for theDistrict of Nevada, filed 08/12/0524. Henderson v. Wal-Mart Stores, Inc., et al., Case No. 06-01569, United States District Court for theDistrict of Nevada, filed 12/06/0625. Hicks v. Wal-Mart Stores, Inc., et al., Case No. 07-00051, United States District Court for the EasternDistrict of Texas, filed 04/03/07

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26. Holcomb v. Wal-Mart Stores, Inc., Case No. 00-0633G, State Court of Chatham County, Georgia, filed03/28/0027. Husidic v. Wal-Mart Stores, Inc., et al., Case No. 06-00441, United States District Court for the Southern District of Iowa, filed 09/14/0628. Iliadis v. Wal-Mart Stores, Inc., et al., Case No. 549802, Middlesex County Superior Court for the State of New Jersey, filed 05/30/0229. Jackson, Dora v. Wal-Mart Stores, Inc., et al., Case No. 05-00269, United States District Court for theDistrict of Delaware, filed 04/04/0530. Jackson, Reginald v. Wal-Mart Stores, Inc., et al., Case No. 05-00424, United States District Court forthe District of Idaho, filed 02/03/0631. Jackson, f/k/a Scott v. Wal-Mart Stores, Inc., Case No. 01-40751-5, Circuit Court of Saginaw County,Michigan, filed 09/26/0132. King v. Wal-Mart Stores, Inc., et al., Case No. 07-01486, United States District Court for the EasternDistrict of Pennsylvania, filed 04/13/0733. Kraemer v. Wal-Mart Stores, Inc., Case No. 06-00098, United States District Court for the District ofNorth Dakota, filed 11/15/0634. Kuhlman v. Wal-Mart Stores, Inc., et al., Case No. 01-08080, Circuit Court of Milwaukee County,Wisconsin, filed 08/30/0135. Lerma v. Wal-Mart Stores, Inc., et al., Case No. 01-01395, District Court of Cleveland County,Oklahoma, filed 08/31/0136. Lopez v. Wal-Mart Stores, Inc., et al., Case No. 00-12326, 23rd Judicial District Court for the State ofTexas, filed 06/23/00

37. Luce v. Wal-Mart Stores, Inc., et al., Case No. 05-01019, United States District Court for the District ofSouth Dakota, filed 05/11/0538. Mathies, et al. v. Wal-Mart Stores, Inc., et al., Case No. 07-00483, United States District Court for theDistrict of Oregon, filed 03/30/0739. McFarlin v. Wal-Mart Stores, Inc., et al., Case No. 05-00094, United States District Court for the District of Alaska, filed 04/07/0540. Montgomery v. Wal-Mart Stores, Inc., et al., Case No. 03-00537, United States District Court for theDistrict of Mississippi, filed 12/30/0241. Mussman v. Wal-Mart Stores, Inc., et al., Case No. 01-27486, District Court of Clinton County, Iowa,filed 06/05/0142. Nagy v. Wal-Mart Stores, Inc., et al., Case No. 01-00854, Circuit Court of Boyd County, Kentucky, filed 08/29/0143. Nolan, et al. v. Wal-Mart Stores, Inc., et al., Case No. 06-00777, United States District Court for theNorthern District of Ohio, filed 04/04/0644. Olinger v. Wal-Mart Stores, Inc., et al., Case No. 06-14055, United States District Court for the Eastern District of Michigan, filed 09/14/0645. Parrish v. Wal-Mart Stores, Inc., et al., Case No. 05-00236, State Court of Chatham County, Georgia,filed 02/17/0546. Pedro, et al. v. Wal-Mart Stores, Inc., et al., Case No. 07-10638, United States District Court for theDistrict of Massachusetts, filed 04/04/0747. Penn v. Wal-Mart Stores, Inc., et al., Case No. 06-06045, United States District Court for the EasternDistrict of Louisiana, filed 09/15/0648. Phelps v. Wal-Mart Stores, Inc., et al., Case No. 07-00243, United States District Court for the Southern District of Illinois, filed 04/04/0749. Pickett v. Wal-Mart Stores, Inc., et al., Case No. 03-05945, 13th Judicial District Court for the State ofTennessee, filed 10/22/0350. Poha v. Wal-Mart Stores, Inc., et al., Case No. 05-00697, United States District Court for the District of Hawaii, filed 11/01/05

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Wal-Mart Supply Chain