On average, hypermarkets are delivered every day, supermarkets, 3 to 6 time per week and convenience stores, once or twice a week. To optimize the flow of goods and limit their economic and environmental impact, the Group works to optimize the supply chain in every country.

Logistics, which includes product shipping, from suppliers to stores and the storage of products in warehouses is also developing projects to reduce its environmental impact.

A partnership approach has been initiated in 2002 with the supply chain players aimed at reducing environmental impacts. 
The Demeter Environment Club now gathers private actors (industry, retailers, service providers) and public actors who work together on transport optimization.
The Group is developing a national logistics network in every country where volumes are substantial enough. It streamlines flows and transport trips by pooling logistics and using backhauling. The latest involves having trucks collect goods ordered from suppliers and deliver them to the warehouses after completing their store deliveries.

Implementing alternative transports methods

The Group also works on alternative transport methods.
For example, in France, Carrefour uses river transport for textile imports from Asia from the Havre harbour to Bonneuil-sur-Marne, close to the south of Paris and Carrefour national textile warehouse (equivalent to 222kms by road). Carrefour also experiments river transport between Marseille-Fos harbour and Lyon (equivalent to 323kms by road). Rail-road transport is also used for fruit and vegetable of Languedoc Roussillon area which are transported by train to north warehouses.
In Belgium, Carrefour has been using river transport since 2004 between Anvers and Villvoorde (Brussels) to transport 3,000 containers per year, which enabled to reduce CO2 emissions from 54 tons. In Spain, Carrefour uses river and combined rail-road transport for some European imports.