Our guest this week was 8th & Walton’s Heather Reid, Director of Education Canada and Accounting Insights. Check out our interview with Heather on Walmart Canada’s Supplier Manual!

Lainie: How would you briefly explain Walmart Canada’s inbound compliance codes and how they relate to SQEP style fines?

Heather: SQEP is very similar in Canada. It’s just that the terminology is different. So SQEP, the supplier Quality Excellence program, which is named in the US, is all about supply chain compliance, whereas in Canada, they call it inbound compliance codes, definitions, and fees. And it’s very similar in the sense that it’s all about PO accuracy, load accuracy, pallet accuracy, and packaging accuracy.

In Canada, they actually call it quality. So low quality, pallet quality. And in the US, they’ll call it pallet compliance or load compliance. So very similar. And with similar expectations. So we need to find out where we can get this information ’cause as we know, it has recently been updated, right?

Are you a Walmart supplier in need of guidance? Get in touch!

Lainie: Could you walk us through where to find this in Retail Link and the supplier information manual?

Heather: For sure, as a Canadian supplier, you wanna be on the Retail Link Canada site. And then you wanna go into the Docs tab for suppliers in Canada. The Docs tab is where everything is available to you. We don’t have Academy in Canada, so we use the docs, and under the docs, you’re gonna look for the supplier information manual. Such an important section. And what you’re gonna do when you get to that is you’re gonna look for a section called distribution centers. There are multiple distribution center guides. I believe that there are actually six of them, depending on how you ship to Walmart.

The one I want to focus on is the Regional Distribution Center Guide. And if you ship to their main distribution centers within that, you will see what we call the compliance fees. And if you look at pages 128 to 137 in that specific guide, it’ll break down those different fees.

I do want to make sure we mention that the fees were updated in February of 2026.

 There are also processing fees, and depending on the type of DCs you send to the flat rate for most of ’em is $170. There’s also a flat rate for ambient, which is slightly higher. So very important. If you’re not getting information about any non-compliance, you can actually get an email sent to you before you receive the fine. So it’s not a surprise. And there is a section within the supplier information manual under what they call distribution centers, as well, but they also call the section Distribution Center Forms and Tables. And if you go in there, you will actually find a form to fill out for Canada non-compliance, so the compliance information is emailed to you in advance of actually receiving that fine.

3-Minute Insights is produced by 8th & Walton at The Ledger in Bentonville Square. The Ledger offers six fully bikeable stories of private offices, individual coworking spaces, meeting rooms, and event venues. The Ledger’s stunning views and state-of-the-art amenities make it the perfect location for doing business, hosting events, and celebrating life’s milestones, including weddings!

The post Walmart Canada’s Inbound Compliance codes & SQEP Style Fines — 3-Minute Insights appeared first on 8th & Walton.

When shoppers search for the best seaweed snacks, they’re looking for three things: taste, better-for-you ingredients, and a brand they can trust.

Ocean’s Halo has emerged as a leading seaweed snack brand in the U.S. by combining strong Walmart execution with measurable sustainability. The result is consistent growth in one of the fastest-evolving better-for-you categories.

This case study highlights how Ocean’s Halo strengthened its position through disciplined retail execution, digital acceleration, and operational sustainability — in partnership with 8th & Walton.

About Ocean’s Halo

Ocean’s Halo is a better-for-you Asian brand known for its seaweed snacks and globally inspired pantry staples. The brand has focused on making Asian-inspired products more accessible while prioritizing packaging innovation and environmental responsibility.

At Walmart, Ocean’s Halo’s seaweed snacks are widely distributed in stores with an Asian aisle and continue to gain momentum.

The Objective: Win on Shelf, Win Online, Win on Sustainability

Ocean’s Halo set out to:

• Strengthen seaweed snack assortment and velocity at Walmart
• Protect in-stock performance as demand increased
• Accelerate Walmart.com performance
• Turn sustainability into a measurable retail advantage

The strategy was simple: align brand momentum with operational excellence.

Strengthening Seaweed Snack Growth at Walmart

Seaweed snacks continue to expand as a better-for-you option within the snack aisle. Ocean’s Halo focused on defending and growing share through:

• Data-backed assortment planning
• Competitive benchmarking within the category
• Strategic digital support
• Innovation timing aligned to modular cycles

8th & Walton supported this effort by helping translate performance data into clear buyer-facing narratives, preparing for line reviews and modular discussions, and ensuring that growth recommendations were grounded in velocity, category trends, and profitability.

Rather than relying on trend momentum alone, the brand consistently demonstrated how expanded assortment drove category growth.

The result: significant year-over-year sales increases across core seaweed snack items and multipacks.

In addition to strengthening core items, Ocean’s Halo has successfully launched five Walmart-exclusive flavors over the years — Bacon, Ginger Sesame, Red Hot Chili Crunch, Thai Sweet Chili, and Sea Salt & Vinegar. Four of those five innovations went on to become the fastest-growing flavors in the entire seaweed snack category. That level of hit rate is rare in any market and reflects disciplined innovation aligned to shopper demand and modular timing.

Protecting In-Stock and Operational Performance

Growth only matters if product is available.

As demand increased, Ocean’s Halo prioritized forecast alignment and supply chain consistency to reduce lost sales risk and protect OTIF performance.

8th & Walton worked alongside the Ocean’s Halo team to monitor forecast variances, flag potential demand gaps early, and prepare clear communications that aligned expectations across supply, replenishment, and merchant teams.

Operational discipline helped ensure that velocity gains translated into sustained performance — not avoidable disruption.

Accelerating Walmart.com and Digital Shelf Performance

Digital discovery is increasingly important in snack and better-for-you categories.

Ocean’s Halo strengthened its Walmart Connect and dotcom strategy by:

• Investing strategically in search and brand campaigns
• Measuring incremental lift and reinvesting around key moments
• Supporting trial through targeted offers and review generation

8th & Walton provided strategic guidance on campaign structure, competitive defense, and performance measurement — helping ensure that digital investment reinforced in-store growth rather than operating in isolation.

One example of this guidance was expanding digital visibility beyond the narrow “seaweed snacks” search category and into the broader “healthy snacks” space. By leveraging digital advertising to grow the shelf digitally, Ocean’s Halo increased exposure to new audiences, driving incremental trial, attracting new-to-seaweed customers, and strengthening overall brand awareness.

Looking to grow your brand at Walmart like Ocean’s Halo?

From assortment planning to digital shelf expansion and sustainability storytelling, structured execution makes the difference.

Fill out the form below to start a conversation with our team.

Sustainability as a Competitive Advantage

Ocean’s Halo’s seaweed snacks are 100% trayless — eliminating plastic trays commonly used in the category.

This decision supports both environmental impact and logistics efficiency.

Ocean’s Halo 2025 Sustainability Impact

• 363,704 lbs of plastic avoided
• ~17.8 million plastic bottles equivalent reduced
• 5,757 pallets saved
• 192 truckloads avoided

8th & Walton supported the brand in quantifying and articulating these sustainability outcomes in a way that resonated with retail stakeholders — ensuring the environmental story was both measurable and retailer-relevant.

The Role of Strategic Partnership

Ocean’s Halo and 8th & Walton have worked together to align growth strategy, operational discipline, and retailer communication.

The focus has never been to replace the brand in the relationship — but to strengthen preparation, clarity, and follow-through. From assortment positioning to digital strategy to sustainability storytelling, the partnership helped ensure that momentum translated into measurable, retail-ready results.

The Outcome

Ocean’s Halo continues to strengthen its position as a leading seaweed snack brand at Walmart by combining:

• Consistent assortment performance
• Operational reliability
• Digital acceleration
• Measurable sustainability

As consumer demand for better-for-you snacks and sustainability transparency increases, Ocean’s Halo is positioned for continued growth — built on execution that retailers can trust.

Learn More

8th & Walton’s PathFinders consulting supports Walmart suppliers with structured guidance, operational alignment, and measurable progress.

Learn more about PathFinders →

PathFinders supports Walmart suppliers with structured planning, operational discipline, digital acceleration, and measurable results.

Complete the form below to explore how we can support your Walmart strategy.

The post Ocean’s Halo: A Leading Seaweed Snack Brand Built on Walmart Execution and Sustainability appeared first on 8th & Walton.

For this week’s 3-Minute Insights, 8th & Walton’s Heather Reid walked us through more of the resources on the 8th & Walton website, with a focus on the Consulting, Training, and Resource tabs.

Heather: So this is our homepage, where you can find everything about our support, consulting, and training. But I wanted to focus on the top here, on the Consulting, Training, and Resource tabs. And regarding the consulting, this is where you’ll find all about us and what we can do to help your business.

Heather: We call it Pathfinders. I would encourage you to scroll through here. It covers service description, features, and pricing, but as you scroll down, you can also see guidance on the different platforms we have. We have Bronze, Silver, and Gold, so take some time reading through that.

Heather: The second thing I would say is jump up to the top here and look at Training. Regarding training, we now offer custom training for your team. And you can pick whatever topics you want related to Walmart U.S. and Walmart Canada . It can be yourself, it can be your entire team if you like.

Heather: And then you can see that we do accounting, Walmart systems, supply chain, item management, and so forth. And you can build your plan with us. The next tab here at the top is resources. And regarding our resource page, everything is free.

Heather: So here we have the podcast information.  Our Walmart calendar, which we’ve discussed previously. Walmart department numbers. Maybe you’re just wondering, “What are those department numbers?” “What’s my department number?”

Heather: There’s help and support with Scintilla(TM), a glossary of terms, all these wonderful terms that Walmart has. It’s a great way to develop a relationship with your buyer if you can talk the same language. An accounting reference sheet helps with all the different accounting programs.

Heather: If you’re a collector prepaid supplier, that’s from a supply chain point of view, retail math formulas, that is one I love because it really helps me with what actually goes into that formula. And there’s a little cheat sheet in there for you. There’s a new supplier checklist. Maybe you’re brand new to Walmart.

Heather: And then we have free assessments: We would love to talk to you! So do we encourage you to take some time to go through our website and the many free resources there, and to find out about our consulting and training.

Are you a Walmart supplier in need of guidance? Get in touch!

Lainie: Again, once people have gone through these resources, they can get in touch to request an assessment to see if there’s anything 8th & Walton can help with.

Heather: Absolutely. For sure. And we can have an expert on the first call, just find out what your needs are. Absolutely.

3-Minute Insights is produced by 8th & Walton at The Ledger in Bentonville Square. The Ledger offers six fully bikeable stories of private offices, individual coworking spaces, meeting rooms, and event venues. The Ledger’s stunning views and state-of-the-art amenities make it the perfect location for doing business, hosting events, and celebrating life’s milestones, including weddings!

The post Consulting, Training, and Resources at 8thandWalton.com — 3-Minute Insights appeared first on 8th & Walton.

Ever wondered what a Walmart broker does — and whether hiring one would help your business?

Below, we’ll break down what a Walmart broker offers, the advantages and disadvantages of working with one, how to select the right broker, and what alternatives exist if hiring a broker doesn’t feel like the right move.

What Is a Walmart Broker?

At Walmart, a broker is hired by a supplier and acts as a middleman between that supplier and Walmart. Brokers take on some of the planning, execution, or analysis that the supplier would otherwise handle internally.

What Is a Walmart Broker’s Job?

The specifics vary widely.

Some suppliers hire brokers to get their product on the Walmart shelf. Others bring them in to improve sales, manage reporting, streamline operations, or guide advertising strategy. Some want limited support. Others want full service.

A broker may:

• Analyze and manage sales data
• Provide category insights
• Take a product from concept to shelf
• Offer negotiation guidance
• Manage communication with Walmart buyers and merchandisers
• Provide item setup and maintenance
• Run weekly reports
• Advise on packaging decisions
• Train staff
• Develop and execute Walmart Connect campaigns
• Oversee shelf placement
• Improve supply chain operations
• Prepare for and attend line reviews
• Plan promotions and analyze results
• Monitor category trends

Naturally, the more services provided, the higher the cost.

What Are the Benefits of Working With a Walmart Broker?

Retail is complex. Hiring a broker can offer meaningful advantages.

• Specialized knowledge. Brokers bring familiarity with Walmart’s systems, processes, and expectations, helping suppliers navigate complexity more effectively.
• Experience and perspective. A seasoned broker may identify options or strategies that newer suppliers might overlook.
• Time savings. Brokers reduce stress and administrative burden, allowing entrepreneurs to focus on product and growth.
• Speed and efficiency. Familiarity with Walmart’s requirements can help avoid costly mistakes and accelerate execution.
• Gap coverage. For small or short-staffed teams, a broker may fill critical capability gaps without the cost of a full-time hire.
• Change monitoring. When Walmart policies, systems, or leadership shift, brokers can dedicate time to staying current so suppliers don’t fall behind.

What Are the Disadvantages of Working With a Walmart Broker?

While brokers can provide value, there are important tradeoffs to consider.

• Cost. Brokers typically charge commissions or substantial fees that can significantly impact margins.
• Inconsistent quality. Not all brokers have equal experience or judgment. Some overpromise and underdeliver.
• Limited learning. When suppliers rely heavily on brokers, they may not develop internal capability or understanding of their Walmart business.
• Loss of brand voice. Brokers often represent multiple suppliers. The uniqueness and passion behind a product may not come through as strongly.
• Isolation. If you are not in meetings with Walmart, you may never build relationships with buyers or key decision-makers.
• Conflicts of interest. Brokers may represent competing suppliers or prioritize larger accounts.
• Difficulty exiting. Without a clear transition plan, suppliers may become dependent on a broker structure that grows more expensive over time.

How Should a Supplier Select a Broker?

If you decide to hire a broker, ask thoughtful questions before committing.

Consider asking:

• Do they value my product and perspective?
• How transparent is their fee or commission structure?
• What is their specific Walmart experience?
• Who are their current clients, and can I speak with them?
• Does their expertise match my needs (item management, advertising, inventory, etc.)?
• Who specifically will I work with?
• How do they handle conflicts of interest?
• What insights and ongoing analysis do they provide?

The right broker should demonstrate both experience and integrity.

What Are the Options Besides Hiring a Broker?

If hiring a Walmart broker doesn’t feel right, you still have strong alternatives.

1. Build Capability Internally

Some suppliers choose to invest in learning and managing their Walmart business themselves.

This may include:

• Fully utilizing Walmart Academy and Retail Link resources
• Studying in-store execution and competitor placement
• Analyzing Walmart.com listings and customer reviews
• Attending conferences and networking with experienced suppliers
• Engaging in structured Walmart-focused coaching or advisory programs

This path requires time and discipline, but it builds long-term independence.

2. Hire an Internal Walmart Lead

Instead of paying commissions, some suppliers hire a team member dedicated to Walmart.

This may make sense if:

• You’re dissatisfied with broker performance
• Costs are escalating without a clear ROI
• You want direct accountability
• Someone internally shows aptitude and interest

Hiring builds internal ownership — but requires training and oversight.

3. Work With 8th & Walton

8th & Walton provides many of the strategic and operational services of a broker — with two key distinctions:

1. You remain the face of your brand. We coach and prepare you for line reviews and buyer meetings, but you build and maintain the relationship with Walmart. Long-term trust requires your presence.
2. Predictable pricing. Our services are not commission-based. You know your monthly investment upfront — no sliding scales or escalating fees tied to sales.

Through PathFinders and our advisory services, we help suppliers:

• Clarify priorities
• Improve execution
• Reduce fines and inefficiencies
• Strengthen reporting and compliance
• Build internal capability

Some suppliers even hire an internal Walmart manager and have 8th & Walton train and support that person — keeping costs predictable while developing in-house expertise.

If clarity, structure, and long-term capability matter to you, we’re here to help.

Contact 8th & Walton to learn more about how we support Walmart suppliers.

The Bottom Line on Walmart Brokers

Deciding whether to hire a broker is significant. There is financial risk either way, and much is at stake.

Consider:

• Your short-term needs
• Your long-term goals
• Your budget
• Your internal capacity

Being a Walmart supplier is an incredible opportunity. The structure you choose to support that opportunity deserves careful thought.

If predictable costs and expert guidance — without commissions — feel right for your business, we would be happy to discuss whether working together makes sense.

The post What Is a Walmart Broker? Pros/Cons of Hiring One appeared first on 8th & Walton.

Selling your product to Walmart is one of the most powerful growth opportunities available to consumer product brands — and one of the most misunderstood.

Walmart serves hundreds of millions of customers every week across stores and online. That scale makes Walmart an attractive retail partner, but it also means the company is highly selective about the suppliers it works with and the products it brings into its assortment.

The good news? Walmart is actively looking for new suppliers, innovative products, and brands that can meet its operational standards — including small and mid-sized businesses that are prepared to grow responsibly.

Whether you’re asking “How do I get my product in Walmart?” or “Is my business ready to sell to Walmart?”, this article will help you approach the process with clarity and confidence.

Why Sell to Walmart?

For many consumer brands, Walmart represents more than distribution — it represents scale, discipline, and long-term growth potential. But selling to Walmart is not simply about reaching more customers. It’s about operating at a higher standard.

Unmatched Scale and Reach

Walmart serves hundreds of millions of customers each week across physical stores and digital platforms. That reach is difficult to replicate elsewhere and can accelerate brand awareness and velocity faster than almost any other retail partnership.

A Growth Platform — Not Just a Retailer

Suppliers that execute well often find that Walmart becomes a catalyst for operational maturity. Working with Walmart pushes brands to strengthen:

• Supply chain discipline
• Forecasting accuracy
• Pricing and margin structure
• Data integrity and compliance
• Cross-functional coordination

For many suppliers, Walmart becomes the retailer that forces the business to “grow up” — in a good way.

What Walmart Expects in Return

Walmart’s scale comes with expectations. The retailer prioritizes suppliers who can:

• Execute consistently at volume
• Meet strict operational and compliance standards
• Support everyday low price economics
• Align with Walmart’s sustainability, community, and sourcing priorities

Walmart is not looking for short-term wins or one-off products. It is looking for partners that can grow responsibly over time.

Is Walmart Right for You?

Walmart can be transformational — but it is not the right fit for every brand at every stage. Suppliers that succeed typically arrive prepared, realistic, and committed to execution excellence.

How to Get Your Product in Walmart Stores

Selling to Walmart is not a single application or pitch. It’s a process that requires preparation, patience, and operational readiness.

Below is a modern, streamlined framework for how to sell your product to Walmart in 2026.

1. Decide What Type of Walmart Supplier You Want to Be

Before you apply, you must determine how your product will be sold to Walmart customers. Walmart works with several types of suppliers, but for brands looking to get products into Walmart stores, these are the most relevant paths:

National Product Supplier (In-Store + Online)

National suppliers sell products across Walmart’s brick-and-mortar stores and typically also on Walmart.com. This path requires:

• Strong supply chain capabilities
• Competitive pricing at scale
• Proven demand and velocity

Local Product Supplier

Walmart’s “Store of the Community” initiative allows locally relevant products to be sold in specific regions or markets. This can be an excellent entry point for:

• Regional brands
• Products with local sourcing or relevance
• Smaller suppliers building a track record

Direct Import Supplier

International suppliers can sell directly to Walmart U.S. through its direct import program. This path requires additional compliance, logistics, and documentation but can be viable for established global brands.

Marketplace Supplier

While this article focuses on selling products in Walmart stores, Walmart Marketplace can play an important supporting role.

For many suppliers, Marketplace serves as a low-risk testing ground to validate demand, pricing, content, and fulfillment capabilities — while also building familiarity with Walmart’s systems and expectations.

However, moving into stores involves a separate approval process and significantly higher operational requirements.

2. Prepare Before You Apply

One of the biggest mistakes suppliers make is applying to Walmart before they are ready.

Walmart buyers expect suppliers to arrive with:

• A proven product
• Operational discipline
• A clear understanding of costs, margins, and logistics

Before you apply, ask yourself:

• Can my supply chain scale reliably?
• Is my pricing competitive with Walmart’s everyday low price expectations?
• Do I have the financial stability to support growth?
• Can I meet Walmart’s compliance and data requirements?

Walmart does not want to be 100% of your business. Most successful suppliers have demonstrated traction elsewhere — whether through other retailers, ecommerce platforms, or regional distribution.

3. Apply to Be a Walmart Supplier

If your business is located in the United States, Walmart requires you to apply through its official supplier application process.

You’ll begin by registering through Walmart’s supplier portal and completing the required onboarding steps. This process includes:

Business and Tax Information

• Federal Tax ID (TIN) or appropriate international tax documentation
• Business registration details
• Banking and payment information

Company and Product Details

• Clear product descriptions
• Target categories
• Manufacturing and sourcing information

Compliance and Standards

All Walmart suppliers must meet Walmart’s global standards, including:

• Responsible sourcing requirements
• Product safety and regulatory compliance
• Insurance coverage based on category

Walmart maintains high expectations for suppliers and their manufacturing partners — including subcontractors and packaging facilities.

4. Complete Walmart’s Certification and Supplier Profile

After registration, suppliers complete a certification process that makes their products visible to Walmart merchants.

This step is critical.

Your supplier profile is how buyers discover and evaluate your product. It’s not sent directly to a buyer — it enters a system where merchants search for products that meet their category needs.

Best Practices for Certification

• Use clear, descriptive product names
• Write compelling product descriptions focused on customer value
• Be honest and accurate about capabilities and constraints
• Complete every optional field whenever possible

Think of this as your digital buyer pitch.

5. Wait — and Be Ready

Once your profile is live, suppliers enter a waiting period. Timing varies widely:

• Some suppliers hear back within weeks
• Others may wait months
• Some may not receive a response at all

This does not mean your application failed.

Walmart buyers engage suppliers based on category strategy, timing, assortment gaps, and performance needs — not application order.

If a buyer is interested, they will initiate contact and begin discussions around:

• Pricing
• Logistics
• Terms and conditions
• Onboarding timelines

Patience is not optional when selling to Walmart.

Tips for Selling to Walmart Successfully

Once you’ve applied (or are preparing to), these principles can significantly improve your chances of success.

Align With Walmart’s Strategic Priorities

Walmart places strong emphasis on:

• Sustainability and emissions reduction
• Responsible sourcing
• Community impact
• U.S.-based manufacturing and jobs

If your business supports these initiatives, make it clear — with evidence.

Prove Demand Before You Scale

Walmart looks for products that already resonate with customers. Demonstrating success in:

• Other retailers
• Direct-to-consumer
• Ecommerce marketplaces

…helps de-risk your proposal.

Prepare for Operational Rigor

Selling to Walmart requires discipline across:

• Forecasting
• Inventory management
• On-time, in-full delivery
• Data accuracy

Operational performance matters just as much as product innovation.

Consider Walmart Open Call

Walmart’s annual Made in USA Open Call allows qualifying U.S.-made products to meet buyers directly. This can accelerate visibility — but preparation is still essential.

Selling to Walmart FAQ

How do I get an item into Walmart?

You must apply through Walmart’s supplier application process, complete certification, and be selected by a Walmart buyer based on category needs and readiness.

How hard is it to get your products in Walmart?

It is competitive, but not impossible. Suppliers that succeed are operationally prepared, competitively priced, and aligned with Walmart’s standards and strategy.

How much does it cost to have your products in Walmart?

There is no application fee, but suppliers must absorb costs related to compliance, insurance, logistics, packaging, and operational readiness.

Do I need a DUNS number?

Yes. Walmart requires Dun & Bradstreet registration (i.e., a DUNS Number) for most suppliers.

How long does the process take?

From application to shelf placement can take several months or longer, depending on category, timing, and execution.

Ready to Begin Your Walmart Journey?

Selling to Walmart is not about filling out a form — it’s about building a business that can operate at Walmart scale.

• The most successful suppliers:
• Understand Walmart’s systems and expectations
• Prepare thoroughly before applying
• Invest in operational excellence
• Seek expert guidance when needed

The Bottom Line

Getting your product into Walmart stores can be transformative for your business — but only if you approach it strategically.

Walmart is actively looking for new suppliers, innovative products, and partners that can grow responsibly alongside the retailer. By understanding the process, preparing your business, and aligning with Walmart’s priorities, you can position yourself for long-term success.

At 8th & Walton, we’ve helped thousands of suppliers navigate Walmart’s systems, requirements, and expectations. Whether you’re preparing to apply or scaling an existing relationship, the right guidance can make all the difference.

The post How to Get Your Product in Walmart Stores in 2026 appeared first on 8th & Walton.

In this 3-Minute Insights episode, 8th & Walton’s Terry Clear discusses Walmart’s adoption of Universal Commerce Protocol (UCP) in Gemini and what it means for suppliers.

Lainie: Welcome to Three Minute Insights. Our guest today is 8th & Walton’s Terry Clear, and we are discussing Walmart’s embrace of Universal Commerce Protocol, also known as UCP, and what this means for suppliers.

Terry, what specific capabilities will Walmart expose first through UCP in Gemini, and how will that affect or change the way that suppliers need to prepare their product data?

Terry: It’s going to add additional complexity, and Walmart is going to require even more precise data information related to your items.

Terry: Some of the stories that I have read about UCP, Universal Commerce Protocol, say that items with lower scores or less compliance will actually be deprioritized in the search results. So this is a way for e-commerce to begin to be on a single unified platform. This is really a good thing, but a lot of suppliers will have a lot of work to do with their item files.

Are you a Walmart supplier in need of guidance? Get in touch!

Lainie: How does this UCP strategy with Google position Walmart against competitors like Amazon and Target in agentic e-commerce?

Terry: Well, as you know, all this is very new, and we don’t know exactly how it’s going to play out. There are really a few different strategies at play here.

Terry: Walmart has partnered with Google and many other companies to develop this universal commerce protocol. There is also a competing agentic commerce protocol, and then Amazon is kind of keeping their own AI tool in-house and just keeping it for themselves. Many have suggested that between UCP, Universal Commerce Protocol, and a CP agentic commerce protocol, many suppliers will have to utilize both, much like a website or an app developer would have to develop for iOS and Android.

Terry: So this is not one single answer yet. It’s an evolving space, but just know that you suppliers are going to be required to tighten up your information around your items and really lean into this. We don’t know exactly where it’s going, but we’re going.

3-Minute Insights is produced by 8th & Walton at The Ledger in Bentonville Square. The Ledger offers six fully bikeable stories of private offices, individual coworking spaces, meeting rooms, and event venues. The Ledger’s stunning views and state-of-the-art amenities make it the perfect location for doing business, hosting events, and celebrating life’s milestones, including weddings!

The post UCP, Gemini, and Your Item Scores — 3-Minute Insights appeared first on 8th & Walton.

Heather discusses the importance of using free calendar resources from 8th & Walton, focusing on the Walmart fiscal year calendar. Learn how to download these helpful tools from the website and get tips on comparing weekly metrics year over year. Heather also emphasizes the importance of downloading your vendor scorecard from Scintilla before the data resets at the start of the new fiscal year.

Lainie: Welcome to 3-Minute Insights, where we discuss issues of importance to retail suppliers in about three minutes or less. This week, our guest is 8th & Walton’s Heather Reid, and we are discussing some of the free calendar resources that 8th & Walton provides. Welcome, Heather.

Heather: Thanks for having me. I definitely want to start talking about the calendar, but I also want to emphasize the importance of downloading a Scintilla vendor scorecard.

So, with regard to the actual calendar, this is the first week of February. This is the first week of the Walmart fiscal year, which they call FYE 2027, which can confuse people because that just means the fiscal year ends in January. So February to January is the Walmart fiscal year, and we are currently in 2026, week one of that year.

One of the things that we’re going to want to do is compare weeks this year versus last year. That goes back to the way it normally is—week one to week one, week two to week two—versus last year, when there was a 53-week comparison. We’re happy to be past that and back to the normal structure.

What we want to do right now is take some time to review the calendar and download it from our site.

Are you a Walmart supplier in need of guidance? Get in touch!

Lainie: Okay, awesome.

Heather: Absolutely. So, I’m going to share my screen here so we can all see where we can get it from our site. It’s fairly easy—it’s free, which I love. Our website is 8thandWalton.com.

One of the first things you want to do is go over to our Resources tab. When you click on that, you’ll see a bunch of our free resources. This is where you can click on Walmart Calendar.

These are our calendars—they’re free. There’s a U.S. calendar for the current year (February 2026 to January 2027), and the Canadian calendar is there as well. Last year’s versions are also available. Another nice feature is a three-year planning calendar for 2026, 2027, and 2028. And then we have our blogs.

Lainie: Excellent. Well, that’s really handy, and it’s cool for everybody to know that there’s both a Walmart calendar for the U.S. and Canada.

Heather: A hundred percent. So absolutely take some time to do that. I also wanted to share about downloading your vendor scorecard with Scintilla. That is available if you just go to Scintilla and sign in using your Walmart credentials.

It’s very simple to do. For Walmart Scintilla Basics, click Report Builder, then Reports. On the left-hand side is the report builder; on the right-hand side is reports. You can look for Vendor Scorecard and add a filter like your vendor number, item number, or UPC code. Then go ahead and create that report and run it.

You want to run that and download it so that you can refer to it throughout the year. It’s very fundamental for the key metrics that are on there for an entire year.

Next Saturday, two days from now—when we’re recording this on the 5th of February—the scorecard will reset to only week one of the current year, so all of the previous year will be gone. That’s why it’s important to download today and run your scorecard.

3-Minute Insights is produced by 8th & Walton at The Ledger in Bentonville Square. The Ledger offers six fully bikeable stories of private offices, individual coworking spaces, meeting rooms, and event venues. The Ledger’s stunning views and state-of-the-art amenities make it the perfect location for doing business, hosting events, and celebrating life’s milestones, including weddings!

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Sean Presley joins Three Minute Insights to discuss how retail suppliers can proactively manage supply chain disruptions caused by natural disasters. Learn the importance of historical data analysis, pre-planning inventory, and partnering with merchants for better preparedness.

Lainie: Welcome to 3-Minute Insights, where we discuss issues of importance to retail suppliers in about three minutes or less. This week, our guest is 8th & Walton’s Sean Presley, and we’re examining how suppliers can stay proactive when natural disasters or other events disrupt supply chains and daily operations. Welcome, Sean.

Sean: Thank you. I’m glad to be here. It’s definitely a timely topic, especially after the winter weather we just had.

Lainie: Absolutely. Since these kinds of events don’t happen at the same time each year—and their nature changes—what can suppliers do to make sure they’re prepared and can account for the impact of these events on their sales numbers?

Sean: The first thing suppliers should do is maintain a history—almost like a calendar—of what’s happened in the past so they can plan for similar situations in the future.

When I was in the supplier field, one of my best practices was conducting a weekly recap of what actually happened. That helped identify events like winter storms and allowed us to look at the numbers and immediately say, “Oh, that’s what caused the dip or spike this week.”

It’s helpful to house this information in an ERP system or WMS that supports all sales groups. So, step one is identifying the patterns of when disruptions happen.

The second step is being proactive. If a supplier knows certain items are affected by winter storms, they should plan ahead—maybe hold a few extra weeks of inventory during key timeframes. That way, they can flex up quickly and meet Walmart’s needs.

On the flip side, they need to be ready for the rebound. During weather events, shoppers tend to buy ahead, which creates a surge in demand. The week after is usually much lighter, so suppliers should plan accordingly.

Are you a Walmart supplier in need of guidance? Get in touch!

Lainie: That’s great advice. Are there any general processes or organizational principles suppliers should implement to help them respond more nimbly to disruptions?

Sean: Yes, absolutely. At the very start of the season, suppliers should reach out to their merchant partners to identify whether their products fall under what Walmart considers “winter weather items.” Walmart keeps a list of these, and if a supplier’s products are on it, they should already be aware.

Those items are often purchased in truckloads ahead of storms, so early coordination is key. Partnering with the merchant and planning ahead—really as far out as possible—ensures that when disruptions occur, suppliers aren’t left scrambling. Being prepared in advance is what ultimately saves time, money, and stress.

3-Minute Insights is produced by 8th & Walton at The Ledger in Bentonville Square. The Ledger offers six fully bikeable stories of private offices, individual coworking spaces, meeting rooms, and event venues. The Ledger’s stunning views and state-of-the-art amenities make it the perfect location for doing business, hosting events, and celebrating life’s milestones, including weddings!

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This episode of Three Minute Insights features Terry Clear discussing Amazon’s decision to drop Amazon Go and Amazon Fresh to focus on Whole Foods. We examine the implications for Walmart suppliers and what they should monitor in this evolving grocery landscape.

Lainie: Welcome to Three Minute Insights, where we discuss issues of importance to retail suppliers. This week, our guest is Terry Clear from Ahan Walton. We’re talking about the recent news that Amazon is dropping its Amazon Go and Amazon Fresh grocery brands to focus more on Whole Foods.

Terry, how might this shift in Amazon’s grocery strategy impact the way Walmart suppliers think about retail geography and shopper reach going forward?

Terry: This is really just Amazon adjusting its grocery strategy. Amazon Fresh didn’t work out as intended, so they’re dropping it and moving on. It’s interesting to note that they plan to open a new location in the Chicago suburbs later this year.

For suppliers—large or small—the key thing is to stay on the shelf and keep your product content accurate on Walmart.com. Fulfill all your purchase orders while the two giants battle it out. This will be a fascinating fight to watch, but in the meantime, our job doesn’t change: keep Walmart in stock at the store level, make sure item files and product display pages are correct, and fulfill all orders. In short, enable Walmart to do everything it can to win this competition.

Are you a Walmart supplier in need of guidance? Get in touch!

Lainie: Given all these developments, what should suppliers be watching most closely when working with Walmart or monitoring this news? And do you think Walmart will put more emphasis on in-store sales, or continue focusing on growing its online grocery reach?

Terry: I think online grocery is where the future lies. Over the next few years, that percentage will continue to grow. Because of that, both Walmart and Amazon may make changes to their requests—like pack sizes.

We may start to see different packs for inventory destined for store shelves versus for fulfillment centers or dark stores. We don’t know exactly what those changes will look like yet, but suppliers need to be ready for them.

3-Minute Insights is produced by 8th & Walton at The Ledger in Bentonville Square. The Ledger offers six fully bikeable stories of private offices, individual coworking spaces, meeting rooms, and event venues. The Ledger’s stunning views and state-of-the-art amenities make it the perfect location for doing business, hosting events, and celebrating life’s milestones, including weddings!

The post Amazon conceding grocery ground to Walmart — 3-Minute Insights appeared first on 8th & Walton.

Managing a Walmart account today is no longer a one-role job.

Between supply chain performance, accounting accuracy, retail media, item setup, Walmart.com execution, and an ever-evolving set of systems and initiatives, suppliers are often faced with a tough question:

Do we keep hiring– or is there a smarter way to get the expertise we need?

Increasingly, suppliers are choosing the latter.

The Hidden Complexity of a Walmart Account

On paper, it may seem reasonable to hire a dedicated Walmart account manager. In practice, one person rarely has the depth required across all the areas that matter most to Walmart performance.

A fully effective Walmart team requires expertise in areas like:

• Accounting, deductions, disputes, and chargebacks
• Supply chain execution, forecasting, markdowns, and OTIF
• Retail Link tools, including Supplier One, Scintilla, APDP, APIS, TSCP 2.0, Fix-It, ASN, and more
• Walmart.com item setup, content score, catalog quality, and performance optimization
• Retail media and Walmart Connect activation
• Line review preparation and category strategy
• Walmart initiatives, seasonal planning, and evolving expectations
• Cross-functional communication with Walmart teams (Buyers, Replenishment Managers, Walmart Connect, and Data Ventures)

Building this capability internally typically means multiple hires, months of ramp time, and ongoing risk if knowledge is siloed or lost through turnover.

This is where the idea of a fractional Walmart team comes into play.

The Case for Fractional Walmart Expertise

Rather than relying on a single hire, or slowly building a large internal team, suppliers can access experienced Walmart practitioners who collectively bring deep, cross-functional expertise. For a predictable cost, suppliers gain what would otherwise require several full-time roles.

In short:

• You get senior-level Walmart knowledge without adding headcount
• You reduce execution risk tied to learning curves or turnover
• You gain immediate access to best practices across systems, supply chain, ecommerce, and retail media

The Economics Suppliers Can’t Ignore

Cost is often the unspoken driver behind how suppliers structure their Walmart teams.

Building a fully internal, dedicated Walmart team typically requires multiple roles—account management, supply chain, accounting, ecommerce, and retail media. When salaries, benefits, onboarding, and ramp time are considered, the annual investment often reaches $300,000–$500,000 or more.

A fractional Walmart team, by contrast, allows suppliers to access senior-level expertise across these functions for a fraction of that cost– often in the range of $50,000-$150,000 annually, depending on scope and service tier.

This model doesn’t just reduce spend, it reallocates it toward expertise, speed, and execution discipline. For many suppliers, it’s the only economically viable way to operate at Walmart’s increasing level of complexity without overextending internal resources.

When Suppliers Start Looking for Fractional Walmart Support

Most suppliers don’t seek fractional Walmart expertise proactively. The search usually begins when Walmart’s expectations start to outpace internal capacity.

This moment isn’t always driven by a single issue — it’s often the accumulation of signals that indicate the business has entered a more complex phase.

Common Triggers

Suppliers typically begin exploring fractional support when they encounter situations such as:

• An upcoming modular reset or line review
• Buyer feedback signaling higher expectations or risk
• Increasing deductions, fines, or compliance challenges
• Persistent in-stock, item setup, or OTIF issues
• A broker or agency relationship that lacks transparency
• Internal teams stretched thin across Walmart systems and priorities

Individually, these issues may seem manageable. Together, they often point to a broader capability gap.

Feeling the pressure of growing Walmart complexity?

If your team is hitting a wall — modular resets, OTIF issues, or too many systems — our fractional experts can help you get ahead of it all.

Fill out the form below to explore flexible Walmart support.

What Suppliers Are Realizing

At this stage, teams shift from problem-solving mode to risk management and momentum protection:

• “This feels bigger than the immediate issue.”
• “We can’t afford to lose space or credibility.”
• “We need experienced perspective before this escalates.”
• “We don’t know what we don’t know.”

The question becomes less about fixing a symptom and more about understanding what Walmart is really asking for.

Why Fractional Expertise Fits This Moment

Fractional Walmart support provides:

• Immediate access to experienced Walmart practitioners
• Clear diagnosis of whether issues are episodic or systemic
• Cross-functional perspective across operations, ecommerce, and compliance
• Guidance without forcing premature internal hiring

Rather than reacting to each issue in isolation, suppliers gain a structured way to manage Walmart’s growing complexity.

From Reactive to Strategic

Resolving today’s issue rarely prevents tomorrow’s challenge. Walmart performance is continuous, and expectations evolve quickly.

Suppliers that adopt fractional expertise at this stage are better positioned to anticipate change, prioritize effectively, and scale their internal teams strategically over time — without operating in crisis mode.

Control, Not Compromise

One concern suppliers often raise when considering external support is control.

In many traditional broker or agency models, suppliers lack visibility into day-to-day activity. Communication with Walmart can be fragmented, decisions are made without full context, and critical information doesn’t always flow back to internal teams.

Fractional Walmart expertise works differently.

Suppliers retain full ownership of their business decisions– pricing, assortment, fulfillment strategy, and brand execution– while working alongside experts who integrate directly with internal teams. The goal is not to replace supplier decision-making, but to strengthen it with insight grounded in real Walmart experience.

This transparency and collaboration are increasingly important as Walmart accelerates its use of AI, automation, and data-driven systems. Execution speed, accuracy, and cross-functional alignment matter more than ever, and suppliers need partners who connect the dots, not obscure them.

A Smarter Way to Scale

Fractional expertise isn’t about replacing internal teams—it’s about extending them intelligently.

For many suppliers, it’s the fastest way to stabilize performance today while laying the groundwork for strategic internal hiring tomorrow. As the business grows, teams can selectively bring roles in-house with greater clarity and confidence.

As Walmart continues to raise the bar, suppliers who rethink how they access expertise– not just how many people they hire– will be better positioned to compete, scale, and grow.

Ready to explore a smarter way to scale?

Our team has decades of Walmart experience — from supply chain and ecommerce to accounting and media.

Let’s talk about how fractional support can help you grow with control.

Complete the form below to start a 15-minute conversation.

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