Wawa incorporated as a textile manufacturing company in 1865 and was founded in 1803. In the early 1900s, a dairy started; in 1964, Wawa Food Markets' first store was created as an outlet for dairy products. By mid-2007, Wawa, headquartered outside Philadelphia, had grown into a chain of 564 convenience stores (200 of which sold gasoline) within a 250-mile radius.
A privately-owned company, Wawa employed over 16,000 individuals. 2006 sales were $4.673 billion, an increase of 19.6 per cent over the past year. Wawa was widely admired as a very powerful and humanist organization with a loyal and expanding body of customers. Over an eight-year period, Wawa had transformed its supply chain into a coherent, high-functioning system from a disjointed array of pieces. Issues before the business now included (1) the connection between SCM & competitiveness; (2) the nature of the normal shop, and store supervisor; and (3) possible growth beyond Wawa's present area of operations.
The stores of Wawa concerned. What would this shift mean for the total customer experience, and for the function of the store manager? Finally, to what extent was Wawa "landlocked" in its targeted, middle-Atlantic market? Could--and should--the firm effort to export traditions its distinguishing value proposition, and strategies to other geographic areas?
Wawa Supply Change Management Case Study Solution
PUBLICATION DATE: May 19, 2011 PRODUCT #: W11287-HCB-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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