To look for a local supplier with the same

quality products to diligently deliver weekly at the dark store.

To evaluate the environmental friendliness of

local suppliers’ packaging by means of a life-cycle analysis.

To look for a more affordable, but

marginalised, supplier with products of a higher quality on the African

continent.

To refrain

from selling expired products to poorer parts of local community neighbourhoods

even though the products are still usable.

Geographic location and time

Flexibility and Financial status 

Quality and Technology

Price and Financial status

The competitive

advantage of the organisation does not come from the growing of specialised

leaves.

Operational staff’s

knowledge and skills would need to be upgraded on the specialised types of

salad leaves, though they have general knowledge on most of the salad leave

types and other fresh produce.

Increased public

interest in hydro gardens provides the alternative to invest in other growers

who have already established lucrative gardens.

Local job opportunities are created by growing salad

leaves on their own grounds.

Supply efficiency

Quality

Pricing proficiency

Materials flow

First-tier supplier

Third-tier supplier

Fourth-tier supplier

Second-tier supplier

The online retailer follows a philosophy aimed at proactively integrating

and coordinating a network of upstream linkages (e.g. suppliers of fresh

produce), internal linkages (e.g. performing sales activities and repackaging

bulk purchases in the dark store) and downstream linkages (e.g. distributing

deliveries through local Uber drivers) in performing specific key business

processes and activities (e.g. sourcing grocery suppliers and packing

consumers’ online orders in the dark store) that will create value for all

parties involved.

The online retailer functions within a network of other organisations

that are involved, through upstream (e.g. fresh produce farmers) and downstream

linkages (e.g. distributors and retailers of fresh produce), in the different

processes and activities (e.g. repackaging bulk goods in the dark store) that

produce value in the form of products and services (e.g. groceries delivered)

that satisfy the ultimate customers’ (e.g. from nearby residential areas)

needs.

The online retailer’s

chain comprises primary (e.g. inbound logistics of orders from fresh produce

distributors and selling produce/groceries online) and support activities (e.g.

the activities performed by the retailer’s purchasing and supply management

team) that can lead to a competitive advantage for them.

The online

retailer is involved in physically moving (e.g. local Uber drivers) and storing

goods (e.g. in dark store or additional warehouse) during purchasing and supply

chain activities to meet customers’ (e.g. nearby neighbourhood consumers)

requirements at minimum cost.