Andrew Grant, former Buying Director at Tesco, and Darren A. Smith, former Trading Manager at Sainsbury’s, are two of the UK grocery sector’s most experienced voices in supermarket procurement. With over 35 years of combined experience and more than £3 billion in buying responsibility between them, they know exactly how supermarket buying really works—from fresh produce to grocery, and from negotiation to listing strategy.
Supplying Europe’s leading supermarkets remains the dream for producers across the globe. But the reality is often more difficult than expected. In this exclusive feature for International Supermarket News, I spoke to both men to uncover how suppliers can succeed in the European grocery market—and what they should absolutely avoid.
Looking Back: The 2022 Fresh Produce Interview
Back in 2022, I interviewed two senior fresh produce buyers—one from Tesco and one from Sainsbury’s—on how decisions are made in the ultra-competitive fresh category. They both emphasised that quality, supply reliability, and product innovation are critical to getting listed and staying listed. That conversation laid the foundation for this deeper analysis of supermarket dynamics.
Centralised Buying: One Decision, Thousands of Stores
As Andrew Grant points out, supermarket buying in Europe is extremely centralised. “At Tesco, one Buying Director can make decisions affecting more than 2,500 stores. That gives suppliers incredible scale—but also means very few decision-makers to convince.”
This centralisation streamlines the route to market but raises the bar for quality, reliability, and professionalism. Darren Smith adds, “Suppliers often don’t realise how much pressure buyers are under—from price, promotions, sustainability targets, and even weather patterns in fresh produce. It’s a high-stakes role.”
Tesco vs. Sainsbury’s: How the Approaches Differ
While both retailers are industry giants, they operate with distinct approaches:
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Tesco is highly data-driven and volume-focused. “Tesco demanded evidence—performance metrics, velocity data, promotional forecasts,” says Grant.
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Sainsbury’s prioritises quality and brand trust. “We worked closely with long-term suppliers, especially in produce,” notes Smith. “But that didn’t mean we were soft—we had tight margins and high standards.”
Despite these differences, both emphasise that relationship management and delivering on promises are non-negotiable traits for any supplier hoping to build longevity in the category.
The Pros of Supplying a Supermarket Chain
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Nationwide Reach – A single buyer decision can open the doors to hundreds or thousands of stores.
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Brand Visibility – Placement in a supermarket drives awareness, often beyond what small producers could achieve alone.
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Improved Financing – Banks see contracts with large retailers as lower risk, making loans and investment easier.
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Retailer Support – Supermarkets often help suppliers with data insights, packaging improvements, and scaling operations.
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Operational Guidance – Especially in fresh produce, buyers may provide detailed feedback that improves the product offer and shelf life.
The Cons – What Suppliers Often Miss
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Reduced Margins – Supermarkets buy in bulk, which often means lower prices for suppliers.
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Pressure to Scale – If your product succeeds, you must meet surging demand—fast.
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Strict Compliance – From traceability to food safety certifications, retailers require detailed assurance before onboarding.
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Performance Expectations – Late deliveries, poor availability, or missed promotions can lead to rapid delisting.
Trade Shows: The Buyer-Supplier Battleground
Over the years, I’ve attended dozens of international trade shows and walked the halls alongside supermarket buyers. What I’ve learned is this: a buyer’s time is extremely limited, but for a supplier, a few minutes with the right buyer can change everything.
So, What Must a Supplier Do to Get Listed?
According to Andrew Grant and Darren A. Smith, here are key steps to stand out:
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Research the retailer’s needs – Don’t pitch blindly. Tailor your approach to their category goals and consumer targets.
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Be Retail-Ready – Packaging, pricing, logistics, and certifications must all be in place before approaching a buyer.
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Offer Something New – Whether it’s health, sustainability, innovation, or provenance—bring something unique.
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Prove You Can Deliver – Capacity, consistency, and contingency plans matter.
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Follow Through – Interest is only the beginning. You must act fast and professionally to secure a listing.
Conclusion: More Than Just a Good Product
As Andrew Grant puts it, “Getting a listing is only half the battle. Staying on the shelf takes discipline, responsiveness, and a business mindset.”
Darren Smith agrees: “Buyers want to trust you—not just your product. Build that trust, and you’ll build a business.”
For global suppliers looking to crack the European grocery market, this advice from two seasoned buyers offers more than just insight—it offers a real-world blueprint.
Has Anything Changed Since?
In many ways, the fundamentals remain the same: supermarkets still look for reliability, scalability, and consumer relevance. However, what has changed since 2022 is the growing influence of sustainability, data transparency, and digital traceability in the buying process. Retailers are under increasing pressure—from governments and consumers alike—to prove ethical sourcing, reduce food miles, and cut waste. Today’s suppliers must not only offer a good product but also demonstrate how they align with these evolving priorities. In short, the game hasn’t changed—but the rules have certainly evolved