SCM 353Retail Logistics Project Provide your project in 500-600 words lea box 1.25 marks/ Headquartered in France, the Carrefour Group! is one of Europe's leading retailers and the third largest retailer worldwide. With about 10,100 stores in 34 countries, Carrefour generated net sales of 74.7 billion EUR in 2014 and is one of the most important retailers in the food sector. Established in 1960. the retailer soon after invented the concept of the hypermarket, pursuing the idea of one stop shopping - a store where customers can find almost everything they need for their daily lives. Today, Carrefour satisfies different consumer preferences (private and professional clients) via different formats and channels worldwide. For city dwellers, Carrefour offers supermarkets, convenience stores, drive-in stores and food and non-food e-commerce formats. Rural clients can shop at the group's hypermarkets and business owners can visit their cash and carry stores. In some markets, the group also operates hyper cash formats, connecting both businesses and individual customers. Examples include Atacado (Brazil),Carrefour Maxi (Argentina) and Grosslper (Italy). A new organic store format was introduced in March 2013 in France. With a sales Noor of 170 square meters and 2000 products, the mini supermarket only offers organic food. Divided into five geographical operating regions (France, Europe, ME, Latin America and Asia), Carrefour bundles different countries with similar characteristics. In 2014, Carrefour generated 25.7 % of its total net sales in Europe (excluding France), 8.4 % in Asia and 18.6 % in Latin America. In 2009, Carrefour implemented a new strategy with different pillars to strengthen its profile and implement different exogenous drivers in the future. One important decision wasto decentralize assortment decisions, giving store management more autonomy. This strategy guarantees efficiency while limiting unnecessary spending. Although store management now have more independence, Carrefour keeps buying centralized for major brand products that benefit from large volume purchases and help comparability with other retailers. Carrefour follows a tripartite brand strategy, with a low-price brand (Carrefour Discount), standard price brand (Carrefour) and premium price brand (Carrefour Slection) (Lebensmittel Zeitung 2014). Thus Carrefour has a high degree of adaptability for its assortments, but also centralized product management for its retail brands. The group's communication strategy is closely linked to its assortment strategy, differentiating between standardized and localized features. Looking at the homepage show the basic structure (colors and presentation of offers) are identical worldwide, but language and sales vary significantly. In summary, Carrefour pursues a global orientation including the advantages of integration and local responsiveness, combining efficiency and effectiveness. As explained above, this strategy influences different aspects of the internationalization process, e.g., the mode of entry or operation in foreign markets. standardized and localized features. Looking at the homepage show the basic structure (colors and presentation of offers) are identical worldwide, but language and sales vary significantly. In summary, Carrefour pursues a global orientation including the advantages of integration and local responsiveness, combining efficiency and effectiveness. As explained above, this strategy influences different aspects of the internationalization process, e.g., the mode of entry or operation in foreign markets. Question: After a careful analysis of Saudi Arabian market from Carrefour perspective, fill the national market ppraisal checklist below (four findingsfor each factor). Spending Power Barriers and Risks