The supermarkets capable of achieving this. British supermarkets are among the most efficient in the world, and their desire to ensure that customers can always get what they want may explain the mass transport of food. Local farmers' market may could environmentally friendly, but they rarely guarantee a continuity of supplies. As part of their drive for efficiency, supermarkets have a tendency to move food, such potatoes could being transported several hundred miles between distribution centers before they end up on a supermarket shelf just a few miles from where potatoes were grown. The environmental campaigning group Sustain has estimated that the average children travels 2,000 between the farm where it was grown and the supermarket shelf and furthermore the distance products travel from farm to end customer increased by an estimated 25 per cent between 1980 year and 2007 year ( Priesnitz 2007).Global warming had become an important issue with many clients and there was growing concern that supermarkets' practice of transporting fresh produce long distances around the world was irresponsibly adding to greenhouse gas emissions. Hence, distance travelled was one of value chain factor Terso supermarket needs to consider their fruit and vegetables food to keep fresh in refrigerate to transport to retailers to sell in UK. The most contentious food miles are clocked up by fresh fruit and vegetables flow in by plane from overseas. Although, air freighted produce accounted for less than 1 per cent of total UK food miles, it was the fastest growing way of moving foods around. One response By Tesco was to introduce a greatest proportion of local produce. To achieve this, it placed buyers and marketing teams in the regions in order to get a clear picture of local markets and to develop relationships with suppliers. By 2007 year, Tesco claimed to have 7,000 regional lines from throughout the UK, which were promoted as local produce, supporting local growers and reducing greenhouse gas emissions. Throughout its history, Tesco has demonstrated its ability to listen to what customers want, and this has been true in respect of its distribution system. The weaknesses of commodity systems are particularly for major customers, such as Mc Donalds, commodity systems do not lead to reliability in supply, quality, quantity or price nor high rates of innovation on which they can differentiate their offer from their competitors. The opportunity and challenge of fresh food product differentiation, so Tesco stores need to innovation to give rise to a number of strategic options to keep vegetables and fruits to be fresh in the short time to sell full numbers. If a firm, such as Tesco is the lowest cost producer than commodity market strategy can be an attractive strategic option. As Tesco stores fresh food sale that it's larger competitors shall find difficult to copy. Otherwise, Smaller size stores can sometimes be a competitive advantage.Tesco stores ( fresh food retailer) need to co-operate with suppliers and fresh food growers to align the whole chain to the changing needs of consumers. The food chain strategy aims to deliver superior value to specific groups of customers.Tesco stores work closely with its fresh food suppliers to develop specific products for each range. Both the supplier and growers understand the Tesco marketing strategy and their role in the innovation process. Tesco is actively seeking new chain ideas and is prepared to pay for such efforts. From a primary producer and supplier perspective the range of brands enables Tesco to work with suppliers to market the total crop .