Walmart, Carrefour, Alibaba: Routes into International Food Retail

The direct-to-retail model is the most demanding and also the most attractive. The manufacturer ships directly to the retailer, who often acts as the importer of record. This promises proximity to category management, full margin, and real scale – but requires audits, EDI connectivity (electronic data interchange between supplier and retailer), OTIF discipline (on time, in full), and full regulatory compliance.

North America is the reference market: The food and grocery market was estimated at around $1.87 trillion in 2023; US supermarket sales alone reached $881 billion in 2025. Walmart remains the benchmark. The company generated $681 billion in revenue in fiscal year 2025; its grocery business in the US alone generated $276 billion, accounting for 59.1% of US revenue. Direct vendor access is via Walmart Direct Import and requires FSVP compliance (US foreign supplier verification program), GFSI audits (Global Food Safety Initiative), and processes at the large customer level. Those who choose this path are not negotiating a product, but an operating model.

Costco follows a different market logic. With $275.2 billion in sales and 914 warehouses worldwide, the company is globally scaled, but its business model is selective: around 4.000 SKUs (individual item numbers), no open platform, high volumes, limited assortments. Access is almost exclusively through the relevant category buyer. For Swiss exporters, Costco Canada with its 110 locations is particularly interesting because regional decision-makers can enable listings. To succeed in this model, you need less marketing creativity than operational reliability.

In Europe, the same requirement is apparent with a different sign. Ahold Delhaize works with more than 15.000 direct suppliers from over 180 countries, achieved net sales of €92.4 billion in 2025, and reported 13.3 percent online growth in e-commerce profitability on a fully allocated basis. With local sourcing brands and the SupplyEU initiative, the group is particularly interesting for manufacturers who want to address multiple submarkets. Carrefour, on the other hand, generated €94.6 billion in 2024, is present in more than 40 countries, and is investing €3 billion in e-commerce, data, and omnichannel as part of “Digital Retail 2026.” For suppliers, the sustainability framework is more important than the marketing promise: the 100 largest suppliers are expected to adhere to a 1.5-degree trajectory, otherwise delisting will be the consequence.

Practical takeaway: 
The direct delivery model only makes sense when certification, capacity, and process discipline are already in place. For Swiss SMEs, it is rarely the first, but often the second step – after a successful market test via distributor or platform.

The second model has radically lowered the barrier to entry. Platforms like Tmall Global, JD Worldwide, Shopee SIP, or the Walmart Marketplace allow entry without a local entity; for brand-strong SMEs, this is often the fastest testing channel. The Chinese cross-border e-commerce market reached $90.9 billion in 2025, while platform e-commerce in Southeast Asia grew to $128.4 billion in GMV (gross merchandise value) in 2024. For Swiss manufacturers, this is a rare constellation: high demand, digital entry points, and the ability to prove the market without a local entity.

Alibaba is less of a retailer and more of an infrastructure provider. Today, more than 46.000 foreign brands from over 90 countries sell directly into China via Tmall Global; 2.415 new Overseas Brands were added in 2025. The logic behind it is particularly relevant: a flagship store can be opened without a Chinese company registration, goods are shipped via bonded warehouses or direct mail, and in practice, a certified Tmall partner often handles the operational side. For Swiss SMEs with their own brand, this is often the most efficient way to access Chinese consumers – provided that product data, labeling, content, and digital activation are professionally executed.

JD.com plays in the same league, but follows a different logic. The company turned over around $187.2 billion in 2025 and differentiates itself through its own logistics, cold chain and a strong 1P model (JD buys the goods itself and resells them). This is relevant for food because authenticity, delivery quality and freshness are not just marketing criteria here, but conversion factors. Those who scale up can switch to a more direct trading model via JD Direct Procurement or JD Fresh.

For Southeast Asia, Shopee is often the most practical lever. The platform commands market shares of 45% to 53% in the region, depending on the market, and offers a Shopee International Platform model that replicates listings from a home market into multiple countries. Translation, customer service, and parts of logistics are handled by the platform. But the simplification ends where food regulation begins: in Indonesia or Malaysia, halal, local registrations, and often a regional distributor remain critical. So the platform takes work off your plate – but it doesn’t replace regulatory start exporting.

That platform onboarding is not an exclusively Asian phenomenon is demonstrated by Walmart. The company leads the US online grocery market with 30.9% market share and operates a marketplace with more than 200.000 active sellers; the cross-border program of the Walmart Marketplace is significantly less demanding for brand-oriented SMEs than the vendor route. In addition, there is a second peculiarity that is most advanced in Asia: commerce is increasingly content-driven. Live commerce platforms such as Douyin are also changing the way food is sold. For Swiss manufacturers, this means that platform onboarding alone is not enough; localized content, KOL strategies (key opinion leaders, i.e. local influencers), quick responsiveness, and a consistent presence along the digital purchase path are required.

Practical takeaway: 
For China, Tmall Global with TP-partner (Tmall Partner, certified operator agency) is usually the most sensible starting point for Swiss brands; for larger volumes, JD can be the second step. For Southeast Asia, Shopee offers a highly efficient test channel, provided that halal and local approvals are considered. Platforms reward not the largest sales force, but the best combination of platform fit, content, and compliance.

A local import and distribution partner handles import, customs, warehousing, regulatory requirements, and often also the listing work. In many markets, this is the most realistic door opener – and for manufacturers with limited management capacity, it is almost always the entry point with the best balance of effort and learning.

This is most evident in the Middle East. The MENA CPG (Consumer Packaged Goods) market is worth more than $450 billion, with around $200 billion in food and beverages; yet the region remains highly import-dependent in many categories. This is attractive to Swiss manufacturers because premium, origin, and product safety are highly valued. The catch is equally clear: without Halal certification, local registration, and a market-ready import partner, access is usually blocked. The LuLu Group is the most obvious anchor point. The pan-GCC retailer turned over $7.9 billion in 2025 and operates 259 stores in 22 countries; once operational access is secured, multiple Gulf markets can be addressed. Spinneys is smaller, but strategically highly interesting: with sales of $3.6 billion AED, 13% growth, and a clear premium profile, the chain is particularly suitable for Swiss delicacies, cheese, or high-quality convenience products. Carrefour MENA, operated by Majid Al Futtaim, complements this picture as a regionally scaled franchise platform that combines global Carrefour standards with local autonomy. Saudi Arabia adds to the relevance: the kingdom’s food retail market is estimated to be worth $57.3 billion in 2025, and Vision 2030 is accelerating the modernization of trade.

In North America, the accredited distribution system performs the same function. Distributors like KeHE and UNFI are already integrated into the systems of large retailers, making them the most pragmatic first step before direct delivery is even considered.

Finally, Latin America is difficult to penetrate without a distributor. The region’s retail market is projected to reach $1.9 trillion by 2025; meanwhile, e-commerce grew 44% in the first half of 2024, according to McKinsey, and the online grocery market reached $4.2 billion in 2025. The challenge is not demand, but heterogeneity: each country brings its own rules, authorities, and import realities. Cencosud generated around 16.6 trillion Chilean pesos in 2025, has a presence in six countries, and has a US bridgehead in The Fresh Market, which could be interesting for Swiss premium products. Grupo Éxito had sales of around 21.4 trillion Colombian pesos; the premium format Carulla is particularly relevant, as it is better positioned to absorb international delicacies than pure value formats.

Practical takeaway: 
the order matters. First, get market approval and halal certification, then select a distributor, then scale. Those who reverse this sequence waste time and credibility. And those who want to learn first, rather than scale immediately, are better off with a focused partner in one country than with three partners in three countries.

Manufacturers who produce under the retailer’s own brand may forgo their own visibility on the shelf, but often gain volume, predictability, and strategic customer relationships more quickly. For manufacturers with free capacity and formulation expertise, this is often the most economically rational path – even if it goes against brand pride.

The numbers speak for themselves. In the US, private-label sales rose to $282.8 billion in 2025, with a market share of 20.7% in 2024. In Europe, the bar is set higher: the private-label share was 40% in the EU-11 in 2025, and discounters control more than 32% of the outlets. Anyone who only comes to the table with a nice brand is underestimating this market.

Kroger and Loblaw are often more interesting to many Swiss manufacturers than the big headline-grabbing players. Kroger had sales of $147.1 billion in 2024; its “Our Brands” portfolio is over $32 billion, and “Simple Truth” alone exceeded $3 billion. Loblaw had sales of $61.0 billion Canadian in 2024, operates over 2.000 stores, and launched a “Small Supplier Program” in 2024 that specifically makes it easier for smaller suppliers to get access.

Mercadona, in turn, is less a normal customer and more a system. Spain’s market leader had sales of €38.8 billion and a 26.6% market share in 2024, but operates a largely closed supplier model with long-term “interproveedores” – exclusive core suppliers that are involved in the retailer’s product development. Third-party brands play a minor role; those who want to get in must be willing to produce under the Hacendado or another private label and enter into a close, often exclusive relationship. This is precisely why Mercadona is both unattractive and highly attractive to Swiss manufacturers: unattractive for those who primarily seek to build brands; highly attractive for producers who want to reliably build volume. Ahold Delhaize complements the picture with an explicit health focus in its private label assortment, which opens up opportunities for Swiss suppliers with organic, health, or functional product ranges.

Practical takeaway: 
Private label is not a compromise, but a capacity strategy. Those who choose this path negotiate on cost structure, audit resilience, and delivery security – not on positioning. Both models can be run in parallel, as long as production remains cleanly separated.

In many regions, market entry does not start exporting with a form, but with a conversation. The fifth model is therefore less a channel than a gateway to all the other four: here, distributor contacts, private label requests, and the first buyer appointments are made.

The numbers show why it is efficient. The Gulfood in Dubai brought together a record-breaking 5.500 exhibitors and more than 144.000 visitors from 198 countries for its 30th edition in 2025 – for manufacturers without an existing network in the Middle East, it is often the actual start exporting point, as distributors, buyers, and service partners come together in quick succession. The Anuga in Cologne counted more than 8.000 exhibitors and around 145.000 visitors from 190 countries in 2025, while the SIAL Paris had 7.884 exhibitors and 134.963 visitors in 2025. If you are looking for targeted private label business, the PLMA in Amsterdam is the place to be: the 2025 edition brought together around 3.150 exhibitors from 75 countries and more than 32.000 trade fair visitors from 125 countries – the highest concentration of private label decision-makers worldwide. S-GE is present at all these trade fairs with Swiss Pavilions, which provide Swiss companies with a visible common platform and shorten the path to buyers, distributors, and private label decision-makers.

The digital version of the same logic is product discovery before negotiation. Tesco is a prime example: the group generated £73.7 billion in revenue in fiscal year 2025/26, operates 5.126 stores, and uses RangeMe, a digital tool that significantly lowers the barrier to entry for unknown suppliers. Quality requirements, however, remain clear: for many categories, BRC Grade A or AA (the British Retail Consortium’s food safety standard) is practically mandatory. The market is therefore open enough for newcomers, but only for those who are process-ready. Costco also uses a controlled test format: roadshows in selected warehouses function as a time-limited market test before regular listing is even considered.

Practical takeaway: Trade 
fairs and brokers do not replace an export strategy, but they significantly shorten the search for partners. The return on investment depends less on the stand than on the preparation: defined target countries, pre-qualified contacts, ready dossier with certifications, prices and Incoterms. Those who only decide at the stand which model they will offer have already lost the conversation.

The key insight is straightforward and highly relevant to export practice: the most attractive market is not automatically the best entry market. Swiss food producers who internationalize successfully first assess their own export readiness and then choose the right entry model. Those with a strong brand but limited resources should start with platform onboarding or distributors. Those with spare capacity and production expertise can strategically use private labels. And those who have processes, volumes, and certifications under control can opt for the direct supplier route.

Three prerequisites run through almost all models. First, robust food safety and quality standards, whether GFSI, BRC, or equivalent audits. Second, regulatory marketability, from Halal in the Middle East and parts of Asia to import and registration requirements in Latin America. Third, increasing sustainability and data requirements, especially in Europe and with large omnichannel retailers. These are not glamorous tasks, but they often determine whether an initial contact turns into a lasting listing.

For operational prioritization, a simple S-GE logic can be formulated: The direct-ship model is the most likely route to North America and to large European omnichannel retailers. Platform onboarding is the way to China and Southeast Asia – and increasingly also a test channel in the US. The distributor model is the standard response for the Middle East and Latin America. Private label is primarily aimed at Europe and North American private-label programs. And the trade fair and broker route is everywhere the starting point where no network exists. By following this approach, companies not only reduce market risk but also increase the likelihood of building a sustainable internationalization business with export intent.

Switzerland Global Enterprise (S-GE) supports Swiss food producers across all five models in assessing their export readiness, choosing the right access model and finding the relevant partners abroad. Market information, export consulting and the Swiss Business Hubs in around 45 countries are complemented by Swiss pavilions at leading food fairs, where Swiss companies gain visibility and meet buyers, distributors and decision-makers directly.