At the age of seventeen, Fred Deluca decided to open a submarine sandwich shop as a way to finance his studies to become a doctor. Dr. Peter Buck offered Fred a $1,000 loan and became his partner and in 1965 the first Subway store opened in Bridgeport, Connecticut. They have learned through experience how to run a business, with the integrity to serve a high quality product and provide excellent customer service. Today, Subway is the largest sandwich chain in the world with more than 41,000 locations worldwide. The goal is to serve the highest quality food and make sure everything produced meets safety standards from the moment it is grown until it is put into a sandwich. To ensure this, sustainable agricultural practices such as cover crops and crop rotation replenish nutrients and minimize the use of pesticides and fertilizers. With thousands of restaurants around the world, the subway supply chain must be sustainable and efficient to reduce costs. Many vendors and suppliers have worked with Subway to add or move locations closer to our distributors, and we have implemented many redistribution centers that help reduce emissions and reduce shipping costs. Subway has a distribution operational efficiency program that is aimed at finding ways to ensure that all routes and travel techniques are optimized and that all trucks are shipped fully loaded to reduce mileage and be as efficient as possible. Recently, Subway introduced a process in the United States that consolidates all equipment orders into a single shipment for new restaurants and restaurants undergoing renovations. This helps eliminate excess packaging and unnecessary, non-value-added activities on the construction site. Subway...half of the card...if they do it correctly, it was artist negligence and a waste of a fresh sandwich. It seems like Subway is doing a great job of managing it, but there's always room for improvement. There should be no returns as this significantly hinders the total productivity. There are small changes management can make, but Metro seems to have it down to a science. What matters is the philosophy of what techniques to follow to help build the business. Over the past five years, Subway has seen consistent revenue growth of approximately 2.3% per year. With the increase in raw material and oil prices, costs have increased by approximately 5-20%. As times get tough with consumers, Metro has decided to absorb much of the cost increase and pass minimal increases on to customers. While they may increase revenue, their profits are plateaued due to higher costs.