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Sankey diagram of The Kroger Co.. A complete text table follows the diagram.
Digital demand grew 17%, but underperforming automated warehouses forced Kroger to rebuild fulfillment around stores, delivery partners and denser markets.
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The flow uses reported sales categories, gross profit and adjusted FIFO operating profit to frame Kroger's operating model. Adjusted FIFO operating profit is a non-GAAP measure reconciled in the filing. The residual operating-cost node is editorial arithmetic and excludes the $2.585 billion fulfillment-network impairment and other adjusted items.
Labels and narrative explain the filing. A category marked “arithmetic bridge” or “residual” is calculated from reported totals, rather than a separately reported line.
| Category | Stage | Value | Notes |
|---|---|---|---|
| Grocery, pharmacy & digital | 1 | $30.4B | Retail sales excluding fuel |
| Supermarket fuel | 1 | $3.2B | Traffic and loyalty ecosystem |
| Media, data & other | 1 | $327M | Alternative-profit businesses |
| Customer spending | 2 | $33.9B | Stores remain the traffic engine |
| Gross profit | 3 | $7.7B | 22.8% gross margin |
| Products, logistics & occupancy | 3 | $26.1B | Merchandise, rent and depreciation |
| Adjusted FIFO operating profit | 4 | $1.1B | Underlying retail economics |
| Stores, people & fulfillment | 4 | $6.6B | Operating the omnichannel network |
| From | To | Value |
|---|---|---|
| Grocery, pharmacy & digital | Customer spending | $30.4B |
| Supermarket fuel | Customer spending | $3.2B |
| Media, data & other | Customer spending | $327M |
| Customer spending | Gross profit | $7.7B |
| Customer spending | Products, logistics & occupancy | $26.1B |
| Gross profit | Adjusted FIFO operating profit | $1.1B |
| Gross profit | Stores, people & fulfillment | $6.6B |