Introduction Company Mission Operations Impacts of IT SWOT Alternatives
In the late 90s, FairPrice started to upgrade its stores into new generation stores that took into consideration the new expectations and needs of its more discerning customers. Example, the expansion of the fresh food department into a successful in-store concept –“The Pasar” – which is a fusion of traditional wet market with modern day convenience of a clean and air-conditioned environment. Customers get their choice picking of fresh and frozen products from seafood to vegetables.
Fairprice also caters to increasingly popular niche markets. Example, the halal fresh and deli items for Muslim shoppers, more healthy-choice products and nutrition programmes for the health-conscious shoppers, more exotic products that come from non-conventional sources like Chile, Hungary, South Africa, to cater to the adventurous consumers, as well as cyber-shopping for the internet savvy shoppers.
In recognizing that logistic support is critical to the operational success of its supermarket chain, Fairprice started a central distribution system. The system revolutionized the way goods were delivered to the stores in the past, eradicating inefficiency embedded in the old method. In 1998, NTUC FairPrice took full ownership of its central warehouse and distribution company, renaming it Grocery Logistics of Singapore. It has since invested in a new warehouse management system to achieve better inventory control and streamline orders from operations so as to maximize goods deployment procedures and improves staff efficiency.
FairPrice is the first supermarket retailer to build, own and operate a Fresh Food Distribution Centre. FairPrice’s logo represents its three core values in the form of three stacked ticks within a box: Best Value, Quality Products and Excellent Service. This stronger and more vibrant look will complement its vision to become the “New Millennium Retailer”.
