|Bid||1,300.00 x 0|
|Ask||1,301.00 x 0|
|Day's Range||1,281.00 - 1,325.00|
|52 Week Range||730.60 - 1,440.50|
|Beta (3Y Monthly)||1.51|
|PE Ratio (TTM)||N/A|
|Forward Dividend & Yield||N/A (N/A)|
|1y Target Est||985.69|
(Bloomberg) -- Marks and Spencer Group Plc Chief Financial Officer Humphrey Singer plans to leave his post and the U.K. retailer is searching for his successor.Singer’s departure date hasn’t yet been decided and he’s working with Chief Executive Officer Steve Rowe to ensure a smooth transition, the company said Saturday in a statement.“After 18 months of working with Steve to lead the transformation strategy and rebuild the finance function I have decided that now is the right time to move on,” Singer said in the statement.The departure marks the latest twist in what has been a roller coaster few months for the retailer. This month the company was demoted from the FTSE 100 index for the first time, following a mixed reception to its plans to finance a joint venture with Ocado Group Plc via a rights offering and dividend cut.Its shares have fallen more than 30% since the tie-up was announced in February.Challenging TurnaroundSinger has decided it was a natural time for him to move on with details of the Ocado financing now wrapped up. He called the company’s turnaround “challenging but hugely rewarding.”The milestone deal with Ocado to deliver grocery orders in the U.K. was viewed as a way to help bolster M&S’s key food business. But investors haven’t shared this optimism, fearing another costly store revamp as profit falls.At the company’s full-year results in May, CEO Rowe said M&S had “not been consistent in its delivery in a number of areas of the business,” and it expected trading for the year to be second-half weighted as its transformation efforts continue.M&S expects to close around 25 Simply Food stores, as well as a further 85 full-line stores, and forecasts that net store closures will reduce sales in its food business by around 1% for the new financial year.Singer will stay in place until a successor is found, with an orderly handover a key focus for the company as it looks to navigate the retail industry’s choppy waters at a time when Brexit is weighing on U.K. consumer confidence.(Updates to change headline, add details throughout.)To contact the reporter on this story: Rebecca Smith in London at firstname.lastname@example.orgTo contact the editors responsible for this story: Sunil Kesur at email@example.com, Charles Daly, Sara MarleyFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
Ocado’s retail sales returned to double-digit growth in the third quarter as the UK online supermarket recovered from a major warehouse fire and shrugged off the general malaise in the sector. In the first trading update for Ocado Retail, the group’s newly formed joint venture with Marks and Spencer, it reported a rise of 11.4 per cent in groceries revenue to £386m for the 13 weeks to the beginning of September. Melanie Smith, the newly appointed chief executive of Ocado Retail, said the results “show the resilience of Ocado following the Andover fire and the momentum the business now has”.
British online supermarket Ocado could start home deliveries of the full Marks & Spencer range before next September, ahead of their joint venture's original deadline, it said on Tuesday. Ocado and M&S completed the 1.5 billion pound ($1.9 billion) joint venture deal in August, creating Ocado Retail and signalling the end of Ocado's supply contract with upmarket supermarket chain Waitrose in September 2020. "There is a chance we might bring forward, at least partially bring forward, that transition date," Ocado finance chief Duncan Tatton-Brown told reporters.
On Tuesday, online grocery group Ocado reported first results from its food delivery joint venture with M&S, and said the retailer’s full menu would be on the web by September 2020. At first glance, Ocado’s numbers suggested its warehouse robots were a ready-made solution to shifting M&S ready meals. Ocado Retail, now structured as a 50:50 JV, reported an 11.4 per cent rise in revenue in the quarter to September 1, despite a fire at its Andover warehouse in February.
Investing.com -- European stock markets opened lower Tuesday as concerns over the spike in oil prices continued to weigh on markets. Asian stocks had also weakened overnight, after the U.S. reportedly shared intelligence with Saudi Arabia showing that Iran was responsible for the weekend attack on its oil facilities. Saudi Arabia hasn't yet joined the U.S. in publicly blaming Iran, something that could raise the likelihood of a coordinated response against the Islamic Republic.
UK retailer Marks and Spencer will start selling fresh greens and herbs grown on site in some of its London stores in partnership with Berlin start-up Infarm. An increasing number of supermarkets and restaurants ...
DALLAS, Sept. 12, 2019 /PRNewswire/ -- The Kroger Co. (KR), America's largest grocery retailer, and Ocado (OCDO.L), one of the world's largest dedicated online grocery retailers, today announced Dallas, Texas, as the fifth location for a Customer Fulfillment Center (CFC). "Kroger is incredibly excited to construct one of our industry-leading Customer Fulfillment Centers in Dallas, Texas — one of the largest cities in America — in relationship with Ocado to bring fresh food to our customers faster than ever before," said Robert Clark, Kroger's senior vice president of supply chain, manufacturing and sourcing.
(Bloomberg Opinion) -- Talk of a tie-up between the French hypermarket stalwart Carrefour SA and its arch-rival Casino Guichard Perrachon SA is back, almost a year after a first stab at exploring the idea ended in a public clash of egos and accusations of dishonesty.Carrefour has again denied an offer is in the works, but shares of the heavily-indebted, heavily-shorted Casino rose 3% on Monday after BFM reported that the grocery chain was thinking about an approach. While there would be obvious advantages for both sides in a deal, navigating the politics around potential job cuts and getting to an agreed price would be tough. A selective sale of assets looks more likely.The time passed since this combination was last considered has at least made a difference in how the big personalities involved – Carrefour boss Alexandre Bompard and Casino’s boss and lead shareholder Jean-Charles Naouri – might think about a move to create France’s biggest supermarket group. In late 2018, Naouri’s debt-laden empire was under attack from short-sellers, Casino shares were trading near 20-year lows and trust was at a minimum. Despite both men’s similar background in France’s elite schools and civil service corps, nothing clicked. Bompard, 24 years Naouri’s junior, reportedly enraged his rival by using the informal “tu” to address him.The pressure on Naouri has intensified since his investment vehicle Rallye SA (through which he controls Casino) entered creditor protection in May, but Casino is in a happier place. Its share price has jumped about 50% in a year, giving it a market value of 5 billion euros ($5.5 billion). It’s no longer being squeezed to help pay off Rallye’s debts and its Monoprix and Franprix stores give it a leading position in Paris. Online delivery deals with Amazon.com Inc. and Ocado Group Plc are another positive.This has left Naouri in a better position than some of his hedge fund antagonists were anticipating. He still controls Casino, even if his shares have been pledged to bank lenders as collateral, and the rebound in the company’s market value is a bonus. Daniel Kretinsky, a Czech billionaire, has backed his strategy by buying a Casino stake. While there’s still a need to sell assets to lighten Rallye’s debt load, Naouri has options to avoid a fire sale.On Carrefour’s side, Bompard would be foolish not to take a serious look at Casino given the intense competition in France’s supermarket sector. Carrefour’s 20% share of the French grocery market is in danger of being chipped away by its closure of hypermarkets and the threat from German discount chains such as Lidl. Adding Casino’s 11% market share would remove a rival and save money. Barclays estimates that the deal could deliver about 1 billion euros in gross synergies, or 1% of the companies’ combined annual revenues.Politics and price are, however, serious hurdles. Casino shares already trade at a premium to the sector, and the company would probably demand a sweetener to give up control. Carrefour has cash after selling a stake in a China business, but a higher value bid would force it to try to extract more savings. That might not be easy with regulators almost certainly demanding store disposals and France’s president Emmanuel Macron desperate to avoid layoffs.Asset sales might be better, or maybe a Brazil-only deal. Carrefour’s and Casino’s combined Brazil entities would have a market share of 54% in that country so some disposals would be necessary. But it might still be a way to free up some cash for Naouri and improve Carrefour’s profit margins in Latin America. Given the barbs being traded between Brazil’s President Jair Bolsonaro and Macron over trade and the environment, this might be one idea on which the leaders can agree.To contact the author of this story: Lionel Laurent at firstname.lastname@example.orgTo contact the editor responsible for this story: James Boxell at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Lionel Laurent is a Bloomberg Opinion columnist covering Brussels. He previously worked at Reuters and Forbes.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
For prime minister Boris Johnson, the biggest obstacle to winning electoral support for a no-deal Brexit may not be House of Commons speaker J Bercow, or Liberal Democrat leader J Swinson, or unsupportive ...
Marks and Spencer is two years into a five-year recovery plan that has so far brought more pain than gain. Chairman Archie Norman, a City grandee feted for the turnrounds he helped instigate at supermarket chain Asda and broadcaster ITV, is understood to be finding the task more complex — and M&S’s problems more deep-rooted — than he expected. Under Mr Norman, who was appointed in 2017, and chief executive Steve Rowe, who started a year earlier, there have been wrenching changes at the 135-year-old retailer.
(Bloomberg Opinion) -- At a Waitrose grocery store in Oxford, England, shoppers are scooping up frozen fruit from dispensers like pick and mix candy. They are filling old plastic takeaway containers with everything from muesli to risotto rice. Welcome to Unpacked, the new store concept from Waitrose, which has freed more than 200 items from their packaging.Environmental campaigners like Greenpeace have been demanding British supermarkets reduce their plastic footprint. But it’s trickier to strip wrappings from food than other products, such as toys, because it can go off. The packaging conundrum facing grocers only compounds another problem they’re grappling with: food waste.But they are making strides to be green, from eliminating hard-to-recycle materials, such as PVC, to enabling customers to remove and recycle wrappings before products leave the store. Some are even offering reverse vending machines to recycle plastic bottles. Tesco Plc said recently that it could no longer stock items if they had too much packaging and is working with suppliers to help them find ways to use less.It’s easier to design plastic-free packaging for products sold at room temperature. As well as dry goods, consumers can easily refill containers for household and personal care items like cleaning supplies or shampoo. Fresh food is much trickier. Meat, for example, will not last long if it isn’t wrapped to protect it from the air. Fresh fruit and vegetables are another challenge because they can be damaged during transport. Even so, Unpacked sells 160 types of loose fruit and vegetables. Seasonality presents another problem. For example, Wm Morrison Supermarkets Plc sources cucumbers from the U.K. in the summer. With the shorter supply chain, they don’t need any packaging. In cooler months, they come from Spain, so they need a thin recyclable film; Morrison makes it clear to customers that the cucumbers have their winter jackets on.One way to extend shelf lives without plastic is to grow products even nearer to the end customer. Vertical farming, which uses stacked trays under LED lights to grow different kinds of food indoors, is one option. Ocado Group Plc, the online supermarket, recently made two investments in this space, including buying 58% of Jones Food Co., Europe’s largest operating vertical farm, based in Scunthorpe, England.Jones primarily grows herbs, packing them in biodegradable and compostable materials within air that has had some of the elements removed. This tricks the plants into thinking that they haven’t been harvested, keeping them fresher for longer.Vertical farms could be built next to supermarkets or online grocery distribution centers to shorten supply chains, reduce packaging and cut down on transportation and refrigeration.Supermarkets are finding other products more difficult to make environmentally friendly. Surprisingly, one is ready meals. They contain liquids and must be kept fresh, while their packaging needs to be able to withstand cooking in both an oven and a microwave.Waitrose has spent more than five years developing a fiber-based packaging that is compostable. It has also introduced trays made from recycled plastic. These come in different colors, depending on the material they’re made from, and don’t have the uniform look that customers are used to.Indeed, while supermarkets must change their behavior to be more sustainable, so must shoppers: For example, a cucumber wrapped in plastic will last about 14 days. One without keeps for about half that time.Morrison has introduced reusable paper carrier bags, but recently began trialing plastic alternatives costing 30 pence each — a higher price than usually charged — prompting complaints from some customers.Waitrose has made sure it’s possible to do a full shop at its 25,000 square foot Unpacked store to help customers be more sustainable without disrupting their everyday lives. So far it’s working: Products without packaging are outselling those that still have it. Some 50% of customers using the refill stations for dry goods are bringing their own containers on a regular basis. All of the U.K. supermarkets are coming under pressure to be more sustainable. So far, 1.4 million people have signed Greenpeace’s petition calling on them to to ditch throwaway plastic packaging. They have more work to do. But so do Britain’s consumers.To contact the author of this story: Andrea Felsted at firstname.lastname@example.orgTo contact the editor responsible for this story: Stephanie Baker at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Andrea Felsted is a Bloomberg Opinion columnist covering the consumer and retail industries. She previously worked at the Financial Times.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
(Bloomberg) -- Want the lowdown on European markets? In your inbox before the open, every day. Sign up here.A Spanish startup best known for delivering takeaways is betting on building a network of convenience stores to expand its business -- just as the food delivery sector eyes a wave of consolidation.Glovo, a Barcelona-based web platform used mainly for ordering food from restaurants, is rolling-out so-called dark-supermarkets -- delivery-only convenience stores -- from Tbilisi to Lisbon in an attempt to tap into growing web-based demand for groceries.The company is also focusing on delivering groceries for existing supermarket chains. In May it announced a deal with Carrefour SA to handle their deliveries in under 30 minutes in four countries, and it has similar partnerships in different countries with Walmart Inc., Auchan Holding Sadir and Kaufland Stiftung & Co KG, among others.Glovo drew preliminary interest from Uber Technologies Inc. and Deliveroo, Bloomberg reported in August. The startup is in 180 cities spread across 24 countries, according to its website.But the company is increasingly marketing itself as an "app for anything" that allows users to request a rider -- as the delivery staff, who mainly ride bicycles, are known -- to buy any product. With this function, a user can send a rider to any store to pick up a product and the price is charged directly to the user’s credit card, together with a fixed service fee.Competitors are increasingly moving into delivering groceries alongside restaurant-delivery. Uber Eats has piloted delivery goods from Nestle and Unilever, and said in July that it’s in discussions with European supermarkets to roll out a grocery delivery service. Amazon.com Inc. is growing its grocery store delivery operations in several countries including Spain, one of its first markets.Germany’s Delivery Hero SE is already offering transport of consumer items such as groceries and toiletries in 12 markets and plans to raise that number in the coming months, Chief Executive Officer Niklas Oestberg said last month.Demand for online groceries in Europe’s largest economies set to grow by about 60% between 2018 and 2023, to more than $45.1 billion, according to estimates compiled by Delta Partners, a consultancy.Unlike online grocery shoppers such as U.K.’s Ocado Group Plc, which delivers weekly purchases the following day, Glovo is targeting small baskets at speed. Such deliveries are simply the latest twist in the “anything" strategy, according to co-founder and Chief Executive Officer Oscar Pierre, a wiry 26-year-old aeronautical engineer who started the company in 2015, shortly after a short stint working for airplane manufacturer Airbus SE.“The app aims to allow users to buy whatever they need from their phone", says Pierre.Glovo’s main food-delivery competitor in Latin America, Rappi, recently received an $800 million investment from two SoftBank units, the Vision Fund and the smaller, Latin America-focused Innovation Fund. Glovo is also in talks to receive an investment from SoftBank’s Vision Fund, after raising 150 million euros in a round earlier this year.To contact the reporter on this story: Rodrigo Orihuela in Madrid at firstname.lastname@example.orgTo contact the editors responsible for this story: Giles Turner at email@example.com, Stefan NicolaFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
J Sainsbury on Tuesday continued its recovery from a 30-year low after data showed the supermarket chain was the best performer of the top four for the first time in nearly two years.
(Bloomberg Opinion) -- A day after a stock market rout driven by recession fears, Walmart Inc. issued a second-quarter earnings report that should provide at least a sliver of solace: Consumers have been out in force spending at its big-box stores.The mega-retailer reported on Thursday that U.S. comparable sales rose 2.8% from a year earlier in the quarter. That growth looks especially robust when considering it comes on top of a 4.5% increase in the same period last year, which was Walmart’s best quarterly comparable sales growth in more than a decade.Also, despite the looming burden of new tariffs on goods made in China, Walmart has only grown more optimistic about how its 2019 will shape up. The company bumped up its full-year guidance, saying operating income could range from a slight decline to a slight increase, a better result than the “low single digit” decline it had previously forecast. It also expects its U.S. comparable sales growth for the full year to be closer to the upper end of its previous 2.5% to 3% guidance. Many facets of Walmart’s business helped fuel growth in the quarter. Its online shopping division held up well, with sales growing 37% from a year ago. Its grocery category, which accounts for more than half of U.S. sales, recorded a “mid-single-digit” comparable sales increase, while its home and toy businesses contributed strong results.Overall, the report demonstrates that Walmart continues to execute solidly on its efforts to defend itself against Amazon.com Inc.’s incursions. The upbeat showing should not just be received as good news by Walmart investors. It should be a balm for any investor looking for evidence that consumers — at least for now — are plenty willing to spend when given an in-store and digital experience that makes it convenient and enjoyable to do so. Walmart’s report is a reminder that investors should resist being too spooked about the state of the consumer based on, for example, the grisly comparable sales decline reported by J.C. Penney Co. Thursday morning or the disappointing quarterly report from Macy’s Inc. a day earlier. Even Macy’s CEO Jeff Gennette acknowledged on a Wednesday conference call with investors that “consumer spending remains healthy” and there is “strong consumer demand for high-quality, affordable fashion.” Macy’s just failed to get a piece of it.Of course, to put Walmart’s sunnier guidance in context, it’s true the company is uniquely well-positioned to handle gathering trade-related economic storm clouds. As America’s largest retailer, it is in a better stance to negotiate for favorable terms with suppliers than just about anyone else. That means that even if Walmart does have to push up prices, shopping there will still look like a good deal relative to its peers. Plus, in a recession, some shoppers are likely to turn to Walmart to pinch pennies. This kind of consumer behavior helped Walmart hold its own in the last economic downturn.Walmart has plenty of potential stumbling blocks in front of it. Grocery has been a bulwark of its digital growth strategy, and Amazon appears to be expanding its ambitions in that area, with rapid expansion of grocery delivery from Whole Foods and reported plans to build an entirely new chain. Kroger Co., meanwhile, is set to turbocharge its digital offering through its partnership with Ocado Group Plc. Walmart’s long run of consistently healthy results, though, offer reason to give it the benefit of the doubt in that fight.To contact the author of this story: Sarah Halzack at firstname.lastname@example.orgTo contact the editor responsible for this story: Daniel Niemi at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
Already up 375% in 18 months, shares of Britain’s Ocado Group could rise further, as supermarkets license its very efficient logistics system for online orders.
GROVELAND, Fla., July 24, 2019 /PRNewswire/ -- The Kroger Co. (KR), America's largest grocery retailer, and Ocado (OCDO.L), one of the world's largest dedicated online grocery retailers, today broke ground on America's second customer fulfillment center (CFC), located in Groveland, FL – a new market for the retailer.
(Bloomberg Opinion) -- Kroger Co., the giant but aging supermarket chain, has unleashed a flurry of initiatives to ensure it won’t get thumped in a post-Amazon-buying-Whole-Foods world: It is revamping locations, bought a meal-kit company, and sold off its convenience-store business. Its biggest gamble, though, is a partnership with British online grocer Ocado Group Plc. The two plan to build as many as 20 automated grocery warehouses in the U.S. to help Kroger turbocharge its e-commerce operation.Grocery has proven a uniquely tough business to bring into the online era. Orders often have dozens of items – some frozen, some cold, some room temperature – and much of the inventory is perishable. That simply makes for a different challenge than the one Amazon.com Inc. has successfully tackled by getting a single laptop computer or phone charger on your doorstep in one day.Ocado has focused specifically on digital grocery shopping for its entire corporate life, and it shows. At its newest online grocery fulfillment center outside London, 1,000 robots zoom around a grid at a speed of four meters (13 feet) per second, extending a gripper to pick up and transport bins of groceries. The system strips out labor costs and enables human workers to pack about 600 items per hour. Every aspect of the fulfillment process is designed for the unique quirks of grocery, including systems that cue workers about what items in a given order they should put in a single grocery bag. (This ensures, for example, that something heavy doesn’t plop onto a dozen eggs.) Ocado estimates its system saves one hour of labor for every 50-item order – no small thing in a segment of retail with notoriously thin profit margins.There is a real benefit to specializing in solving the grocery conundrum, as Ocado has done. The company’s sales increased 12% last year to 1.6 billion pounds ($2 billion), according to its annual report, and its active customer count increased 11 percent from the previous year. So I’m confident that Ocado will improve Kroger’s game and equip it with advantages in the battle for U.S. market share. Ocado’s system will enable it to fill orders especially quickly and has a high level of accuracy – both important contributors to customer satisfaction. Down the road, it’s not hard to envision even more labor costs getting stripped out of Ocado’s system, enhancing the model’s profitability. But timing is everything in the fast-changing online grocery world. And right now, Amazon and Walmart Inc. are leading the pack.Neither Amazon nor Walmart has a system with the exact sort of wizardry of Ocado’s; even so, each is exploring its own ways of using automation to help with profitability and customer experience. Walmart is testing driverless cars for grocery delivery, and Amazon recently showed off some new warehouse robots of its own. It will take Kroger up to five years to build out the fleet of Ocado warehouses it has committed to building. I worry that won’t be fast enough to vault it past Walmart and Amazon in the race for online grocery supremacy – no matter how advanced and efficient Ocado’s system is.Take, for example, the specialized delivery vehicles Ocado has developed. They can be loaded with racks of grocery-filled bins designed to fit practically every inch of available cabin space and they have a separate compartment for cold items. A routing algorithm helps ensure they are loaded in an order conducive to a driver’s delivery path and that those routes are optimized for efficiency. This sounds way more efficient than some of the solutions Walmart and Amazon use these days, where a DoorDash or Amazon Flex contractor-courier loads up the trunk of his sedan with groceries. But that efficiency gain is only useful if Kroger can get the density of orders to make it count.Investors have already punished Kroger this year for disappointing on comparable sales growth and its annual profit forecast. It’s hard to assess how much this project might further test their patience, especially because the companies haven’t offered specifics on how they will share the costs of establishing and maintaining these facilities. But we know it won’t be cheap: Kroger has said it is investing $55 million to build the first of the Ocado-powered fulfillment centers.It might help if Kroger talked up other ways the warehouses could potentially support its business later, such as one day sending replenishment stock to nearby stores. And the new warehouses, in some cases, will be positioned to potentially expand Kroger’s addressable market. One of the first facilities Kroger committed to building is in central Florida, a market that Bloomberg Intelligence analyst Jennifer Bartashus points out is one where regional heavyweight Publix Super Markets Inc. is beloved and ubiquitous and Kroger doesn’t have much presence. Kroger sees opportunity to crack this market with a compelling online offering.Overall, Kroger is better off for having partnered with Ocado. But I suspect it will turn out this arrangement doesn’t completely jolt the broader U.S. grocery industry the way it could have if it had been forged three or five years ago, before the competition had fully awakened to the e-commerce opportunity. Better late than never. To contact the author of this story: Sarah Halzack at firstname.lastname@example.orgTo contact the editor responsible for this story: Beth Williams at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Sarah Halzack is a Bloomberg Opinion columnist covering the consumer and retail industries. She was previously a national retail reporter for the Washington Post.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
Supermarket chain Kroger Co. and Ocado Group Plc, a UK0based online grocery retailer, said Thursday they are investing $55 million in a fulfillment center in Forest Park, Georgia that will create more than 400 new jobs. The center will be an automated warehouse facility with digital and robotic capabilities and will be replicated across the U.S. Last month, Kroger broke ground on the first such center, located in Monroe, Ohio. The Georgia facility will occupy 375,000 sq. ft. and is expected to be operational by 2021. Kroger shares were not active premarket, but have fallen 21% in 2019, while the S&P 500 has gained 19%.
ATLANTA, July 11, 2019 /PRNewswire/ -- The Kroger Co. (KR), America's largest grocery retailer, and Ocado (OCDO.L), one of the world's largest dedicated online grocery retailers, today announced plans for a new high-tech customer fulfillment center (CFC) in Forest Park, Georgia, a $55 million investment that will create more than 400 new jobs. "Kroger is incredibly excited to construct one of our industry-leading Customer Fulfillment Centers in Forest Park—a city south of Atlanta—through our relationship with Ocado," said Robert Clark, Kroger's senior vice president of supply chain, manufacturing and sourcing.