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Eyes on the Price International Supermarket Buying Groups in Europe

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Eyes on the Price International Supermarket Buying Groups in Europe SUPPLYING IBGs: A BUMPY RIDE TARGET EXPANSION INTERNATIONAL BUYING GROUP (IBG) Suppliers reveal Suppliers competing detailed information internationally Umbrella Supplier contract ? yummy-juice.com yummy-juice.com ice.com yummy-ju yummy-juice.com Suppliers exposed Detailed negotiations to UTPs with individual IBG members yummy-juice.com yum my- uice.com j com e. uic j y- yumm yummy-juice.com Eyes on the price International supermarket buying groups in Europe SOMO Paper | March 2017 European retailers are in fierce competition with and suppliers are highly dependent on supermarkets to each other over market share. They are continuously sell their products. The number of corporations in the food expanding the number of stores, attempting to reduce supply chain varies from country to country; yet the hour- operational costs, developing private label products glass shaped form of the Dutch retail market roughly applies (a retailer’s own brand), or taking over competitors to countries across Europe (see Figure 1). The model nationally and internationally. In this process, super­ illustrates that there are just a few retailers through which markets have gained extensive buying power,* which food finds its way from a large number of farmers to a gives them leverage to extract ever lower prices from smaller number of suppliers and on to millions of consumers. their suppliers. One strategy through which super­ In the case of the Netherlands, many smaller supermarkets markets aim to increase their buyer power is to work together in a national buying group with the result cooperate in cross­border buying groups. that just five companies effectively control practically all food retailing in this country.5 Supermarkets in Europe have a powerful position in the food supply chain because they are often the single most Unfair trading practices important food retail outlet. In 11 different European The increasing scale of operations of large retailers allows countries, fewer than eight retail chains control the vast them to negotiate ever more favourable terms and condi- majority of the nation’s food retail.1 For example, five retailers tions with suppliers.** Over the past ten years, the growing make up 85 per cent2 of the German market in 2014 and imbalance of bargaining power within food supply chains 77 per cent3 of the Dutch market in 2016. Retail is also in relation to concerns over negative economic and social continuously concentrating in most European countries.4 impacts on producers and processors has led to intensified Retailers have a powerful influence over which food debate at the European Union (EU) level. In particular the products are sold and at what price, since producers issue of unfair trading practices (UTPs) in food supply chains has attracted a lot of attention from EU regulators.6 q * The term ‘buying power’ refers to the ability to influence the terms of trade with upstream suppliers and the leverage of retail companies over ** There are a number of very large manufacturers operating in this sector suppliers. This report does not use the normative classification used by that probably have a reasonable bargaining position in negotiations with economists and competition lawyers. supermarkets because of their size and customer brand loyalty. SOMO Paper 1 Figure 1 Concentration of power in the Dutch food Aim, methodology and respondent participation supply chain This briefing paper sheds some light on how IBGs work, how they contribute to supermarket buying power and how they might affect market conditions – including the relation- ship between supermarkets and their suppliers. It will look 65,000 FARMERS more closely at how two prominent IBGs work: European Marketing Distribution (EMD) and Associated Marketing Services (AMS). The findings are intended to support civil 6,500 food manufacturers society organisations that are working towards improving 1,500 suppliers environmental and social standards in food and agricultural 5 Supermarket purchasing organisations 25 supermarket chains supply chains. Ultimately, this report aims to influence and 4,400 supermarkets improve both the policies and the practices of retailers, as well as EU policy to ensure fair and sustainable food supply 7,000,000 shoppers chains globally. Box 1 Gaining more buying power The merger of European retailers Ahold and Delhaize in July 2016 is illustrative for the retail 16.7 MILLION CONSUMERS sector. The merger created a new European top-five food retail company. The new retailer looked for new ways to cut costs in its sourcing and invited Source: PBL: Netherlands Environmental Assessment Agency about 100 of their largest suppliers in the Benelux for meetings to align differences in purchasing prices and conditions with their sourcing depart- UTPs can be defined as practices that grossly deviate from ment, before the official annual negotiations started. good commercial conduct, good faith and fair dealing, and According to food business media, suppliers were that are unilaterally imposed by one trading partner onto informed that they would have to offer retroactive another.7 Research and investigative media reports8 show price discounts. After Kraft Heinz refused to have that they are also applied by retailers (also see Box 1 and this meeting, Ahold Delhaize temporarily took Heinz Box 5). Research has also exposed how UTPs impact on products off their shelves (known as ‘delisting’).14 consumer prices and product variety, suppliers’ profitability The Federation of Dutch Food and Grocery Industry and competitiveness, and working conditions in the (FNLI) registered a formal complaint against Ahold developing world.9 For example, retailers’ price pressure Delhaize for demanding concessions from suppliers; results in poor working conditions in the banana and according to them, this was in violation of the pineapple production in Costa Rica and Ecuador10, and industry code for fair business practices, which the Indian cashew processing industry.11 Ahold Delhaize has signed.15 International cooperation In order to achieve economies of scale and reduce opera- tional costs, supermarket chains cooperate at both national and international level. International level cooperation The analysis is based on literature research and interviews takes form in so-called international buying groups (IBGs) with experts in the sector. Emails requesting cooperation or international buying alliances. These are groups of in the research were sent to manufacturers (17), retailers supermarket chains that coordinate procurement across involved in IBGs (3), independent experts from the grocery borders to obtain the lowest possible prices for well-known sector (10) and buying groups (EMD and AMS). Most of the brands and/or basic private label groceries. Even though parties did not respond to the request at all. Others stated there is ample evidence of the buying power of European they were not in the position to be interviewed. AMS, for supermarket chains12 and national buying alliances have example, stated that their answers might contain confiden- occasionally been subject to investigations by competition tial information. Two buying group experts did not feel authorities,13 the role of IBGs in increasing supermarket comfortable cooperating with the research because of buying power has not been the subject of systematic confidentiality clauses or loyalty concerns to current CEOs research yet. of buying groups or retailers. Eyes on the price SOMO Paper 2 Eight people were willing to take part in the interviews, competitive reasons; however, it answered questions on including two Dutch specialists on private labels, Superunie a more general level in a letter to the Centre for Research (a Dutch national level buying alliance and member of on Multinational Corporations (SOMO). A draft version EMD), the managing director of EMD and three biscuit and of the report was sent to AMS, EMD, Superunie and Ahold, juice manufacturers. Albert Heijn, the Dutch supermarket all of which were given the opportunity to make comments operating under the banner of the Ahold Delhaize group and corrections on the draft briefing paper. All respondents (and a member of buying group AMS), stated that it could participated in the review; where relevant, their comments not respond to questions about specific products, specific and suggestions for correcting and improving the paper suppliers, volumes and the legal structure of AMS for have been incorporated into the final version. Table 1 The six largest international buying groups in Europe Buying group Membership Geographical Main focus of joint Potential Points of sale coverage sourcing projects consumer numbers turnover EMD 15 members: 19 countries Private label products 178 bn. Euro 150.000 stores Founded in 1989, based SuperUnie, Asda, Axfood, Casino, (including in Switzerland ESD Italia, Euromadi PORT, Euromadi sub-members) Spain, Markant Czech Republic, Markant Austria, Markant Switzerland, NorgesGruppen, Supergros, Tuko Logistics and Kaufland East European Operations Coopernic 4 members: 21 countries International brands. 142 bn. Euro 28.500 stores Foundend in 2006, Coop Italia, Ahold Delhaize, Leclerc, Also helping members to based in Germany Rewe. It temporarily changed into cooperate on private “Core” which excluded Leclerc labels (and including Colruyt and Conad) Alidis / Agecore 6 members: 8 countries International brands 140 bn. Euro 21.800 stores Founded in in 2002, Eroski, Edeka, Intermarché, Colruyt, based in Switzerland Conad and
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