Walmart\u27s Sustainability Journey: Elizabeth Fretheim and the Search for Sustainable Trucking

In early 2014 Elizabeth Fretheim, Director, Business Strategy and Sustainability for Logistics with Walmart, was reviewing with other members of the transportation team data on the fuel efficiency of their private fleet, which included over 6,000 trucks and 61,000 trailers operated by over 7,000 drivers. The logistics and transportation groups were vigilant in their basic goals of (1) loading trucks efficiently, (2) driving fewer miles, and (3) investing in fuel efficient equipment. But this issue concerned the drivers’ impact on mpg. In particular, the data showed that idling had increased over the past calendar year (2013) compared to the year before. Although some months showed small decreases, increases predominated. Given the company’s sustainability goal of doubling fleet efficiency over 2005 baselines by 2015, this was an issue of some concern

Walmart\u27s Sustainability Journey: Andy Ruben and the Design of Organizational Structures and Systems (B)

The case “Andy Ruben and the Design of Strategic Goals and Processes” flows from the previous discussion, by moving from the development of an ambitious vision to the challenges of adopting strategic policies and processes to reach those aspirations in practice. This case puts students into the role of Andy Ruben, Walmart’s first Vice-President for Sustainability , asking them to make concrete decisions about what should be done, in what order, and by what process if they were to implement an ambitious corporate sustainability strategy. In the case, Ruben confronts specific choices about how to define the responsibilities of the new sustainability office at Walmart in his efforts to lead the organization toward achieving Lee Scott’s vision. In Case B, we review the basic decisions Ruben made while building the resultant sustainability office

Walmart\u27s Sustainability Journey: Peter Redmond and the Search for Sustainable Seafood

In “Peter Redmond and the Search for Sustainable Seafood,” students examine the responses of Peter Redmond, Vice President and Divisional Merchandise Manager of Deli and Seafood, to organizational pressures to make seafood more sustainable at Walmart

Walmart\u27s Sustainability Journey: Defining Sustainable Products (B)

In “Defining Sustainable Products (A),” we examine Walmart’s search for a systemic solution to define a sustainable product precisely. In this case, Matt Kistler, who succeeded Andy Ruben as the company sustainability leader in 2007, knows that the company is lagging behind on its espoused goal of selling sustainable products. The case asks students step into Kistler’s shoes as he leads Walmart’s sustainability office through a systematic review of the different models and frameworks available for measuring the sustainability of products presently in use. Eventually, the students face a decision about what Walmart should do to make systemic progress with regard to measuring and selling sustainable products. In “Defining Sustainable Products (B),” we examine the situation three years later, as Walmart assesses the progress made in achieving its goal of selling sustainable products

Bottled Water Logistics and Forecasting

CASE OVERVIEW This case presents an interesting and very real dilemma: In 2005, Walmart committed to selling “products that sustain people and the environment.” However, despite environmental and social concerns of the category that include energy required for transport and storage, the plastic used for bottling, the potential lack of purity due to chemicals leeching from the plastic, massive waste, and the cost relative to tap water, consumers want and continue to buy bottled water. Thus the espoused goals of the company are in seeming conflict with its business model. Bottled water is an item under public scrutiny, and producers were already working on solutions such as less plastic in bottles. But what responsibility does Walmart have? Lee Scott provided the answer to this dilemma in his interview with the Wall Street Journal when he said that as long as consumers demanded bottled water, Walmart would sell it. With that backdrop, what can managers do? Overall, the case implies four possible approaches to this challenge: discontinue selling all bottled water products; change consumer demand; redesign the supply network; or Improve forecasting

Bottled Water Mini Case

CASE OVERVIEW This case presents an interesting and very real dilemma: In 2005, Walmart committed to selling “products that sustain people and the environment.” However, despite environmental and social concerns of the category that include energy required for transport and storage, the plastic used for bottling, the potential lack of purity due to chemicals leeching from the plastic, massive waste, and the cost relative to tap water, consumers want and continue to buy bottled water. Thus the espoused goals of the company are in seeming conflict with its business model. Bottled water is an item under public scrutiny, and producers were already working on solutions such as less plastic in bottles. But what responsibility does Walmart have? Lee Scott provided the answer to this dilemma in his interview with the Wall Street Journal when he said that as long as consumers demanded bottled water, Walmart would sell it. With that backdrop, what can managers do? Overall, the case implies four possible approaches to this challenge: discontinue selling all bottled water products; change consumer demand; redesign the supply network; or improve forecasting. This case is not designed for full forecasting analysis

Greenhouse Aquaponics: Custom Aquaponic Systems at Home

Taking advantage of inherent natural systems, aquaponic practices hold the potential to serve as an educational, sustainable, and profitable hobby for home gardeners facing common constraints such as temperature, space, and pests. The goal of this research was to assess the feasibility of implementing a small scale (4,542-liter) home -based aquaponic system in a small (48.768 square meter) greenhouse to produce fresh produce and fish protein. System construction and maintenance costs were compared to the value of crops and fish produced to determine whether this aquaponic system is a feasible option for the home grower. It was hypothesized that this system will breakeven in five years. Results showed that such a system can be successfully built and operated to yield fresh produce, fish protein and a high value composted fertilizer on an annual basis. However, the payback period for the system can be five years or even longer, depending on the estimation of future costs and benefits and discount rates used. Results and experience from the greenhouse system have been and will continue to be used for system improvements, education into natural systems, designs for others, as well as a guide for aquaponic systems moving forward

Are chimpanzees really so poor at understanding imperative pointing? Some new data and an alternative view of canine and ape social cognition

There is considerable interest in comparative research on different species’ abilities to respond to human communicative cues such as gaze and pointing. It has been reported that some canines perform significantly better than monkeys and apes on tasks requiring the comprehension of either declarative or imperative pointing and these differences have been attributed to domestication in dogs. Here we tested a sample of chimpanzees on a task requiring comprehension of an imperative request and show that, though there are considerable individual differences, the performance by the apes rival those reported in pet dogs. We suggest that small differences in methodology can have a pronounced influence on performance on these types of tasks. We further suggest that basic differences in subject sampling, subject recruitment and rearing experiences have resulted in a skewed representation of canine abilities compared to those of monkeys and apes

The Recent Decline of Single Quarter Jobs

Rates of hiring and job separation fell by as much as a third in the U.S. between the late 1990s and the early 2010s. Half of this decline is associated with the declining incidence of jobs that start and end in the same calendar quarter, employment events that we call "single quarter jobs." We investigate this unique subset of jobs and its decline using matched employer-employee data for the years 1996-2012. We characterize the worker demographics and employer characteristics of single quarter jobs, and demonstrate that changes over time in workforce and employer composition explain little of the decline in these jobs. We find that the decline in these jobs accounts for about a third of the decline in the fraction of the population that holds a job in the private sector that occurred from the mid -2000s to the early 2010s. We also find little evidence that single quarter jobs are stepping stones into longer-term employment. Finally, we show that the inclusion or exclusion of these single quarter jobs creates divergent trends in average earnings and the dispersion of earnings for the years 1996-2012. To the extent that administrative records measure the volatile tail of the employment distribution better than conventional household surveys, these findings show that measurement of short duration jobs matters for economic analysis

Effects of antiplatelet therapy on stroke risk by brain imaging features of intracerebral haemorrhage and cerebral small vessel diseases: subgroup analyses of the RESTART randomised, open-label trial

Background Findings from the RESTART trial suggest that starting antiplatelet therapy might reduce the risk of recurrent symptomatic intracerebral haemorrhage compared with avoiding antiplatelet therapy. Brain imaging features of intracerebral haemorrhage and cerebral small vessel diseases (such as cerebral microbleeds) are associated with greater risks of recurrent intracerebral haemorrhage. We did subgroup analyses of the RESTART trial to explore whether these brain imaging features modify the effects of antiplatelet therapy