Wal-Mart lists amongst the biggest retailers in the USA. Till 2004, there were 538 Sam’s Clubs and 1471 supercenters of Wal-Mart in the USA whereas the number of discount stores operated by Wal-Mart in the USA was 1478 (“Global Strategy Analysis”). Outsourcing is the cardinal function of Walmart. “From the beginning, like other discounters, Walton had bought goods wherever he could get them cheapest, with any other considerations secondary” (Ortega 205). Wal-Mart has conventionally been outsourcing projects to companies that include but are not limited to Wipro and TCS (Mishra). This is in addition to the wide-array of imported products that Wal-Mart has sold and made profits from in the past. Walton “increasingly looked to imports, which were usually cheaper because factory workers were paid so much less in China and the other Asian countries” (Ortega cited in Hornblower).
Analyzing the strategy of Wal-Mart, the economist consultant A. Gary Shilling said, “What Wal-Mart is doing follows in the footsteps of Henry Ford. Ford said that if you don’t pay your workers enough, they are not going to be able to buy Fords” (Kilborn). Wal-Mart has conventionally been releasing statements that they are enthusiastically interested in purchasing products made in America. Walton said, “[Wal-Mart] is firmly committed to the philosophy of buying everything possible from suppliers who manufacture their products in the United States” (“Wal-Mart boasts” 1). But their actions contradict their statements.