• Two in three shoppers regularly visit a second supermarket because ALDI doesn't stock what they need—dietary items, sensory-friendly products, and trusted brands are consistently missing.
• The checkout experience divides opinion: while some love self-service for avoiding social pressure, others feel rushed by the fast-paced model that leaves no time for people who need it.
• 37% want online ordering and delivery—not as a nice-to-have, but as essential access for people who find physical stores exhausting, overwhelming, or impossible to navigate.[/li]
ALDI gets full marks for value. With an average rating of 3.5 out of 5 for value-for-money, shoppers with disability and carers appreciate the lower prices. But here’s the rub: cheap doesn’t mean accessible—and savings lose their sparkle when you have to do it all twice.
Nearly two-thirds of respondents—64%—said they always or often need to visit a second supermarket after ALDI. That’s not just an inconvenience; that’s extra time, extra energy, extra cost—and for many people with disability, extra pain. As one shopper put it:
"I always need to do a second shop because they don't stock the specific dietary items I need."
The product range scored just 3.2 out of 5 for meeting needs. People aren’t asking for luxuries—they’re asking for basics. Gluten-free options. Dairy alternatives. Familiar brands that fit medical diets or sensory sensitivities. When ingredients change without warning, the fallout is real.
"My support workers don't have my full complicated range of what I can and can't eat in their head. Sometimes they bring home stuff that I can't eat and I get sick."
Getting around the store added another layer. Aisle navigation averaged 3.6 out of 5, but that number hides big differences. A wheelchair user rated it 1 out of 5. People with physical disabilities averaged 3.5, while those with intellectual disability rated it 4.6. The built environment might look fine on paper—but lived experience tells another story.
One shopper described it vividly:
"The weight of the trolley causes me pain. Sloping footpaths mean it pulls to the side. I have to stop it hitting parked cars. Then I'm expected to return the trolley to get my coin back, but I'm so sore I just leave it and lose the coin. When I use my wheelchair, there's no wheelchair-friendly trolley. The accessible parking bays are always full. It's just easier to go to Coles or Woolworths."
Then there’s checkout. For some, self-service checkouts are a revelation—
"no more small talk"
said one neurodivergent shopper. But for others, the pace is punishing.
"It can be very stressful having that fast-paced environment without an option for it to go slower,"
shared another.
Vision-impaired shoppers reported feeling "panicked when I have to quickly grab all my groceries and get out of the way."
One elderly customer said simply: "I prefer for the checkout operator to pack my bags for me."
And the top request? Online ordering and delivery. A full 37% of respondents said it’s the single thing ALDI should prioritise. Not wider aisles. Not brighter lights. Not even slower checkouts—though all got a mention. Online ordering wins because it solves multiple problems in one hit.
ALDI built its reputation on value and efficiency. But efficiency designed for one type of shopper leaves others behind. The fast-checkout model that some customers love becomes a barrier for people who need more time. The limited product range that keeps costs low forces disability shoppers to do double duty—erasing any savings they made.
Here’s the bigger picture: inclusion isn’t a favour. When people with disability talk about access, they’re often told to be grateful for “special” treatment. But this data tells a different story. People aren’t asking for charity—they’re asking to be customers. They want what everyone wants: to buy what they need, at a price they can afford, without jumping hurdles.
The lack of online ordering stands out like a shopping-trolley dent in a car door. In 2025, almost every major supermarket offers click-and-collect or home delivery. ALDI doesn’t. For someone managing chronic pain, mobility limits, or anxiety in crowds, this isn’t about convenience—it’s about access.
"I'm homebound. My support workers shop for me. I never know how to answer 'do you shop at ALDI' questions."
The trolley story alone shows how tiny design decisions stack up into big exclusions. Heavy trolleys. Sloped footpaths. One trolley bay. No wheelchair-friendly options. Full accessible parking. Each seems small; together, they create a barrier. One shopper literally paid a dollar not to return the trolley—because the physical cost was too high.
Start with online ordering and delivery. It’s the most requested change, and it addresses the widest range of needs. Partner with existing platforms if you must—but make it happen. This isn’t a nice-to-have. It’s basic access.
UPDATE: October 2025 - ALDI are now offering delivery via DoorDash
Create a slower checkout option. Clearly marked. Properly staffed. Designed for shoppers who need more time or support. Efficiency doesn’t have to mean “fast”—it should mean “works for everyone.”
Expand your product range with intention. You don’t need every brand under the sun. But you do need to understand what’s non-negotiable for customers with dietary, medical, or sensory needs. Talk to disability communities about what’s missing—and keep those items consistent.
Rethink the physical environment. Don’t guess—co-design. Add extra trolley bays. Offer lighter and wheelchair-accessible trolleys. Ensure accessible parking is genuinely available. Fix those footpath gradients or offer alternatives. Small changes, big impact.
Train staff for flexibility. Some shoppers need time, some need space, some need help, and some need to be left alone. Recognising that difference isn’t inefficiency—it’s intelligence in action.
ALDI has built something Australians genuinely value. Now it’s time to make sure everyone can actually reach it.
Kelly is the Managing Director of [Knowable.Me](http://knowable.me/), driving value creation and providing data and insights into the needs and preferences of people with disabilities.
Throughout her career, Kelly has held senior corporate roles in Complaints, Accessibility & Inclusion, Customer Experience, and Brand & Communications. Her blend of strategic thinking and human-centred design methodologies brings alignment of disparate groups to influence positive momentum and drive growth.
Kelly holds Chair and non-executive board roles and is a member of the Technology, Innovation & Value Creation Committee of Swinburne University. She is a graduate of the Australian Institute of Company Directors.
Kelly identifies as “blind, with just enough vision to be dangerous” and is ably assisted by her guide dog, Zali.
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