Efficiency refers to the performance level corresponding to using minimal inputs to achieve the maximum possible outputs. Despite its importance to the Canadian economy, such performance assessments has rarely been undertaken in the hardware retail industry in recent years. We present the results of a recent study of the relative efficiencies for three major chains of hardware and renovation retail stores operating in Canada (Home Depot, Lowe’s and Rona). We use the classic and bootstrap data envelopment analysis (DEA) models to measure performance levels over the 22 years from 2000 to 2021. Overall, the firms exhibited high efficiency during this period, and operations management was the primary source of inefficiency. However, an analysis of trends over the 22 years shows that all three companies experienced periods of declining efficiency at the beginning of the study period, followed by a phase of recovery that appears to have accelerated towards the end of the study period. Our longitudinal analysis also indicates that recent shocks and crises have impacted the firms. The succession of crises at the end of the 2000s, the 2007 forestry crisis in Canada, and the 2008 global financial crisis led to the lowest period of efficiency for all the firms, from which they started rebounding in 2011. The specific impact on Rona can explain Lowe’s acquisition of Rona in 2015. However, such a move did not seem to have had a significant improvement beyond accelerating a recovery that had started a few years earlier. This may explain Lowe’s sale of all its Canadian operations in 2022, leading to a new firm called Rona+. Finally, the COVID-19 pandemic also seems to have had a similar effect: accelerating the recovery from the 2008 financial crisis that the firms had started in 2011.

The Home Depot Foundation is currently accepting applications for funding under its Veteran Housing Grants program, which it established to support nonprofit organizations engaged in the development and/or repair of multifamily housing units for veterans of the U.S. armed services.

Home Depot Foundation Veteran Housing Grants

This study investigates the return dynamics, volatility structure, and risk characteristics of five representative S&P 500 stocks: Johnson & Johnson, Microsoft, NVIDIA, Coca-Cola, and Home Depot, using ARMA-GARCH models. Descriptive statistics and diagnostic tests confirm non-normality, negative skewness, fat tails, and volatility clustering, providing strong justification for conditional mean-variance modelling. Optimal model specifications are selected via the Bayesian Information Criterion, with EGARCH frameworks generally outperforming alternative GARCH variants in capturing asymmetric volatility responses. Rolling-window forecasts for 2024Q1 show that the models generate stable and reliable volatility predictions for low-volatility stocks (JNJ, KO), while performance is weaker for highly volatile stocks (NVDA), highlighting structural limitations under extreme market shifts. To evaluate risk management implications, one percent Value-at-Risk and expected shortfall were computed and backtested. Results indicated conservative tail-risk forecasts, with violation rates well within acceptable thresholds. Portfolio applications are further explored by constructing the Global Minimum Variance Portfolio (GMVP) and the Maximum Sharpe Ratio (Max SR) portfolio using rolling covariance estimates. Out-of-sample backtesting demonstrated that the GMVP delivered low volatility but modest returns, whereas the Max SR portfolio achieved significantly higher performance, consistent with the risk-return trade-off. Overall, the findings confirm that ARMA-GARCH models are effective tools for modelling conditional volatility and informing dynamic asset allocation. However, their limited adaptability to jump risk and nonlinear structural breaks underscores the need for more advanced modelling approaches in high-volatility environments.

Home Depot commits $10 million for skills training.The Home Depot Foundation has announced a new commitment of $10 million to broaden access to skilled trades training and education.This investment includes a new $1 million partnership with Boys & Girls Clubs of America that is designed to introduce more young people to career opportunities in the

Home Depot commits $10 million for skills training

Business Strategies and Best Practices for NonprofitsBoard fundraising challenges often date back to poor recruiting, onboarding efforts, experts say I not unusual for nonprofits to struggle with getting their boards to contribute in meaningful ways to the group's fundraising and development efforts.But while there could be a great many reasons for this -a lack of training and comfort "making the ask," for starters -it's often not related to the ability or enthusiasm of the board members themselves."So when our board members aren't raising money joyfully or successfully, or on time, or the way we ask them to do, you usually find that there's a systemic problem behind Inside This Issue

Companies across all industries are putting personalization at the center of their enterprise strategies. For example, Home Depot, JPMorgan Chase, Starbucks, and Nike have publicly announced that personalized and seamless omnichannel experiences are at the core of their corporate strategy. We are now at the point where competitive advantage will be based on the ability to capture, analyze, and utilize personalized customer data at scale and on how a company uses AI to understand, shape, customize, and optimize the customer journey. The obvious winners have been large tech companies, which have embedded these capabilities in their business models. But challenger brands, such as Sweetgreen in restaurants and Stitch Fix in apparel, have designed transformative first-party, data-driven experiences as well. Due to multidisciplinary and multimethod character of the concept of consumer behavior, it is appropriate to study it accordingly in order to understand the subject with its different aspects and holistically. Especially with the cultural, social, technological, etc., changes within today’s world, this issue becomes prominent. In other words, despite the intensive literature on the subject, there is still a need for such studies.

Retailers like Walmart, Target, and Home Depot have adopted Enterprise Resource Planning (ERP), leading to cost savings and efficient inventory and supply chain management. However, some companies, such as Nike, Waste Management, and Lidl, have faced challenges in transitioning from old to new systems, marked by changes in employee behavior, increased workload, and rising stress levels. Although extant literature focuses on employees’ technology-induced workload, limited insight exists into whether and how such workload transpired by ERP is transmitted from managers to employees and the implications on customer service. To address these gaps, we draw on the conservation of resources theory, utilizing multilevel and multirespondent data collected during the initial phases of ERP implementation in retail stores. We find an indirect crossover effect of technology-induced workload from managers to employees, mediated through manager close monitoring, and an indirect effect of manager technology-induced workload on customer-directed sabotage, serially mediated by manager close monitoring and employee technology-induced workload. Furthermore, surface acting amplifies the impact of employee technology-induced workload on customer-directed sabotage. The study contributes to the discourse between technology-induced workload as a technology-related stressor and customer service, two areas that have evolved in parallel fashion without much cross-pollination.

Home Depot Foundation commits $2 million for hurricane relief.

Home Depot Foundation Veteran Housing Grants

The process of sourcing Reclaimed Construction Materials (RCMs) is predominantly manual and hindered by the limited digital presence of RCMs. However, the advancing technological landscape provides an opportunity to create a modular framework that can assess the value proposition of New Construction Materials (NCMs) and RCMs for a project before acquiring them. A field study in the Kitchener/Waterloo region inspired the development of a framework that has three underlying systems encompassing digital tools for data collection and analysis: (1) The Real Environment uses 3D scanners and a spreadsheet software, (2) The Model Environment uses Building Information Modeling (BIM) software and a Life Cycle Assessment (LCA) tool, and (3) The Core Engine uses an optimization program. Real-world data collected from RCM stores (The Habitat for Humanity) and NCM stores (The Home Depot) are used for a realistic demonstration of the framework. By practically applying the framework to source window and door components for a modeled multi-residential building design, an integrated selection of 35% RCMs and 65% NCMs was proposed for the building design. Furthermore, sensitivity analysis is also performed for validation. The framework may disrupt the ongoing building design practices that deem material reuse problematic by enabling flexible sourcing of used and new building materials. A modular and iterative framework for facilitating reuse is thus contributed.

This study aims to research and analyze the firm’s valuation of Home Depot by exploring the company’s background and recent events, evaluating company performance, forecasting future development, and discovering the firm’s strategy and risk. The performance evaluation uses liquidity, solvency, and profitability to assess the firm operations and use of resources. The additional valuation adopts current and next year’s forecast financial data to measure the company’s EPS and revenue growth rate, P/E, PEG, and GP/A ratios. The results show that Home Depot has high liquidity, high profitability, and low solvency from its operational performance, as well as a high long-term valuation forecast in the home improvement retail industry. This consequence implies that Home Depot may have efficient business management and sound financial health by effectively meeting short-term obligations and using assets to generate revenue. Meanwhile, the company may also pose several risks, including an unstable economic environment, difficulty meeting long-term obligations, the continued decline in annual gross margins and ROIC, and potential stock overvaluation for investors.

This paper presents a detailed financial analysis and market evaluation of major players in the home improvement industryHome Depot, Lowe's, Wayfair, and Floor & Decor Holdings. It assesses these companies based on their liquidity, solvency, and profitability to provide investors with actionable insights into their financial health and market position. The analysis reveals that Wayfair, despite its robust short-term liquidity, faces challenges with profitability. Home Depot and Lowe's both demonstrate strong financial stability with efficient operations that translate sales into profit effectively, though Lowe's exhibits some concerns related to its debt levels. Floor & Decor shows impressive growth but must improve its operational efficiency to enhance profitability. Additionally, the study explores industry trends impacting these businesses, including changes in consumer preferences and economic conditions affecting spending on home improvements. It also examines the companies' responses to these trends, such as adapting their business models and strategies to sustain growth and competitiveness. The paper concludes with investment considerations, highlighting Wayfair as a potentially high-reward but risky investment due to its growth prospects and operational challenges. Home Depot remains a relatively safe bet with stable financial returns, while Lowe's and Floor & Decor might require cautious evaluation due to their financial and market positions. This comprehensive analysis serves as a crucial tool for investors aiming to navigate the complexities of the home improvement sector and make informed decisions.

The retail industry in the United States is undergoing rapid transformation, driven by increased consumer demands, expanding e-commerce platforms, and complex global supply chains. As retailers strive to maintain competitiveness, Enterprise Resource Planning (ERP) systems have emerged as essential tools for optimizing key operational processes, particularly in order management and inventory control. This paper explores the significant role of ERP systems in improving operational efficiency and customer satisfaction in U.S. retail operations. By integrating sales, inventory, and supply chain data into a unified platform, ERP systems enable retailers to gain real-time insights into product availability, order fulfillment, and demand forecasting. The study examines the impact of ERP systems on streamlining order management, minimizing stockouts, optimizing inventory levels, and enhancing decision-making through real-time data analytics. Additionally, the research highlights how U.S. retailers, such as Walmart, Target, Best Buy, Home Depot, and Costco, have successfully leveraged ERP systems to improve their operational efficiency, reduce costs, and boost customer satisfaction. However, the paper also addresses the challenges associated with ERP implementation, including data integration, system complexity, and upfront costs. Ultimately, the findings underscore the importance of ERP systems as strategic assets for U.S. retailers to adapt to the evolving retail landscape and maintain a competitive edge.

This paper reviews and evaluates Home Depot's 2022 annual report as well as its 2022 ESG report by examining the company's contribution to the realization of the United Nations' 2030 Agenda and Goals for Sustainable Development. The analysis found that Home Depot is doing very well in sustainability in terms of products and services, business operations, and social contributions. Regarding Home Depot's assessment of its strategy in CSR and TNC is: Proactive, I strongly agree with home depot's current sustainable development in its industry, but it should also pay attention to the practice of SDG in terms of no poverty, zero hunger, and quality education.

Sizing up sustainability: Influence of battery size and cell chemistry on battery-electric trucks’ life-cycle carbon emissions

PurposeThis investigation highlights the discrepancies in sustainability reporting practices, and their implications for sustainable service.Design/methodology/approachA comparative analysis methodology was employed, examining sustainability reports from similarly situated companies, specifically PepsiCo and Coca-Cola and The Home Depot, Lowe’s and HomePro. This approach was chosen to uncover variances in sustainability reporting and practices within these sectors using the Sustainability Accounting Standards Board (SASB) guidelines which all four firms followed in their sustainability reports.FindingsThe study reveals significant disparities in how companies within the same industry apply SASB guidelines. These inconsistencies highlight a broader issue of non-standardization in sustainability reporting, leading to challenges in effectively evaluating the relative performance of companies in the same sector.Practical implicationsThe findings suggest managers must prioritize standardized and transparent sustainability reporting to build stakeholder acceptance and trust.Originality/valueThis paper contributes to the existing literature by providing a detailed comparison of sustainability practices in two distinct industry sectors. It offers new insights into the challenges and importance of standardizing sustainability reporting and the potential impact on stakeholders.

Home Depot Foundation awards $1 million for construction trades program.

The Home Depot case is a great story. It's about entrepreneurship, growth, CEO leadership, and the dramatic impact, good and bad, a CEO can have on a company's growth culture, strategy, and performance. Home Depot had faced market growth challenges for the last seven years as it tried in numerous ways to reignite its growth engine. The case explores the growth strategies of CEOs Bernie Marcus, Arthur Blank, and Blank's successor Bob Nardelli, a former GE executive. After examining Home Depot's growth history, the case challenges students to devise a growth strategy for the company under a new CEO.