EXECUTIVE SUMMARY

The primary objective of the study was to understand the back-end operational processes in the supply chain within retail industry and how re-ordering system can further strengthen the revenue earnings and customer confidence. The opportunity was to work at HyperCITY (in the store located in Malad), which is one of the Indias biggest hypermarkets chain. The HyperCITY, Malad store is spread over 1,200,000 sq. ft. and offers over 44,000 products sourced from both local & global markets named One of the striking factors revealed during the learning process at HyperCITY (Malad) was that though the store offers 44,000 products over the counters not all can be physically displayed. Certain high-value niche products desired by the customers are seldom available due to very slow shelf-turnover rate. In such a case, the customer tends to search the product in the local alternative stores or in the competitors space. In basic economics term, these are opportunity loss for HyperCITY which is equivalent to a form of opportunity cost. And, it is equally impossible for the store to maintain the stock of entire 44,000 products in the store warehouse and on the shelf for the limited space available. Primary survey has been conducted at the store for a random sample of 800 to ascertain proximate percentage of revenue loss that happens at HyperCITY due to the nonavailability of such limited products. Further an analysis was done on the percentage of customers who tend to explore the alternative or competitive space for the nonavailable products at the store. To tackle with this problem and to eventually arrest the revenue loss at HyperCITY, a new re-ordering process has been designed which would be offer the customers a facility to place an order for the product not found from their shopping list and receive that product within 48 hours at their home or in the store or receive information about the product availability in the store. Simultaneously it would also provide an option for the store to sell those products which is currently not available with them. In order to find out the effectiveness of reordering process and their acceptability by HyperCITY customers or any additional service for enhancing the customer experience the questionnaire also included specific questions. After analyzing the data obtained and extrapolating to the average number of daily footfalls in the Malad store, interesting information is revealed that Daily 3960 HyperCITY customer did not find at least one product from their shopping list HyperCITY loses an opportunity to sell goods of Rs.528522 every day which is nearly 7% of its sales target
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 Daily 8058 customer visit HyperCITY who did not buy any alternative if they not find the product they wanted to buy. 60% of the sales lost by HyperCITY is realized by the competitors like D-mart, star bazaar, food bazaar, Spencer, etc. located within the catchment area and 40% is realized by the local kirana stores. Nearly 3823 customers use the reordering process daily which generate revenue worth Rs.515608. Customer did not like the change in the product location also they feel great in using the service which helps them to identify product location. Based on analysis and findings, the project recommends HyperCITY (Malad) to start reordering system which may help to recover sales target deficit happening every month. The home delivery system instituted will further strengthen the strategic position of HyperCITY vis--vis its competitors. The recommendations based on observational findings towards enhancing customer experience at HyperCITY (Malad) could be Improving customer guidance system (may be an information kiosk) Reduce queues at billing counters (by multiple segregations in terms of card, coupons and cash remittances)

Introduction
Retailing in India is one of the business enterprises of its economy and account for 14 to 15% of its GDP. The Indian retail market is estimated to be US$450 billion and one of the top five retail markets in the world. India is one of the fastest growing retail markets in the world. Indias retailing industry is essential owner manned small shops account for more than 90%. In 2010, larger format convenience stores and supermarkets accounted for about 4% of the industry and these were present only in large urban centers. Until 2011, Indian Central Government denied Foreign Direct Investment (FDI) in multibrand retail, forbidding foreign groups from any ownership in supermarket, convenience stores or any retail outlets. Even single-brand retail was limited to 51% ownership and a bureaucratic process. In November 2011, Indias Central Government announced retail reforms for both multi-brand stores and single-brand stores. These market reforms paved the way for retail innovation and competition with multi-brand retailers such as Wal-mart, Carrefour and Tesco, as well single brand major such as IKEA, Nike, and Apple. The statement flickers intense activism, both in opposition and in support of the reforms. In December 2011, under pressure from the opposition, Indian Government placed the retail reforms on hold till it reaches a consensus. In January 2012, India approved reforms for single-brand stores welcoming anyone in the world to innovate in Indian retail market with 100% owner ship but imposed the requirement that the single brand retailer should source 30% of its goods from India. Indian Government continuedto hold on retail reforms for multi-brand stores till 13th September 2012.The Government of India (GOI) announced series of reforms on 14th September, 2012 in retail. The GOI
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announcement was followed by notification from Department of Industrial Policy and Promotion (DIPP) through various press notes issued on 20th September, 2012. Liberalization of multi-brand retail (MBR) sector is one of the milestone steps taken in the direction of further liberalization of Indian economy. The GOI has approved foreign investment of up to 51% in MBRT under the government approval route i.e. prior approval of GOI is required. Although the non-resident investors are required to meet with certain other conditions such as minimum investment amount (US$100 million), local sourcing requirement (30%), minimum investment in backend infrastructure and geographical limitations, the move is an important step towards organizing India's largely unorganized retail sector. Apart from liberalizing MBRT sector, the GOI has also made important changes in the single brand retail trading (SBRT) sector. As per the revised policy, a) It is not mandatory to source from the 'small industries' in order to comply with the 30% local sourcing requirement b) Any non-resident single entity, whether owner of the brand or otherwise, can invest in the SBRT sector. The Indian retail industry is generally divided into organized and unorganized retailing. Organized retailing organized retailing refers to trading activities undertaken by licensed retailers, those who have registered for sales tax, income tax, etc. These include corporate-backed hypermarket and retail chains, and also privately-owned large retail business. Hence, organized retail which now constitutes a small four percent of total retail sector is growing at a much faster pace of 45-50% per annum and quadruples its share in total retail trade to 16% by 2011-2012. Unorganized retailing- unorganized retailing refers to the traditional forms of low-cost retailing, for example, local kirana shops, owner-operated general stores, paan/beedi shops, convenience stores, hand cart and street vendors, etc. the unorganized retail sector is growing at about 10% per annum with sales rising from US$ 309 billion in 2006-07 to US$ 496 billion in 2011-12

Major Indian retailers Brands REI Agro Ltd Retail Future groups-format Stores 6TEN and 6TEN kirana stores Big bazzar, food bazzar, pantaloons, central, fashion

station,brand factory, depots, aLL, E-zone etc.

Fabindia

Textiles, Home furnishing, handloom apparel, jewelry.

RP-sanjivGoyenka Group Spencers Hyper, spencers daily, music world, Au Bon Pain retail-formats (international bakery cafeteria), Beverly Hills polo club

The Tata group-formats

Westside, star India bazaar, steeljunction, landmarks, titan industries with world of titan showroom, croma.

Reliance retail format

Reliance mart, Reliance fresh, Reliance super, Reliance footprint, Reliance living, Reliance Digital, Reliance jewelry, Reliance trend.

K Raheja Corp Group- Shoppers stop, Crossword, HyperCITY, Inorbit mall. formats

Lifestyle

International life style, Home center, Max fun city and International Franchise brand store.

Adityabirla group Gitanjali

more outlets Nakshatra, Gili, Asmi, Ddamas, Gitanjali-jwels, etc.

HYPERCITY
INTRODUCTION

HyperCITY Retail (India) Ltd. is part of the K. Raheja Corp. Group, a leader in the Indian retail sector. K Raheja Corp helped create retail boom in India with Shopper's Stop, Inorbit Mall and Crossword apart from their successes in realty and hospitality. HyperCITY also offers other value added services like consumer finance, ATM facility, telecom services, pharmacy, Bakery and Restaurants etc. under one roof. HyperCITY launched its first store in Malad, Mumbai, which is spread over 1,200,000 sq. ft. Today, HyperCITY has accomplished a total of 13 stores since inception and have marked its presence in cities like Mumbai, Hyderabad, Bangalore, Bhopal, Amritsar, Delhi, Ludhiana and Jaipur, Pune & Ahmadabad. It offers over 44,000 products sourced from both local & global markets. HyperCITY provides a truly international shopping experience, where customers can shop in comfort in a large, modern, and exciting environment. It offers a wide and contemporary range of innovative products, sourced from both local and international markets. The product range varies from Foods, Home ware, Home Entertainment, Hi-Tech, Appliances, Furniture, Sports, and Toys & Clothing. The first HyperCITY store opened in Mumbai in May, 2006, spread over 120,000 sq. of retail space.
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Besides introducing several firsts to Indian retailing, HyperCITY has an exclusive supply agreement with Waitrose, a top supermarket chain in U.K. and an exclusive arrangement with Raleigh Cycles for India.

VISION
To be an integral part of customer lives, by offering them a high quality shopping experience through great product at ever best prices.

AWARDS & RECOGNITIONS

International Awards
1.

2.

HyperCITY, Mumbai won The Award of Merit for Large Format Specialty Store at the United States International Design Awards in New York on 15th January, 2007. This is the first time that an Indian Company has received an award like this. This was the 36th awards function for the Institute of Store Planners/VM+SD International Store Design, New York. HyperCITY was voted as India's top retail store by Retail Week, a leading U.K. magazine revered by retailers worldwide. It was voted as the 100 Shops You Must Visit, across the world and was featured amongst internationally renowned stores such as Bloomingdales New York, Selfridges U.K, Louis Vuitton Paris and Carrefour Shanghai. The special report carried weight age for innovation and creativity in retail, as well as recognizing retail excellence. The report was based on a survey carried out by Retail Week amongst key players in the retail industry consisting of businessmen, analysts, retail consultants, editors and top shoppers around the globe.

Domestic Awards 1. Coca Cola Golden Spoon Awards 2009 - Images award for excellence in food retailing awarded Gourmet city as "Most Admired Food Retailer of the Year" & "Innovative Retail Concept". 2. Star Retailer Awards awarded Gourmet city "Debutant Retailer of the Year 2008". 3. The Bold 100 - IDG India CIO magazine has recognized Shoppers Stop and HyperCITY as a recipient of 2008 CIO 100 Award. The annual award program recognizes those executives and organizations those are playing not just to survive, but to win and embrace great risk for the sake of great reward 4. Most Admired Retailer of the Year for Retail Design & Visual Merchandising Images India Retail Forum, 2007 5. Star Retailer - Value Retailer of the Year 2007 6. Asia Retail Congress - Reid & Taylor Retailer of the Year (Hypermarket).

Contact Info
http://www.hypercityindia.com/ http://twitter.com/hypercityindia http://www.youtube.com/hypercityindia

Website

INTRODUCTION TO HyperCITY (Malad) STORE

HyperCITY launched its first store in Malad, Mumbai in May, 2006, which is spread over 1,200,000 sq. ft. Today it offers over 44,000 products sourced from both local & global markets. HyperCITY Malad provides a truly international shopping experience, where customers can shop in comfort in a large, modern, and exciting environment. It offers a wide and contemporary range of innovative products, sourced from both local and international markets. HyperCITY, Mumbai won The Award of Merit for Large Format Specialty Store at the United States International Design Awards in New York on 15th January, 2007. This is the first time that an Indian Company has received an award like this. This was the 36th awards function for the Institute of Store Planners/VM+SD International Store Design, New York.

Retail store is divided into three Departments General Merchandise Food Fashion

1) General Merchandise- This department is subdivided into various parts is: HAM- Hi-tech Appliances Multimedia. Sports Toys Stationeries Furniture

2) Food- This department is Subdivided into various parts: Ready food Instant food
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Beverages Staples Homecare Personal Care

3) Fashion- This department is subdivided in various parts that are: Cloths (div. into kids, men women) Shoes Accessories

Managerial Levels and Hierarchy

The management of HyperCITY Malad store has three levels: 1. 2. 3. 4. 5. Senior management (i.e. general manager & deputy general manager) Middle management (i.e. store operational manager) Low-level management (i.e. service manager) Team leader Associates

Top-level management

Require an extensive knowledge of management roles and skills. They have to be very aware of external factors such as markets. Their decisions are generally of a long-term nature Their decisions are made using analytic, directive, conceptual and/or behavioral/participative processes They are responsible for strategic decisions. They have to chalk out the plan and see that plan may be effective in the future. They are executive in nature.

Middle management Mid-level managers have a specialized understanding of certain managerial tasks. They are responsible for carrying out the decisions made by top-level management.

Lower management This level of management ensures that the decisions and plans taken by the other two are carried out.
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 Lower-level managers' decisions are generally short-term ones Team leader They are people who have direct supervision over the working force in office factory, sales field or other workgroup or areas of activity. Associates The responsibilities of the persons belonging to this group are even more restricted and more specific than those of the foreman.

Store Managers Daily Operations

SAV- Stock Adjustment Voucher-It is basically used when Product gets defective due to any reasons (expiry, broken, leakage etc.) and it has no usage value then voucher is filled to adjust that stock which is removed from the inventory that is known as Stock Adjustment Voucher. Negative Inventory- When inventory or stock is shown negative in the system that inventory is known as negative inventory. To clear negative inventory, the stock of the negative inventory is sold with different SKU no whose stock is not available but system shows it positive. For example: If A product gets finished and B has the inventory of two units. Product A is of Rs 100 and Product B is of Rs 200 somebody by mistake Product B is kept on A SKU by which pricing mistake would be there and due to which product B would be billed at price A by which earlier system shows the inventory of A was zero but now after billed inventory of product A gets negative this is known as negative inventory. A special procedure is followed to adjust negative inventory. PICS-Perceptual or Physical inventory Count Sheet- PICS is a process of calculating variance of the products and preparing a sheet of physically counted inventory that sheet is known as PICS. Team Briefing-It is a daily routine activity to discuss about the targets of the store, what the team had achieved yesterday and what they will achieve today this process is known as team briefing. Man Power Scheduling- It is a process of scheduling man-power in their particular department according to the need and according to the situation. Like 30%- day time, 10%- afternoon, 60%- evening or night. Floor Walk- It is a process of checking the Hygiene, ticketing, merchandising etc that whether the products are placed correctly or not, this process of checking out positive and negative points by taking a walk on the floor is known as floor walk. Trade Report- It is the process of reporting to the buyers or to the seniors if employees are facing any problem or want to give any suggestion. It is a communication from the employee side to the seniors this process is known as trade report.
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Price checking-It is a daily activity of checking the prices of the products whether the prices of the SEL (Shelf Edge Label) prices are matching with the system or not. If the prices are not matching then SHL is changed with new prices, this process is known as price checking. FMR check- Floor Movement Register- It is the register always placed on the floor to check out the employees scheduling. This floor register is placed for the purpose, if any employees have to go from floor he/she have to register themselves on floor register. By this anybody would come to know that which employee is missing from his/her place. Noticed where they had gone and at what time, this process is known as FMR check. OOS- Out Of Stock- When system show that this product have zero inventory then we can say that product is out of stock this is known as Out Of Stock and then purchase order list is prepared and send to the Buyer. Visual Merchandise-It is a process of managing the store merchandising or the looks of the product to attract customers i.e. keeping flowers on cooler, using various colorful lights in store etc. This process is known as visual merchandising so that visually it looks good. There is a general tendency of the buyers that they get attracted to those things which are good looking in their outward appearance just like a passerby gets more attracted towards a beautiful girl than an ugly looking girl. So, it is very important for any retail store to create pleasant visual merchandise which shall catch the eye of the customer and they should get tempted to enquire about it.

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PROCESSES AT HyperCITY: (My Learning)

PICS AND DESPATCH PROCESS
INTRODUCTION: This is a process followed by the receiving team at the point of receiving which help to maintain proper record and ease the stock entry to the system and prevent to take near expiry product in thestore.

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REFILING PROCESS
INTRODUCTION: It is one of the most important process of store operations and help to keep the stock of each goods on the shop floor and demanded that no rack or a place should keep empty weather the product are available in the store on not available in the store.

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PROCESS FLOW FOR HOME DELIVERY

Introduction: there are some goods which is too heavy for customer to carry so it is expected from the customers to deliver such goods to the home of the customers for which the guideline given below has to be followed to avoid any difficulty.
Customer calls the Home delivery manager / Associate

HD Manager/ Associate greets the customer and asks for the Discovery Club Card Number

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HD Manager/ Associate enters the DCC number in MMS and check for the society

Delivery associate enters the details in the Exp HD Outward Register

All the bags are kept in the Delivery Van as per the Home delivery Route plan

Home delivery van leaves the store

Van reaches the Customers place 15 Delivery associate calls the customer at his/her main entrance

Customer is Available

Customer is not available

PERCEPTUAL INVENTORY COUNT PROCESS

Background: PICS process is used to maintain the record of the inventory in the store by counting it on a regular basis it also help to match the quantity of goods on floor with the quantity shown in the system which assures that store is working good and no inventory loss occur to the store.
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A quarterly plan for inventory count has been scheduled by SC

Pics information sends to all concern people by email at least 24hr prior to scheduled date

If there is some problem on scheduled date the concern person write mail to GM

A concern person gives confirmation to SC and makes arrangement for count

The reason is approved by the GM

Each single product is counted either manually or with scanner

The counting is scheduled further

Stock quantity in system is freeze by the SC on the morning

The data is feeded in to the system and a variance report is generated through seagal The count sheet has been generated by the stock controller The report contain the on hand quantity and system quantity and a variance in them All sheet i.e. count sheet, delayed report, variance report, investigation report and final report is attached and sign of each concern person is taken

All count sheets handed over to the stock 17 controller

Sheet verified by stock controller to ensure

Top 20 loss and gain skus are received by sm

Count data accepted/passing done

Soft copy is saved of the data uploaded in excel formula

Process Note for Return to Vendor (RTV) from Store and DC

Introduction There are occasions when goods have to be returned to the vendor. It may be due to various reasons. However, Buyer is in a best position to take this decision as, he/she is aware of the terms and conditions with the vendor and as a process buyer would be the final authority to confirm the RTV. All RTVs will only be executed on approval of the buyers. No goods will be accepted at the DC without such approval.

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RTV goods will be dispatched from the store to the DC on a separate STM with instructions as RTV due to ------ (Reason for RTV).

A copy of the approval from the buyer will accompany the STM

Buyer on His/hers turn will keep the D&L Department informed about the RTV in advance. The DC would require 48 hours to process an RTV.

D&L Department will inform DC about the impending RTV in advance through a mail.

The buyer will coordinate with the vendor inform the D&L Departments to when the vendor would collect the goods.

The DC will keep the Goods packed and Marked as RTV in area earmarked as RTV Zone.

The RTV quantity will be allocated in the system and would be shipped only when the vendor physically comes to pick the consignment.

If some goods from the DC are also to be RTVed along with the ones that have come from the store, the buyer will keep the D&L Department and the DC informed about it 48 hours in advance.

Once the RTV is made, the vendor is expected to come and collect it in 3 days. If the vendor does not come to collect the RTV goods on the nominated date, the goods would be dispatched to the vendor on to pay basis. (The Buyers could inform the vendors regarding this condition)

Transferring SKUs from One Slot to another Slot

Case: When a transfer is raised from Warehouse to Store and store under receive the Qty, balance under received qty goes into Shipping Adjustment slot. These stocks from Adjustment slot need to be moved to receiving slot.

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Step to check if any SKU is present in Shipping Adjustment slot. Menu Option: 13 - Distribution Center Management 24 - General Management Inquiries SKUs 18 - Within Slot Locations

Above screen will appear. Over here you need to input Warehouse No and Slot. You can use F3 search menu option for a Warehouse or Slot.

Note: Shipping Adjustment Slot - SHPADJ Receiving Slot - RZ000001

Once you input the warehouse and the slot it will show you the SKU no and the Qty present in SHPADJ slot. These SKU Nos needs to be moved from SHPADJ slot to RZ000001 Slot.

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Step to move SKU from Shipping Adjustment Slot to Receiving Slot Menu Option: 13 - Distribution Center Management 04 - Warehouse Maintenance 03 - Move and General Maintenance 03 - Manual Moves

Above is the Screen of Warehouse Invt Movement. Here you will need to input Warehouse No Warehouse for which the movement will be done. SKU No SKU no for which the movement has to be done. Clerk Initials Clerk Name. Search available. Same initial as been put while receiving. From Slot Slot name from which SKU need to be moved. To Slot Slot name where the SKU has to be moved. Will be always RZ000001 Quantity Qty that needs to be moved. You can always refer the Units to move. Units to move will always show Qty that SKU is carrying in that slot.

Once you have inputted all the above details Press F7. This will save the transaction.
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The above procedure needs to be performed for each and every SKU for which Movement has to be done.

Once you are done with movement you can again go back and check for qty present in Shipping Adjustment slot. Once you have performed the process from moving the stocks from Adjustment slot to receiving slot, Adjustment slot ideally has to be Blank.

I WILL BE BACK PROCESS

INTRODUCTION:-I will be is a tag or a slip pasted on that SKU number is finished or product of that variety is finished on the counter and slip is pasted ` I will be back Process of I Will Be Back also help in managing floor and it involve the following process

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First of all they will see the products which are not available. Scan there Bar Codes and Place I Will Be Back on it, so that employee should come to know that this product must be placed soon. Secondly an employee come and scans all the bar codes where I Will Be Back is placed Thirdly list is made of the product excel which have to place before making list on excel. They identify that this product of this sku number are present up to which Quantity. Count on Hand and what software shows Then make a list of the product of I Will Be Back. In this we will remove product which our software shows not available (N/A) inventory. We will just make a list of positive inventory. Find the Products whether they are placed on other counters or that product must be bring from inventory room. After finding place it over there places and remove I will be back places.

Challenges faced during I Will Be Back 1. Sometimes two slips are written or pasted on two counters of same SKU number of that product. In which on one SKU number products are available of that SKU number. So at that time we will remove I Will Be Back SKU number written on that counter. There must be only one SKU number on one counter not on different-different counters. 2. Some of the products were difficult to find from the inventory and that products keep on coming in the list of I Will Be Back again and again. 3. It is difficult to find out all inventories due to poor inventory management system. Employees dont know that this product is at this place.

PRICE CHEKHING PROCESS

Introduction: - It is a process of checking the prices of the products whether the prices of the SEL (Shelf Edge Label) prices are matching with the system or not. If the prices are not matching then SHL is changed with new prices, this process is known as price checking. By this process inventory is properly managed, so this process helps in managing the inventory.
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The service manager prepares a schedule for this process and assigns this job to a particular associates

The associate on a respective schedule take a scanner and put its initials to start the scanner and started the price checking application and generated a record file with his name in scanner

The associates scan all the sku lying on the shelf and inter the our price in the scanner and press done

After scanning all the sku the data in scanner are entered into mms system and a excel report is generated through seagal which shows the price comparison between system and shelf

Only the product having difference in the price for shelf and for system can keep in report other are deleted from the report

A new shelfage is created for the products in report and replace the wrong shelfage on the floor with this newly printed shelfage

By using the entire above step the price of the entire product is maintained

Inventory Adjustment Process

Background: The basic purpose of the adjustment is to match the physical inventory with the book stock. For Issue & receive of consumer pack at Repack centre, the rights were given to Repack center Incharge. The rights of all other type of Inventory adjustment were available only with the Store Accountant for passing adjustment of all
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locations. The management has decided to distribute the rights of inventory adjustment (based on reason codes) to various process owners. 1) The inventory adjustment has to be done for the specific reason codes only given in annexture-1. 2) Addition of any new reason code would require Head- Finance approval.

Process For any inventory adjustment attached Inventory Adjustment Form should be filled by the initiator. The Inventory Adjustment Form has to be authorized by the respective persons as listed above for any adjustment. The copy of MOA is attached with the process note. The rights of the inventory adjustment would be given on submission of access rights form on authorization of Head Finance / Manager Finance. The rights would be given for specific reason codes only as per matrix given below. SAV has to be passed by the Operations Manager under Reason code - TRNADJ for adjustment of inventory for the foll. Reasons: Out of stock report, Negative Stock report or Any mismatch in physical stock vis--vis book stock Note:As required by Chief of Operations, regular correction of system stock would be done by passing a SAV. For these types of adjustments, approval of Stores Head is must.

After inventory adjustment is done, inventory transaction report should be printed from MMS. The inventory adjustment report (SAV) should be serially numbered by the person passing the SAV in the system as per matrix below. Currently the numbering shall be
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done manually by putting the serial number on the printed report of the SAV. The continuity of the serial number shall be the responsibility of the person / Department passing the SAV. For damages reported in Home delivery, adjustment should be passed by Stores. Inventory Adjustment form & MMS report should be filed together for audit purpose. Filing has to be done with the respective person / department who have passed the SAV. Periodic test checks shall be carried out by Finance department to verify that the process is being followed at the respective departments.

INVENTORY MANAGEMNT AT HYPERCITY

There are various processes of managing inventory between warehouse and shop floor: 1) Post- Its a type of communication from vendors and buyers side by which various messages are conveyed to all the departments that communication is known as post.

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2) PICS- Perpetual or Physical Inventory Count Sheet- PICS is a process of calculating variance of the products and preparing a sheet of physically counted inventory that sheet is known as PICS. The sheet which is prepared matched with the system the difference is calculated is known as variance. This is a process of managing inventory by physically counting products of each and every SKU and then matched with the system showing inventory of each SKU. 3) In tactics- It is a process of keeping or placing the products at their places only according to the Plannogram and placed in a sequence of FIFO (First in First Out). By this way inventory at floor is properly managed.

4) Code Management- It is basically to check the expiry date of the products. In this process, it is calculated for next three months and the products which have nearest expiry date kept in front and rest sequence wise back to that product. The products which get expired taken to the back store and change their bar codes with new expiry dates if those products are of HyperCITY brand. Code management team fill a form and make a full report that how much products get expired and given to the receiving department. By this way expired inventory is removed out from the floor. First step to collect or to make the monthly SKU list from 1st to 30th in which coding have to do. A file is made in which it is calculated for the next three months and according to that sheet is prepared. The main focus of the code management team is on the latest months expiry. Last two months expiry list put on the mms so that expiry would be updated and every one would get aware. But for this month expiry a special list is prepared and that list is send to the buyers so to take further decisions. If the product would not RTV then it cost to the company due to which BOGOF (BUY One Get One Free) offer is created due to which some price would be received by the company rather to get Zero amount.

5) Receiving department- The department which performs the function of Receiving of the product from different vendors as quality prescribed by the Buyers is known as receiving department. Receiving department plays the major role in managing inventory. During receiving from the back gate the employees manage inventory and place the inventory in the proper way at their places. SAV, RTV, FREE GIFTS are also managed by the inventory management team. 6) Buyers- Buyers are the one who buys products or material for the company or store. Buyers use to purchase centralize or decentralize (local vendors). Buyers use to contact with different vendors so that maximum bargaining would be done by which Economic order quantity would be achieved by purchasing at less price and it would be benefitted to the organization with better price, better quality and delivery in time. Function of buyer is also to manage inventory by
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ordering according to the need. Dealing better with the vendors so that company should get the product of much longer expiry date and dealing of RTV if get expired. If the products are on the expiry date then code management team and receiving department use to see the buyers response that whether the product which would get expire date is can be RTV or it would create zero value, If that product would create zero value then BOGOF is created if then also it cant be sold and after expiry of that product then that product will have zero value and that products would be removed from the inventory. But if the product can be RTV then that product are returned to the vendors. So this process helps in managing the inventory. 7) Plannogram- It is plan made by the experts of the company where the products must be placed at the floor, which product would be placed at which place, at which shelf by this inventory would be kept safe and transparency would be maintained.

8) Blue Dot- Blue Dots products are those products which are contributing 60%of there sales in their departments that are known as Blue Dot products. These Blue Dot products tells that these products are important to be checked and always get first preference in the inventory. 9) Refilling- It is a daily activity process of filling the good in their shelves so that product should be placed on bulk quantity that is known as refilling. 10)Offers- There is offers or schemes given to the customers for getting more turnovers of any particular good. Some offers are given by companies of the particular good but some offers are given by the retail store for promoting them. These offers are basically given on slow moving products to make them fast moving. These offers also play the great role in managing the inventory and make the turnover of the inventory fast.

INTRODUCTION TO PROJECT
The project was undertaken in the domain of operations in the retail industry to understand the dynamics of complex processes involved in the functioning of the retail industry. We were assigned to work in different departments of HyperCITY Malad store and gather information about the various processes& operations performed in each department to keep the store well maintained, working & to reach customer expectation so that maximum profit could be earned. While working we were also assigned to assist customers or guide them to find their required products.
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During the initial tenure of the project, the fact was revealed that many of the customers visited HyperCITY with their required shopping list and many of these products could be out-of-stock due to one of the following reasons. Product is out of stock Product is not in good condition A specific quantity or flavor of goods is not available Store does not sell that category of goods Customer is unable to identify the location of the product category May be due to wrong guidelines Goods are not available on the shelf And, few others

Normally, when such customers are unable to find their preferred products from the shopping list and unaware of how much time they need to wait to get those products they tend to visit other stores in search of these products. Thus, it may lead to dissatisfied customers which areequivalent to revenue loss. The basic economics also emphasizes that opportunity lost is opportunity cost.So, the amount of goods a store is unable to sell due to non-availability of the products, not only results in revenue loss but also a bad image in the customer minds. To tackle this situation it is necessary to ensure that customers must find all the goods s/he intended to buy which is very difficult and nearly impossible for any hypermarket store. So, a possibility of a new re-ordering process was developed under the assumption that customer trust HyperCITY and wanted to buy all product from them and can wait for few days to get that product. Further, this particular re-ordering system or process was based on two more practical assumptions: I. II. Customers get the opportunity to place an order for those products which they wanted to buy and currently not available in the store. The customers are ready to receive the products at home by paying suitable home delivery charges or agreed to collect from the store on the next visit to the store.

The challenge in the retail industry is about anticipating and predicting the customer demandswhich are basically a push factor driven system. Whereas, this reordering system provides a platform to work onpull factor driven system enabling a freedom to sell productsthat are currently out-of-stock. A survey of 800-1000 people has been planned to find out 1. Percentage of dis-satisfied consumersHyperCITYhas created due to nonavailability of products
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2. The alternate store(s) which HyperCITY consumers visit to buy that product not available at HyperCITY 3. Number of consumers willing to use the re-ordering process 4. The mode preferred for re-ordering the non-available goods 5. Changes they prefer in product locations within the store 6. And, whether the location guides or locators are sufficient within the stores Also, the study was conducted to further understand 1. What quantum of loss happens from non-availability of stock, specially High Value niche products 2. What kind of revenues could be generated through proper implementation of reordering system 3. How the process could help in generating satisfied customers 4. Whether, a home delivery system can be introduced at par with the competition

OBJECTIVE
To increase revenue through reordering system for High Value niche products To identify additional services for enhancing the customer experience

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METHODOLOGY
RESEARCH PROBLEM: to identify the revenue loss occurring due to non-availability
of the high value niche products and identify additional services which could a. help to curb these losses b. enhance the shopping experiences
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RESEARCH METHODOLOGY:Exploratory Method, from customer who visits

HyperCITY (Malad) were randomly selected and interviewed using a structured questionnaire (Please see Annexure I).

SAMPLING PLAN: Customers who visit HyperCITY (Malad) are requested to answer
10 questions about their previous shopping experiences and additional services which could enhance their shopping experiences.

SAMPLE METHOD: Random Sampling SAMPLE SIZE: 800

STEPS INVOLVE IN RESEARCH: Identification of problem Formulation of hypothesis Preparation of questionnaire Collection of data Tabulation of data Analysis of data Conclusion and suggestion for change

LIMITATIONS
1. There is no gender bifurcation followed for data collection. 2. The questionnaire was limited to only one kind of re-ordering process, i.e., home delivery. 3. The actual statistical analyses of the company data could not be shared due to the confidential nature of the business.
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ANALYSIS AND FINDINGS

Days
Monday

Approximatenumber of people visiting the store in a week

7000
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Tuesday Wednesday Thursday Friday Saturday Sunday Total

7000 7000 7000 7000 16000 16000 67000

Analysis: Nearly 67000 people or customers visit HyperCITY store in a week i.e. on an average HyperCITY is visited by 9571 people daily.

Question 1 Sir, did you find all the products in the store which you have come to buy today? a. YES b. NO

HyperCITY customer who

no of people

out of

Percentage
34

got every thing Could not get at least one product

513 285

800 800

64 36

customer who
70 60 percentage 50 40 30 20 10 0 percentage got every thing 64 not get every thing 36

Analysis Out of 800 customers who visited HyperCITY for shopping, 36% of consumers did not found at least one product from their shopping list. Interpretation: WEEKDAYS: Considering the average footfalls of 7000 on weekdays, 2520 customers could not find atleast one product from their shopping list WEEKENDS: Considering the average footfalls of 16000 on weekends, 5760 customers could not find atleast one product from their shopping list. That means HyperCITY (Malad) store is possibly forcing out 2520 customers (on each Weekdays) and 5760 customers (over the weekends) to visit the competition store. Question 2 If NO, then could you please tell us what % of products in your shopping list was unavailable? a. Less than 50% b. 50% c. More than 50%

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HyperCITY customer who get less than 50% product from their shopping list get 50% product from their shopping list get more than 90% product from their shopping list

no of people 0 1 284

out off 285

Percentage 0

285 0.350877193 285 99.64912281

customer who
120 100 80 60 40 20 0 get less than 50% get 50% from from their their shopping shopping list list get more than 90% from their shopping list percentage

Analysis All HyperCITY customersfound that more than 90% of goods from their shopping list are available in the store.

Interpretation Considering the average footfalls of 16000 on weekends HyperCITY (Malad) produce 5760 unsatisfied customer in one Sunday but above graph show that each unsatisfied customer has got more than 90 % of product form their shopping list When we assume that each customer is not found only a single product than also HyperCITY looses an opportunity to sell 5700 product. Question 3 Can you kindly list some of the critically important products that were unavailable in the store today? a. . b. c. d. . e. f. g. h. i.
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DATA OBTAIN IN SURVEY total no of product not found total no of people visit store cost of the product not found average cost losses per customer average target percentage 152 800 38483 48.10

WEEKDAYS 1330 7000 336726.25 48.10 7500000 4.49%

WEEKEND 3040 16000 769660 48.10 10000000 7.70%

Chart 1
20000 15000 10000 5000 0 total no of product not found 1330 3040 total no of people visit store 7000 16000

WEEKDAYS WEEKEND

Analysis The data indicates that out of 800 customers visiting HyperCITY (Malad), together couldnot find 152 products. Interpretation In normal weekday HyperCITY (Malad) is facing a shortage of 1330 product while it increase up to 3040 product in weekend because of the increase in the number of customer.

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Chart 2
10000000 8000000 6000000 4000000 2000000 0

cost of the product not found WEEKDAYS 336726.25 WEEKEND 769660

average target 7500000 10000000

Analysis Data indicate that 800 customer who visit HyperCITY (Malad) not found at least 152 product which cost nearly Rs.38438 means approximately Rs.48 per customer. Interpretation HyperCITY is losing the opportunity to sale goods worth of RS.3219038 per week because of non-availability of required product.

chart-3
8 6 4 2 0 percentage WEEKDAYS 4.489683333 WEEKEND 7.6966

Analysis Chart 3 shows that the price of non-available product is nearly 4% & 8% of the sales target of weekday and weekend respectively Interpretation HyperCITY (Malad) has an opportunity to increase its revenue by 6% of its daily sales target.

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Question 4 Did you buy any alternative product (s)? a. YES b. NO

HyperCITY customer who prefer alternative if not found anything not prefer alternative if not found anything

no of people 185 586

out off 800 800

percentage 23.125 73.25

80 70 60 percentage 50 40 30 20 10 0 prefer alternative not prefer alternative customer who percentage

Analysis The graph plotted above show that the only 23.23% of customer prefer alternative product if they did not find that product which they wanted to buy. Interpretation With an average visit of 9571 customer at HyperCITY (Malad) in one day the chances of 7010 consumer to become unsatisfied customer are more because they did not prefer any alternative product. Out of all 9571 people who visit HyperCITY in a day only 2560 customers prefers alternative while other 7010 did not buy the alternative.
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Question 5 If the required products are NOT AVAILABLE at our store, do you visit any other stores in the near vicinity? b. Spencers d. Star Bazaar b. Food Bazaar e. Local kirana stores c. D-Mart f. Others

HyperCITY customer who visit Spencer visit food bazaar visit d-mart visit star bazaar visit local store visit other store not visit any ware

no of people 95 101 239 62 330 101 124

out off 800 800 800 800 800 800 800

Percentage 11.875 12.625 29.875 7.75 41.25 12.625 15.5

customer who
45 40 35 30 25 20 15 10 5 0 visit spencer visit food bazar visit d- visit star mart bazar visit local store visit not visit other any store ware percentage of customer

name of the store

Analysis Out of all HyperCITY customer nearly 30% customer visit d-mart to purchase that product which they not found in HyperCITY while 40% prefer to buy it from local stores and nearly 16% customer are so much loyal that except HyperCITY they do not like to visit another store
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Other store like Spencer, food bazaar, star bazaar, and other store (i.e. super market, fresh basket, r-mart, etc.) are visited by nearly 12%, 13%, 8% and 13% of HyperCITY customer

Interpretation Out off all 3445 unsatisfied customers 551 customer visit HyperCITY again to buy that product while other 2894 buy it from some ware else.

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Question 6 If we home-deliver these products on availability with suitable home delivery charges would you like to consider the option? a. YES b. NO

HyperCITY customer who like chargeable home delivery don't like home delivery like free home delivery

no of people 278 440 76

out off 800 800 800

percentage 34.75 55 9.5

customer who
10% 35% like chargebal home delivery don't like home delivery like free home delivery 55%

Analysis Out of all customer of HyperCITY 35% of customer like to use reordering system and prefer to receive the goods at their home with suitable charges while the other 10% prefer to receive goods at their home when charges are not applicable.

Interpretation While using new reordering system out off all 9571 store visitor 3350 customer are like to use the chargeable home delivery system to receive reordered goods which they not find in the store. While other 957 prefer only when its free.
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Question 7 If YES, what would be then the preferred mode to place home delivery order for nonavailable products? c. CSA b. Kiosks d. Any other c. Drop box

HyperCITY customer who want to give home delivery order throw CSA want to give home delivery order throw KIOSKS want to give home delivery order throw drop box want to give home delivery order throw phone want to give home delivery order throw internet

no of people 23 180 4 53 20

out off

percentage 8.27338129 278 5 64.7482014 278 4 1.43884892 278 1 278 278 19.0647482 7.19424460 4

customer who
7% 19% 2% 8% want to give home delivery order throw CSA want to give home delivery order throw KIOSKS want to give home delivery order throw drop box want to give home delivery order throw phone

64%

Interpretation Out of all customers who like to use reordering system and prefer to receive the goods at their home with suitable charges 64% like to reorder it on a kiosks with all the required formality while 19% , 8% and 7% people prefer use phone, associates, and internet services to place that order
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Question 8 Is there any product for which you would like to see change in placement location? a. YES b. NO

HyperCITY customer who wanted to see the change in the location of the product do not wanted to see the change in the location of the product

no of people 3 793

out off 800 800

percentage 0.375 99.125

customer who
0% wanted to see the change in the location of the product do not wanted to see the change in the location of the product 100%

Analysis Nearly 100% customer who visited HyperCITY did not want to change in location of any product.

Interpretation People are really feel free and relaxed when they are aware the product location so they really dont want to change location of any product.

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Question 10 If a kiosk or handout with detailed information on placements of product is placed or given to you, would it help in better shopping experience? a. YES [KIOSK / HANDOUT] b. NO

HyperCITY customer who thing map will help them in the shopping thing map will not help them in the shopping

no of people 596 199

out off 800 800

percentage 74.5 24.875

customer who
74.5 80 percentage 60 40 20 0 thing map will help them in the shoping thing map will not help them in the shoping 24.875

customer view

Analysis As we know that customer are feel relaxed and comfortable when they are aware about the product location so nearly 74.5% customer will think that a kiosk or handout with detailed information on placements of product will help them in shopping.

Interpretation Nearly 74% people who visit HyperCITY feel difficulty to find out product location and believe that a kiosk or handout of store layout will enhance their shopping experience.
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SUMMARY OF THE FINDINGS:

The data obtained in the random survey of 800 customers who visited HyperCITY (Malad) reveals the fact that HyperCITY (Malad) is daily visited by approximately 9571 customers. Out of them, 3445 customers or 36%did not buy at least one product because of the non-availability of the pre-decided products. This particular impact causes 6% deficit to the average sales target (per day) of HyperCITY (Malad) Considering if there is an average sales deficit of 20% per day, this 6% deficit can be reduced by systematic inventory or re-ordering management

Out of 800 customers surveyed, when the pre-decided products are not available 54% customers visit the competition stores within the catchment area (Spencers and/or D-Mart and/or Big-bazaar) 20% customers visit competition store located outside the catchment area (Star bazaar and/or Reliance Fresh and/or Reliance Mart) 41% customers substitute their purchases from local kirana stores in their neighborhood while 16% customers preferred to re-visit HyperCITY (Malad) to purchase the same product(s)

Further out of 800 customers surveyed, 35% of would like to use the reordering system for non-available products 36% of customers expressed their dissatisfaction on non-availability of the products

Further, customers want to reorder non-available products on a specific counter or kiosk. Most of the customers expressed discontent on the idea of change in the product location and believed that some more guidance and directional service will certainly enhance their shopping experience.

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CONCLUSION
The non-available slow moving goods (high value niche products) contribute to 7% loss in sales per day at HyperCITY (Malad). And, nearly 84% of this loss becomes sales gain for the competitors in both within and outside the catchment area, as well as neighborhoodkirana stores. Large segment of customers (to the tune of 35%) are ready to re-order if there is a structured re-ordering system. Considering that 16% customers are ready to re-visit the store for non-available products, almost 50% customers can be stopped from migrating to the competitors, using proper re-ordering management. A dedicated re-ordering counter or kiosk with home-delivery system can add value to the shopping experience for customers

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RECOMMENDATIONS:
A new reordering system has been recommended as below (page 48) A new re-ordering form designed, taking into consideration, the suggestions from customers (please refer to Annexture-2 and Anexture-3) A STORE MAP can enhance the customers shopping experience (please refer to Annexure 6 to see the draft STORE MAP)

48

REORDERING PROCESS
Customer visit the store

Search for the product which he wanted to buy

Ask the associate for that product

Associate say sorry and explain the proper reason for non-availability of that particular product and tell him about reordering process

Customer visit the CSD and ask for the reordering of that good which he not found

Want to receive the nonfound good at his/her home within 48 hour

Want to receive the nonfound with his/her next visit in the store after 48 hours

Just want to receive a phone call when the product is available.

A customer visit the mode suitable to him/her

The associate ask for the required information and fill it in the reordering form

Associate ask for the charges for that that particular mode of service

Customer pays the required charges

Associate made a proper bill and give it to the customer

Customers receive the goods in next 48 hours by showing the bill or get information when product is ANNEXURES-1 available 49

ANNEXURE 1
name of the product ashirwadatta 10kg besan 1kg brucappamucha garden moong dal kallogscornfllower magi masala peanuts pears soap pack of four/three real mix fruit juice tomato 1kg dabur honey 1kg alovera cosmetics amul cool caf amul fresh cream amul cool kesar amul milk 1l amul tin cheese atlas mustard powder badam drink badielaichi 250gm bhagar bislerry tray black umbrella blue umbrella boondi big pouch bounty marque choclate britania classic britania cream cracker britania digestive marie britania orange britania rusk brown basmati rice 1kg cadburrrychoclatesouce camphor chandanmukhwas chandrika soap chicken maggi chicku and butter chiku chilli mint sause Quantity 4 5 1 1 1 1 1 4 1 2 1 3 2 2 2 2 1 1 1 1 2 1 2 1 2 1 1 3 2 1 1 6 1 2 1 4 1 1 1 market price 219 68 50 110 54 10 99 100 85 40 280 1000 200 108 30 40 450 65 25 200 140 180 129 129 57 140 10 22 10 5 30 83 72 15 540 54 32 56 405 amount looses 876 340 50 110 54 10 99 400 85 80 280 3000 400 216 60 80 450 65 25 200 280 180 258 129 114 140 10 66 20 5 30 498 72 30 540 216 32 56 405 50

clion phenyl clips cocum cycle agaarbati dabar lemon juice daliya 250gm dark fantacychocho fill dates 1kg dates balck deoreebock 150ml dettol soap dhoklaatta pack of 3 diet pepsi can dove handwash dry fish ear phone electronic wire managers emami fair and handsome eno ball five star custord powder flaxseeds 1kg flaxseed oil ganeshpapad 1kg garbage bag garden diet bhel garlic mint sauce gatored powder good day coconut flavour gowardhan ghee green tulsi tea hand gloves head and shoulders hmtkolam hot choclate powder hridyam oil kisan jam jovees body masag oil kalvat vinegar kashmirilalmirchi powder khaskhas kiwi knor dal tadka kolam brown rice

1 1 1 2 2 1 2 2 2 2 1 2 2 4 2 1 1 2 1 2 1 1 1 4 1 1 4 2 2 1 1 1 1 1 2 1 3 2 1 1 3 2 4

45 10 15 50 19 65 30 220 105 179 57 116 18 66 155 124 450 90 65 32 60 430 180 359 230 99 67 25 163 107 66 227 35 124 64 45 194 113 23 40 54 25 75

45 10 15 100 38 65 60 440 210 358 57 232 36 264 310 124 450 180 65 64 60 430 180 1436 230 99 268 50 326 107 66 227 35 124 128 45 582 226 23 40 162 50 300 51

lactogen no 2 lasagna pasta lays chips lady finger lemon mint tea lipton green tea Levon lichi life tea lijjatpapadurad limca long tooth pic margo soap mark 3 turbo matarki dal Mayonnaise MDH turmeric powder milk gowardhan mtrdosa mix multigrain honey loops nestleykulfi mix nestley low fat dahi non stick pan olive oil 500ml oral-b tooth brush oregano papita parampara biryani masala parle active cracker parlemonaco

Shandong Pear
mother dairy pickels pisburryatta 10kg plain pista 1kg pomegranate juice ponds baby lotion potato cutter pressure cooker real juice strawbarry red campus for boy red chowli 1KG red colour bin bag rosted almond 1k

1 1 1 2 2 2 1 1 1 1 1 1 1 1 1 3 4 1 3 2 2 1 1 2 1 4 1 2 2 1 2 1 1 2 1 2 1 1 2 1 2 1 2

238 650 20 47 125 236 107 34 100 35 13 25 12 54 82 249 19 54 53 99 90 22 472 350 36 50 18.5 25 20 10 85 145 259 550 630 474 299 918 85 45 55 359 699

238 650 20 94 250 472 107 34 100 35 13 25 12 54 82 747 76 54 159 198 180 22 472 700 36 200 18.5 50 40 10 170 145 259 1100 630 948 299 918 170 45 110 359 1398 52

safolacolestol free aata sagar ghee 1l sanifresh 500ml set wet cool deo 150ml shoe laces soya milk plain 250ml sputnik chocolate roll strawberry pudding suratikolam 5kg surf excel matic front load sweekar 15l thandai tide r&j 6kg tirupati light soyabeen oil tomato puri tom's garden sunflower seed Towels tropicana orange 100% twining lemon infusion tea umbrella unibic multigrain buiscuit 120gm unibicupma mix venkkys chicken alkabeer 225gm vita marie 136gm amul butter 100gm yardle soap jasmine 100gm zandu balm Total

2 2 2 2 1 2 3 1 1 1 3 1 1 1 2 2 1 2 1 1 1 3 1 1 1 2 2 256

108 155 56 160 55 45 199 45 219 206 1359 207 430 111 35 23 269 100 200 129 120 15 81 15 30 125 28 22531.5

216 310 112 320 55 90 597 45 219 206 4077 207 430 111 70 46 269 200 200 129 120 45 81 15 30 250 56 38483.5

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ANNEXURES-2 Reordering form Name of the customer: . Address of the customer: .mumbai:- Tel no: - .. Mob No.:- .

Name of the product (the product which is not found by customer) . Quantity required: Price of the product: Weight of the product: .................... . ....

The mode of reordering services (please tick the appropriate box) Receive the goods at home within 48 hours. Receive the goods on their next visit to store after 48 hours. Receive information through phone or mail when product is available in store Charges for particular service:-.

Amount paid: Balance amount: - Total payable amount: -

(Include both price of the product and price of the particular service)

. (Sign of the customer)

. (Sign of associate)

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ANNEXURE-3

Bill of Receipt Name of the customer:- ................................................................. Amount paid: Balance amount: - Total payable amount: -
(Include both price of the product and price of the particular service)

......................................................... (Sign of customer) ......................................................... (Sign of customer)

(When the goods are received)

. (Sign of CSD associate) . (Sign of associate)

(When the goods are delivered)

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ANEXTURE-4
Sr. No. Type of adjustment 1. Perishable Dump 2. 3. Known weight difference Repack process loss Reason For writing off daily wastage of fruits & vegetables. For known weight difference in Bulk purchase at repack center. For adjusting difference between issue & receipts of staples. For adjustment meat & fish process loss. Damaged products identified at the Store/DC. Damaged products returned by customers. For writing off items beyond expiry. For writing off old season & non moving items at the year end. For adjustment of inventory from one SKU to another SKU. For adjusting bulk issue for packing. For updating inventory of staples received. For updating inventory against wrong RTV. For adjusting known differences in stock due to pilferage. Any other inventory adjustment other than above reason codes. Approval required Stores Head Repack Centre Incharge Repack Centre Incharge + Manager Staples Stores Head As per MOA As per MOA As per MOA As per MOA Stores Head Repack Centre Incharge Repack Centre Incharge Stores Head As per MOA As per MOA/ Stores Head* (Refer Point. 7)

4. 5. 6. 7. 8. 9.

Perishable process loss Damaged/ Soiled products Customer Returns/ Damaged Expired items Annual Write off SKU conversion

10. Issue for Repack 11. Receive consumer pack 12. Wrong RTV raised 13. Pilferage 14. Transaction Adjustment

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ANNEXTURE-5
Inventory Adjustment Rights Matrix

Sr No, 1 2 3 4 5 6 7 8 9 10 11 13 14 15 16

Reason

Reason Code PEDUMP

Store Accountant

Operations Manager Y Y

RepackC Logistics enterInch arge

Perishable Dump

Perishable process PPLOSS loss Issue for Repack Receive consumer Pack Repack Process loss Known Weight Difference Damaged/Soiled DamagedCustomer Returns Expired Items Annual Write Off Receive for Shrinkage SKU Conversion Transaction Adjustment Wrong RTV Pilferage ISSUE RECIEV RPLOSS WTDIFF DMGSLD CSTRET EXPITM ANWRTO SHRINK SKUCNV TRNADJ WRGRTV PELFRG Y Y Y

Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y Y

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SURVEY ON CUSTOMER EXPERIENCE MANAGEMENT:

2. Sir, did you find all the products in the store which you have come to buy today? a. YES b. NO 3. If NO, then could you please tell us what % of products in your shopping list was unavailable? a. Less than 50% b. 50% c. More than 50% 4. Can you kindly list some of the critically important products that were unavailable in the store today? a. . b. c. e. . e. f. h. . h. i. 5. OR, did you buy any alternative product (s)? a. YES b. NO 6. If the required products are NOT AVAILABLE at our store, do you visit any other stores in the near vicinity? a. Spencers b. Food Bazaar c. D-Mart e. Star Bazaar e. Local kirana stores f. Others 7. OR, if we home-deliver these products on availability with suitable home delivery charges would you like to consider the option? a. YES b. NO 8. If YES, what would be then the preferred mode to place home delivery order for nonavailable products? a. CSA b. Kiosks c. Drop box e. Any other 9. Is there any product for which you would like to see change in placement location? a. YES b. NO 10. If YES, then a. Name of the product b. Relocated to .. 11. If a kiosk or handout with detailed information on placements of product is placed or given to you, would it help in better shopping experience? a. YES [KIOSK / HANDOUT] b. NO

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BIBLIOGRAPHY Websites:http://www.authorstream.com/Presentation/DREAMBOY21-1404474-challenges-ahead-forretailing-india-and-foreign-countries/ http://www.icsc.org/srch/rsrch/researchquarterly/current/rr2007141/INDIA.pdf http://www.mondaq.com/india/x/203610/Inward+Foreign+Investment/Reforming+Indias+Retail+An d+Aviation+Sectors+And+The http://en.wikipedia.org/wiki/HyperCity http://www.shoppersstop.com

https://spandhan.in/HyperCITY/SitePages/Home.aspx

http://www.scribd.com/doc/83459653/23717847-Retail-Sector

Research report:A OF ROLE OF OPERATION MANAGEMENT IN RETAIL STORE-(by saurabh pandey from lovely professional university.)

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