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JBS workers in Utah join Local 99

Local 99 welcomes 1,000 new members at the JBS beef processing plant in Hyrum, Utah.

See President Jim McLaughlin’s message below or download the PDF here

Dear Members:

I am thrilled to announce that workers at JBS International’s beef processing and packing plant in Hyrum, Utah, will join Local 99 in a merger that was approved overwhelmingly by both memberships.

The merger, which becomes effective on Oct. 1, brings nearly 1,000 JBS workers who work under a UFCW Local 435 agreement into Local 99’s fold.

With a pre-merger membership of 22,000, Local 99 is the largest local of the 1.3 million-member UFCW International Union that is based in a “right to work” state. Now, we’re even bigger!

Greater size equates to greater strength at the bar- gaining table for everyone, in all of the industries we serve.

This merger is an example of Local 99’s ability to organize workplaces and recruit new members. In particular, Utah’s Cache Valley provides a great opportunity for our union to grow further in northern Utah.

Merging the two locals makes us stronger together so we can win more together.

In Solidarity,


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Opinion: Bend the trend: Reviving unionization in America

In advance of Labor Day, the Economic Policy Institute just released an important piece on the importance of unions as a force to push back on inequality, wage losses and a political system that fails to represent most Americans. I’ll get into some of the key points in a moment, but first there’s a tough contextual point to consider in this discussion.

When I give talks about economic justice, I always, based on many of the facts in the EPI piece, refer to the importance of unions. There are clear, causal linkages between their diminished share of the workforce and the widespread loss of worker bargaining power. Although many heads nod in agreement, someone always raises their hand and asks, “Sure, but do you really think unions can come back? Isn’t fighting like crazy to slow their demise the best they can do?”

The question comes from the negative trend shown by the red line in the figure below (the first figure in the EPI report). Unionization rates began to decline in the 1960s, accelerated downward in the 1980s (President Ronald Reagan’s firing of 11,000 air traffic controllers whose union, PATCO, was on strike, provided a strong signal to anti-union conservatives), and have continued to fade through the most recent data. Today’s unionization rate is 11 percent, down from a third at its peak in the 1950s. That 11 percent is a weighted average of 34 percent in the public sector but only 6 percent in the private sector.

The questioner’s implicit point is that long-term trends are typically the function of many forces pushing the same way, and that makes them hard to reverse. In this case, those trends range from deindustrialization, which is linked to globalization and our persistent trade deficits in manufactured goods, to, as EPI documents, the growth of deep-pocketed, aggressive anti-union campaigns waged by lobbyists and their congressional allies.

But before we cede the field, look back at the figure, but not at the end of it. Look more toward the left-hand side, in the 1920s and 1930s, when income was just as concentrated as it is today, capital crushed labor, and finance ran amok. The result was, of course, the market crash, the Great Depression, the loss of concentrated wealth, and the rise of collective bargaining. And to be very clear—this point is key—that tripling of union density you see in the chart between the late 1930s and early 1940s, from around 10 to north of 30 percent, was an act of policy, not of nature. That policy was the National Labor Relations Act (a.k.a. the Wagner Act).

In other words, it is wrong to assume that collective bargaining is incompatible with our modern economy. The truth is that our labor laws have not been sufficiently modernized. That has come at great cost: Although correlation is not causation, solid research finds that, unsurprisingly, declining unionization rates and increasing income concentration at the top (see the blue line in the figure) are related. “Among men,” the report notes, “the erosion of collective bargaining has been the largest single factor driving a wedge between middle- and high-wage workers.”

What policy modernizations would help us close that wedge? As the reach between employer and employee becomes more distant in today’s “fissured workplace,” collective bargaining needs to occur by sector, not by firm. Here’s how Larry Mishel, president of EPI and an author of the report, put it to me: “We need a design where people have collective bargaining rights as restaurant workers, as opposed to one where they gain those rights one restaurant at a time.”

Heidi Shierholz, another one of the report’s authors, added that it would also help to “establish substantial penalties for violating labor laws. At this point, there’s very little incentive for employers to follow the law, such as not firing workers who seek to form a union.”

Here are some of the key findings from the report:

  • Unions raise wages for union and nonunion workers alike. Union workers typically earn about 13 percent more in wages than peers with similar credentials, and the decline in unionization since 1979 depressed wages for nonunion men in the private sector by 5 percent in 2013.
  • Unions help raise the wages of women and black and Hispanic workers — whose wages have historically lagged behind those of white men — by establishing pay ‘transparency’ (workers know what other workers are making), correcting salary discrepancies, establishing clearer terms for internal processes such as raises and promotions, and helping workers who have been discriminated against achieve equity.
  • Unions protect worker health. There are fewer injuries and fatalities in unionized mines and fewer health and safety violations on unionized construction sites. In recent years, unions have helped nurses secure protection from violence in the workplace, helped laborers avoid exposure to disease-causing silica dust, and helped firefighters receive treatment for post-traumatic stress disorder.
  • Unions help workers obtain better health, retirement, and leave benefits. For example, more than 90 percent of workers covered by a union contract have employer-sponsored health-care benefits, while under 70 percent of nonunion workers do. The employer contribution to unionized workers’ benefits is 77 percent higher than the employer contribution for otherwise similar nonunion workers.
  • Unions help workers share ideas about how to improve workplaces without fear of retaliation. Unions have played an important role in developing professional development systems for teachers and training programs for manufacturing workers, for example.
  • The popularity of labor unions has grown in recent years.Their favorability hit 60 percent in a January 2017 survey from Pew, with only 35 percent of Americans viewing them unfavorably. Unions are most popular among young people; even a majority of millennial Republicans support them!

That last finding might surprise you, but in a way, it makes perfect sense. We have become terribly divided in recent years by race, by wealth class, even by geography. Perhaps the reason for those high popularity statistics is people intuit that what’s needed is an institution that unites people by their economic conditions and lack of individual voice. Well, there’s a great solution for that, and it’s right under our noses!

I refuse to accept that the trend in unionization can’t be reversed. Sure, it will take a fight, but count me in. What about you?


Jared Bernstein, a former chief economist to Vice President Biden, is a senior fellow at the Center on Budget and Policy Priorities and author of the new book ‘The Reconnection Agenda: Reuniting Growth and Prosperity.’ Follow @econjared

Opinion: Why All American’s Need Strong Labor Unions

This Labor Day, tens of thousands of men and women are rising up in Chicago and cities from coast to coast to demand that everyone in America have the right to organize and join a union.

I’m proud to stand with them, because their fight is central to the battle against poverty, racism, and inequality.

Earlier this year I announced an effort by faith and moral leaders to carry forward Dr. Martin Luther King Jr.’s dream of a Poor People’s Campaign. We are working across twenty-five states to alleviate the triad forces of poverty, militarism, and racism that Dr. King knew were poisoning our country then and still threaten us today.

The first Poor People’s Campaign was launched by Dr. King less than a year before his death. His goal was to unite people from all backgrounds and races to confront the politicians who rigged the system against them. In pursuit of that vision, Dr. King traveled to Memphis in April 1968 and joined local sanitation workers fighting for their union rights – where he was assassinated.

Dr. King understood that with a union, the sanitation workers could win better pay, alleviate horrific working conditions, and secure better lives for their families. The fight for union rights was central to his conception of a Poor People’s Campaign – and it will be to our effort as well.

Unions can lift families out of poverty and give working people the power to combat systemic racism and injustice.

For many black Americans, public sector unions were the traditional path into the middle-class. black union workers earn $24/hour compared to an average of $17.78/hour for people without a union, and they’re more likely to have crucial benefits like health care.

However, years of attacks on unions and the right to organize by corporations and the politicians they support have led to a loss of bargaining power, wages, and wealth for workers.

Researchers at Harvard found that reductions in union jobs accounts for 33 percent inequality among men, and 40 percent among women since the early 1970s.

The losses cut across racial lines, but black workers have been hardest hit. Since 1983, the percentage of black workers in a union has declined 55.2 percent, compared to 43.6 percent for white workers. It’s no wonder that that more than halfof black working people make less than $15/hour.

Coming together in unions gives workers more than just bargaining power. It gives them political power to defend against attacks on everything from healthcare to voting rights by a reactionary White House.

Unions helped lead the fight to pass the Affordable Care Act that extended health care to more than 20 million Americans, and have been at the forefront of the fight to block attempts by Congress and the Administration to gut it.

Unions give workers the power to fight for living wages on a mass scale. Union and nonunion workers fighting for $15/hour and the right to organize have won raises for another 20 million workers, and set 10 million on the road to a living wage of $15.

When working people stand together in unions, they can achieve incredible things.

Recently, Pope Francis called labor unions “prophetic” institutions which provide “a voice to those who have none.”

He’s right. The fight for union rights is a fight against poverty and inequality, and the Bible is clear about both. There are 2,000 scriptures in the Bible that address poverty, and Jesus’s ministry started with the poor and those oppressed by the state.

Today, working men and women across the nation are banding together to say that America needs unions. They’re fighting right-wing governors and legislators who have rolled back minimum wage increases from Birmingham to Kansas City, and who are trying to make it harder for workers to organize.

And they’re telling the politicians who have allowed or enabled attacks on unions that they must choose whether to stand with working people or with the powerful corporations and interests that hold down working people of all colors and creeds.

The New Poor People’s Campaign will join them in their fight.

William J. Barber II is President and Senior Lecturer of Repairers of the Breach and Co-Chair of the Poor People’s Campaign: A National Call For Moral Revival.


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A butcher shows you how to carve a chicken

Watch United Food and Commercial Workers International Union’s (UFCW) Jon show you how to cut a breast, wing, and drumstick from a whole chicken —great for making your money go a long way, or for the start of fried chicken night! Visit to subscribe to UFCW’s DIY tips from more experts in our union family.

Google/Walmart: The Brutal Future Of Retail Supply Chains

Google, the king of internet search, and Walmart, still the world’s largest retailer, have just joined forces. Walmart plans to join Google’s online marketplace, known as Google Express, sitting alongside other retailers, such as Target and Costco. Sounds innocuous, except that Walmart brings its own fulfillment resources while others rely on third-party delivery services. Google, meanwhile, brings expertise in natural language processing, artificial intelligence and data analytics. The implications are potentially enormous.

This partnership is more than just a challenge to Amazon and its Alexa voice-ordering system. It signals an acceleration in the shift from store-based retail supply chains to a hyper-personalized, smart consumer supply chain. The dynamics of this new supply chain will be brutal for consumer brands accustomed to shelf-centric demand.

Three Predictions

1. Voice ordering explodes — Though voice ordering is already familiar enough to be the subject of funny television commercials and cocktail party small talk, its deployment remains relatively tiny, even for Amazon. Voice queries on Google, however, already account for about 20% of searches on mobile devices. Gartner’s research on emerging technologies highlights a number of intersecting technologies that promise to speed adoption by consumers.

Among the most important are machine learning, natural-language question answering and virtual personal assistants (VPAs). The first two of these are already past the “peak of inflated expectations” and just two to five years from wide use. VPAs may have farther to go, but they are being cultivated aggressively by deep-pocketed companies including Google and Amazon, as well as Microsoft, Apple, Baidu and Facebook. Field surveys show that, once adopted, VPA usage quickly permeates personal habits.

With Google as the starting point for consumer demand, and Walmart as the fulfillment engine, it seems reasonable to expect an ever faster uptake for voice-based shopping.

2. Competition breeds even more innovation in e-commerce — When Amazon bought Whole Foods recently some complained of a rising monopoly power. I argued then, and maintain now, that this is nonsense. Competition is alive and well in e-commerce with Walmart not only buying in via its acquisition, but also innovating with initiatives such as associate delivery.

At the same time, specialist pure-plays, such as Instacart, UberRUSH and Postmates, offer e-commerce capabilities to retailers who lack fulfillment. Plus, premium retail brands, such as Nordstrom, Burberry, Nike and REI, actively exploit omnichannel strategies that combine in-store experience with direct-to-consumer delivery. The flowering of new models in and around e-commerce is tremendous today, in large part because no one really controls the marketplace.

3. Supply chain pressures upstream will be devastating for some — E-commerce is not just another retail channel. It requires much wider assortments, different packaging and an end-consumer relationship that isn’t based solely on television commercials. CPG companies in particular struggle with this reality, because they’ve spent decades tuning a mass-market supply chain focused on shelf-replenishment.

The evolutionary pressures of selling to and through supermarkets, drug stores, big-box retail and convenience chains have made consumer product supply chains efficient and steady, but less than agile. Demand is filtered through a commercial organization trained to secure shelf space with promotional spending and a marketing function raised on “Mad Men”-era principles of mass-media consumerism. Plants and logistics networks are accordingly pallet-centric and order management is lumpy and slow.

The Google/Walmart deal means that not just Amazon, but, increasingly, everyone will start to transmit unfiltered end-consumer demand to the brand manufacturer (including Samsung with its smart refrigerators). The good news is that this offers agile supply chains a chance to relate more intimately to their end-customer. Voice ordering makes incumbency hugely valuable in categories like toilet tissue, laundry detergent and razors. It also feeds new product innovation with precise information about preferences.

The bad news is that those used to big batch orders and a calendar-based S&OP process will find themselves constantly chasing consumer tastes. Piecemeal retrofits of the existing supply chain risk being too little, too late.

Digitize or Die

The only way to cope is to embrace digital. Learn to use and love the ocean of data that’s coming and look for ways to build flexibility into operations. Preseason is over — every game counts from now on.

Source: Forbes

This is how much value America’s grocers lost in a single day because of Amazon

It hit just before 2pm US eastern time on an otherwise calm Thursday (Aug. 24) afternoon. Amazon announced plans to roll out lower prices at Whole Foods Market locations, and it sent the supermarket chains into a tailspin. This is what losing close to $12 billion in market capitalization looked like for America’s grocery industry:

Kroger was hit hardest—nearly 8%—costing the 134-year-old chain just under $2 billion in market value. Costco tumbled by 5% and Walmart nearly 2%. It was a combined grocery industry shudder as retailers were forced to finally face the existential questions they’ve long seen coming: How will consumers shop for food in the future? Will it increasingly migrate online, or will brick-and-mortar stores continue to dominate?

This week—after its $13.7 billion Whole Foods acquisition was approved by US regulators—Amazon detailed the rudimentary first steps it would take to try and define that future:

  • Offer lower prices
  • Bring Whole Foods services and perks into the orbit of its popular Amazon Prime service
  • Park new Amazon-branded lockers in Whole Foods stores so customers can pick up online orders

These moves show the Silicon Valley behemoth is eager to nudge grocery shopping into a new digital era and beyond. How its established grocery industry competitors will respond remains to be seen. But if they have learned anything from watching Amazon disrupt the general goods and publishing industries, they know complacency won’t be an option.

Source: Quartz

There’s a split in retail, and only 2 types of stores will survive

From RadioShack to CVS, Sears to JCPenney, over 6,000 retail stores have closed their doors this year.

In the same period, Amazon’s stock price skyrocketed over 31% as consumers increasingly opt for its seemingly limitless selection and quick shipping.

But not all is lost for the remaining brick-and-mortar retailers, says Goldman Sachs’s head of consumer research Matt Fassler on the latest episode of the bank’s “Exchanges” podcast.

“Brick and mortar retail represents about 85 cents of every retail dollar transacted,” says Fassler. “If ecommerce continues to grow at a 15 percent annual clip for the next five years, that number would still be 70 percent. The business might be getting a bit smaller in aggregate, but it’s certainly big enough to matter and will be big enough to matter for a long time.”

Fassler says these two models of physical spaces will not only survive — but thrive — in this new retail landscape:

1. Distribution Centers

Successful retailers like Amazon and Walmart both owe their prosperity to highly efficient distribution centers, often well outside a city center. They aren’t attractive, and don’t see much foot traffic, but are insanely adept at what they do: move items from the warehouse to customers.

“One of the real problems in US retail today is that you have too many companies who are trying to distribute as efficiently as Amazon in real estate that is really priced for showcasing goods,” says Fassler.

“If you think about brick and mortar retailers like warehouse clubs, Costco and Sam’s Club, et cetera, those were really built first and foremost for logistics, the showroom element of them is really almost happenstance.”

2. Showrooms

A shiny salesfloor, with flashy displays and high-tech innovations like RFID product tags and customer-tracking sensors, will still have a place in the economy, Fassler says.

“On the flipside, think about a high-end store on 5th Avenue or Madison Avenue, a boutique that’s really focusing on showcasing goods and the distribution element of that business really is secondary,” says Fassler.

“If you want to showcase goods, then most certainly it’s worth it having real estate where you have lots of people walking around, they pass by it naturally, it’s a very central location.”

Whichever direction a store may choose to go, this radical shift in the retail landscape will have a drastic impact on employment. After all, the retail sector still accounts for 10% of US jobs, according to the Bureau of Labor Statistics.

“The biggest change is going to be kind of at the high end or on the sale, in the sales function where you will actually have a more versatile salesperson in the aisles, someone who is capable of absorbing data, interpreting data and using that data,” says Fassler. “Not just operating on gut, not just operating based on the strength of their personality.

“I think we will see employment move gradually from the mass market box to the distribution center.”

Source: Business Insider

Help us ‘Light the Night’ to fight cancer

When you or someone you love hears the words “you have cancer,” it can be one of the darkest moments in your life. Together, we can help bring light to that darkness.

UFCW Local 99 is proud to partner with the Leukemia & Lymphoma Society (LLS), which provides treatment, support and cures for blood cancer patients and their families.

Please register today to be a part of a UFCW Light the Night walk team to support LLS on Oct. 21 or Nov. 11. Light The Night generates delivers light, warmth and, above all, hope in the dark times of despair.



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Grocery stores in Chicago are in crisis

The grocery store sector is never static. Some stores close, others open. But in Chicago, 25 stores closed over the past 24 months due to bankruptcies or operational reasons, and only 16 stores have opened, producing “an alarming loss” of 545,000 square feet of grocery store space.

This includes five independent grocery stores that closed, while only two new ones opened, bringing their total down to 43 stores. Their market share, based on square footage, declined to just 7%. This is “not a positive sign for improving the food deserts where these grocers penetrate more regularly,” according to Mid-America Real Estate’s biennial Urban Grocery Study.

And the average store size shrank, as the stores that were closed averaged 38,000 square feet, while the stores that opened or are planned average 25,000 square feet.

The study covers the period from September 2015 to August 1, 2017, in an urban area of 3.2 million residents with 262 operating or proposed grocery stores of more than 10,000 square feet in size.

In addition to the current difficulties, Amazon’s entry looms over the grocery market. Whole Foods, which is being acquired by Amazon, has 13 stores in the area, nine of them “in primarily higher income” locations. It has about 7% of the market on a square-footage basis. And the report finds that “consumers continue to anticipate the opening of Amazon Go stores or perhaps ‘combo’ sites of Amazon/Whole Foods part grocery-part fulfillment center.”

Regional grocery store chain Dominick’s has become a Safeway fatality. In 1998, the chain’s 116 stores were acquired by Safeway Inc. Critics say that Safeway cheapened the product offerings, including replacing Dominick’s private label brands with Safeway brands. And the store-closings started. At the end of 2013, with only 83 Dominick’s stores remaining, Safeway closed all of them. Two month later, as if by coincidence, Safeway was acquired in a leveraged buyout by private equity firm Cerberus.

Many of the Dominick’s stores remained “dark” for years. But over the two-year period of the report, nearly one million square feet of those locations were absorbed by major chain stores, which dampened the impact of the bankruptcies and store closings to create “a stall and step backwards in urban Chicago,” as the report put it.

Jewel Osco moved into the number one spot, with 51 stores. Aldi, after closing three locations, dropped to number two, with 49 stores.

In the plus-column:

Target is doubling the number of its small-format stores (20,000-30,000 square feet) to eight locations. These stores are either already open or under construction. According to the report, they’re offering a “variety of grab-and-go grocery, pharmacy/health/beauty, limited apparel and electronics; and most have in-store cafes, thus nailing the merchandise mix worthy of inclusion as an urban grocery competitor.”

Fresh Thyme Farmer’s Market opened two small gourmet grocery stores of under 30,000 square feet.

H Mart, a grocer catering to the Asian community, already has four stores in the suburbs and now plans to open a new 20,000-square-foot sore in the West Loop. The report:

Plans are underway for two grocery co-ops to open small stores: The Dill Pickle with 13,000 square feet and Chicago Market with 10,000 square feet. They’re barely large enough to make it into the study (cutoff at 10,000 square feet).

In the minus-column:

The otherwise rapidly expanding German discounter Aldi closed three stores in Chicago, bringing its count down to 49 locations. But even as Safeway-Albertson’s gives its PE firm owners gray hairs, Aldi has announced an additional $3.4 billion investment, expecting to operate 2,500 stores across the US by 2022. Now there’s the fervent hope that some of them might happen in Chicago.

Three Ultra Foods and a Strack & Val Til were shuttered, totaling 327,000 square feet, following the May bankruptcy of Central Grocers. The Midwest cooperative of grocery wholesalers operates three regional chains: Strack & Van Til, Ultra Foods, and Town & Country Markets. In the bankruptcy filing, the company said that it would try to sell the more viable stores and close the rest.

“The closing of Ultra Foods in Calumet Park instantly created a food desert, by definition,” the report found. The space may eventually be absorbed, most likely by operations that are “only partial grocery, combined with other active non-grocer categories, almost guaranteeing a permanent loss of supply here.”

Meijer has closed two smaller stores, totaling 181,000 square feet.

Wal-Mart, which closed all of its Express stores in the US, also closed its two in Chicago, along with two Wal-Mart Neighborhood Markets (primarily grocery), totaling 58,700 square feet. The report mused: “Wal-Mart’s inactivity in urban Chicago remains puzzling.”

Source: Business Insider

How Walmart Is Bolstering Its Grocery Business Ahead of the Amazon-Whole Foods Marriage

Walmart served up some especially good news on Thursday with its second-quarter results: Its grocery business is thriving again.

The retailer—the largest grocer in the United States by far with annual sales of about $170 billion—said comparable sales of food and other grocery items rose by a low single digit percentage in the May to July quarter, notching its best performance in the key category in five years, with produce and meat as standouts.

The strong performance comes at a crucial time for Walmart as it gears up Amazon’s pending acquisition of upscale food store chain Whole Foods Market, and girds for growing price pressure from German deep food discounted Lidl as it establishes itself in the United States, and Aldi, a similar German retailer that is expanding its fleet and overhauling many stores. It even faces the prospect of a reinvigorated food business at Target, where grocery sales have at last stopped falling though they’re hardly thriving. Walmart gets 56% of annual sales from grocery, making the category vital for its well being.

Walmart, a division of Wal-Mart Stores which also operates Sam’s Club, has been spending billions and sacrificing a ton of profit, on improving its grocery areas and using tech to smoother operations for store workers and equip hundreds of stores to handle curbside delivery.

“It’s an important driver of our strategy,” Walmart U.S. CEO Greg Foran told Fortune on a media conference call. The efforts have also gone beyond tech and included basic retailing: overhauling the layout of the food section at thousands of stores, placing fresh vegetables close to the entrance of the store and grouping like-colored produce together to create a visual pop. Walmart has even started using plastic crates that look like wood rather than black ones.

Walmart has been using tech on a number of fronts to boost its grocery business. For example, Wal-Mart Stores CEO Doug McMillon recently boasted how a one grocery department manager has been using a made-by-Walmart app that helps ensure products are in-stock. The retailer used to have a major problem keeping track of inventory and too frequently, many items found themselves on shelves much closer to their sell-by date than necessary, leading to lost sales.

The thrust of those efforts of course has been to equip stores to handle drive-in grocery delivery of orders placed online, something Walmart executives called out as a major contributor to the strong second-quarter results. Now, some 900 Walmart locations offer that service, a number that will rise to 1,100 by year end with more to follow next year. And Walmart has been training people on how to pick food for orders that will be picked up, knowing how finicky some people are about things like banana bruises and dents in apples. “Then you’ve got a personal shopper picking someone’s order you better make sure your cilantro is really good or that your French bread is great,” Foran said.

The chain is also testing out delivery of grocery in 12 stores in Denver and San José, Calif., as well as with Phoenix where it is conducting a test with Uber. What’s more, fresh and frozen groceries are also available for delivery through on the East Coast and some markets in the Midwest.

All this equips Walmart well to handle Amazon’s ever faster delivery firepower and that of other retailers: Aldi recently said it was teaming up with tech startup Instacart to test grocery delivery in Dallas, while Target this week announced it was buying a logistics firm to build up its same-day delivery capability, a potential challenge down the line for its grocery rivals.

“We have the assets in place to do that last mile delivery of grocery,” said Marc Lore, the head of Walmart U.S,’ e-commerce division and the entrepreneur who last year sold to Walmart.

Still, Walmart executives recognized how brutally competitive the grocery market will remain, saying that Amazon as well as Aldi and Lidl and other rivals for that matter, keep the pressure on. “I still think we’ve got room to do better,” said Foran.

Source: Fortune