TABLE OF CONTENTS

1. INTRODUCTION 1

2. COMPANY PROFILE 2

2.1. RELIANCE INDUSTRIES LIMITED (RIL). 2

2.2. RELIANCE RETAIL. 3

2.3. RELIANCE BRANDS LIMITED (RBL). 4

2.4. SUPERDRY 6

2.5. SUPERDRY INDIA: PLC TEAM (Buying and Planning team): 9

3. GRAUATION RESEARCH PROJECT 11

3.1. OBJECTIVES 11

3.2. REVIEW OF LITERATURE 11

3.3. METHODOLOGY 14

4. FINDINGS 20

5. SUGGESTIONS 22

5.1. SUGGESTIONS TO FILL THE GAPS IDENTIFIED 22

5.2. SUGGESTED KPIs FOR AJIO WEEKLY REPORTING 22

6. LEARNINGS 29

7. CONTACTS MADE 26

REFERENCES: 27

APPENDIX 28
 LIST OF FIGURES

FIG. 2.5: VALUES OF BRAND SUPERDRY 7

FIG. 2.6: ORGANIZATIONAL STRUCTURE OF SUPERDRY INDIA AT RELIANCE BRANDS LTD. 8
FIG 3.1 : THE IDEAL PROCESS FLOW OF SUPERDRY FOR AJIO WITH TIMELINE 14
FIG 3.2 : THE ACTUAL PROCESS FLOW OF SUPERDRY FOR AJIO 17
FIG 5.1 : SUGGESTED KEY PERFORMING INDICATORS FOR AJIO WEEKLY REPORTING 22
FIG A.1 : SALES CONTRIBUTION OF AJIO TO SUPERDRY EBOS 28

LIST OF TABLES

TABLE 4.1: AVERAGE FILL RATE OF SUPERDRY STORES FOR ORDERS OF AJIO 20
TABLE 4. 2: AVERAGE RELEASED TO PACKAGING RATIO OF SUPERDRY STORES FOR ORDERS
OF AJIO 20
TABLE 4.3: AVERAGE RELEASED TO SHIPPING RATIO OF SUPERDRY STORES FOR ORDERS OF
AJIO 20
TABLE 4.4: AVERAGE RELEASED TO PACKAGING RATIO OF SUPERDRY STORES FOR ORDERS
OF AJIO 20
TABLE 4.5: AVERAGE PENDENCY IN RETURN PROCESSING OF SUPERDRY STORES FOR
ORDERS OF AJIO 21
TABLE 4.6: AVERAGE PENDENCY IN ORDER PROCESSING OF SUPERDRY STORES FOR
ORDERS OF AJIO 21
TABLE A.1: AJIO SALES MIX FOR DIFFERENT EBOS OF SUPERDRY 28
 1. INTRODUCTION

Indian Retail Industry has shown a great change and exponential growth in the past decades.
Indian customers are ready to explore the new trends that are being followed globally.
International brands are receiving warm welcomes not just from the investors but from the
consumers also. With increasing disposable income for individuals in India, there lies a great
scope for these globally ruling brands to make their secure space in Indian retail Market. The
scope to cater the market has increased and is also showing promising growth. The key to
create an edge for oneself is to understand the consumers’ trends, analyse past and current
sales trends and provide something new and fresh.

A globally emerging retail trend that India is going to follow is Omni-channel retailing. A
very few brands in India are following Omni-channel retailing and their lies a huge scope for
market to grow. The question arises how to bring customers a seamless experience across
channels and which could help smoothly operate the internal process. This report further
explains the gaps those can be filled for a seamless operational flow for Omni-channel
partners.
 2. COMPANY PROFILE

2.1. RELIANCE INDUSTRIES LIMITED (RIL).

Reliance Industries Limited (RIL) is an Indian conglomerate holding company headquartered

in Mumbai, Maharashtra, India. The company was founded by Lt. Dhirubhai Ambani under
the name Reliance Commercial Corporations, which then changed to Reliance Industries
Limited (RIL) in 1985. The current Chairperson of RIL is Mr. Mukesh Ambani. RIL is the
second largest company in India as measured by revenue (US $90 Billion) after the
government-controlled Indian Oil Corporation. Reliance owns businesses across India
engaged in energy, petrochemicals, textiles, natural resources, retail, and
telecommunications. Reliance is one of the most profitable companies in India, the second
largest publicly traded company in India by market capitalization.

Fig 2.1: Image illustrating the business areas of RIL.

2.2. RELIANCE RETAIL.

Reliance Retail Ltd. is a subsidiary company of Reliance Industries Limited. It was founded
in year 2006 by Mr. Mukesh Ambani. It is the largest retailer in India in terms of revenue. Its
retail outlets offer foods, groceries, apparel and footwear, lifestyle and home improvement
products, electronic goods, and farm implements and inputs. The company’s outlets also
provide vegetables, fruits and flowers. It focuses on consumer goods, consumer durables,
travel services, energy, entertainment and leisure, and health and well-being products, as well
as on educational products and services. There are over 45 Subsidiaries & divisions of
Reliance Retail.

Fig 2.2: List of major divisions of Reliance Retail

It has a total of 10,415 stores as of December 2018 in India with an area of over 22 million
square feet across 750 cities. It had a turnover of Rs. 450 billion in the financial year 2017-
18.

Reliance Retail has announced revenues of Rs. 450 billion for the nine months ended
December 2017 for financial year 2017-18, showing of over 90% jump from the
corresponding previous period. The company also reported a profit of Rs. 7 billion for the
period.
2.3. RELIANCE BRANDS LIMITED (RBL).

Reliance Brands Limited started in 2007 with a mandate to launch and build the international
brands in the domestic domain. Reliance Brands Limited is subsidiary of Reliance Retail,
which has a portfolio of over 40 international brands that spans across the entire spectrum of
luxury, bridge to luxury, high–premium and high–street lifestyle. Reliance Brands Limited
operates over 562 stores for these international brands and continues to partner with new and
revered international brands.

The core business areas RBL is concentrating on is Joint-Ventures and long term Master
Franchisee Agreements with International Brands entering India, Private equity investors
who wants to invest in domestic brands and launch its own brand.

Fig 2.3: International brands under the portfolio of RBL.

 Fig 2.4: Luxury Brands operate under RBL through JV with Genesis Luxury.

RBL Corporate has 270 employees out of which 160 cater to Business Functions and rest 113
are a part of Support Functions. The team of 270 is led by the CEO Mr. Darshan Mehta.

RBL functions to create the suitable environment for International Brands to cater Indian
Market in terms of Store Locations, Price Positioning and Distribution Positioning,
Marketing- based on Indian consumer insight, Store human interface, Product buys to
relevant brands and store.

RBL has an edge for this business over other competitors as it utilizes the inherent strengths
of the parent company RIL for Real estate negotiations, IT, Logistics, SCM, Back office
operations, etc.
2.4. SUPERDRY
 Superdry is an exciting modern brand. The brand
emphases on high-quality products fused with
inspiration from vintage Americana and
graphics from Japan with a British style. They
are known for authentic vintage washes, unique
detailing, quality fabrics, tailored fits, and world
leading hand-drawn graphics with diverse
styling. Such individuality has increased the
brand exclusive appeal as well as it has
welcomed international celebrity following.

Superdry has been significantly growing around the world. Superdry is operating in 46
countries through 515 Superdry branded stores. The company owns 139 stores across the UK
and mainland Europe, 208 franchised and licensed stores.

The cult clothing store, through which Superdry brand began, was founded in 1985 by Julian
Dunkerton. He is a former business partner. The creation of Cult clothing store in
Cheltenham led to opening of others across the country. In 2003, Julian joined with James
Holder, the founder of the bench brand, to develop an in house brand. By putting their
designs and creativity together, Superdry was born.

Since then, the brand gained more and more popularity not just in UK but overseas too.
People started recognising the brand for its designs and quality. The Superdry brand was
supporting the growth of business for Cult Clothing. Tapping the opportunity of successful
introduction of the brand Superdry, A separate store was opened exclusively for Superdry, in
the year 2004. Theo Karpathios, a new partner to the brand, decided to initiate a wholesale
business for UK and international market. In December 2011, a flagship store for Superdry
was opened on regent street, London. The store has increased its trading area to 22,000
square feet of retail space. The store showcases the Superdry brand, its inspiration and values
to the world.
Due to growing popularity of the brand Superdry, the management decided to rebrand all the
existing Cult Clothing stores as Superdry. The revamp of the brand took place in mid- 2012.
In March 2015, Superdry bought its US license partner. This acquisition gave exclusive rights
to Superdry to distribute Superdry products in North America. In July 2015, Superdry entered
into joint venture with an experienced Chinese retail operator named trendy international
group. These acquisitions helped Superdry to step forward in becoming global lifestyle brand.

VALUES

Their six values exhibited by the brand Superdry strikes a chord with all its business partners.
The partners are really assured of their strong culture, beliefs and ways of working. Superdry
as a brand is truly known for its innovative culture.

Fig. 2.5: Values of brand Superdry

Superdry came to India in May 2012 through RBL with a relationship of Master Agreement
Franchisee. At presence Superdry has 32 Exclusive Brand Outlets (EBOs) and more than 50
doors in Shop in Shop (SIS). Superdy has online presence on more than 7 E-commerce and
Omni-channel sites.

Superdry India has a team of 15 people working in the corporate office with 7 people in core
functions and rest of them in support functions.

Fig. 2.6: Organizational structure of Superdry India at Reliance Brands Ltd.

2.5. SUPERDRY INDIA: PLC TEAM (Buying and Planning team):

The buying and planning team at RBL is called the PLC team. The role of the PLC starts
from the time the requirement of the product is conceived in the head to the time the product
is sold or destroyed.

PRE-SESON TASK:

 The task starts 8 months prior the season launch by preparing the OTB (Open to Buy)
for the brand. The OTB preparation involves the following step:

 Topline of the product is finalized.

 Inventory progression is taken into account.

 The OTB is prepared assuming that 80% of sales will be generated from new
merchandise and the rest sales by old merchandise.

 Category break-ups are done.

 Store wise product mix is produced.

 Depths and width of the product line is finalised.

 Pricing is decided for each product.

 Size-ratio to be bought is decided.

 Trend forecasting and analysis as per the local market.

 Range inspection at Head Quarters.

 Product grading for placing the Buy.

 Deciding the international vendors to supply from.

 Placing the BUY to Head-quarters.

IN-SEASON TASK:

 Product launch on right time with right amount in all formats of retail.
 Inventory management has to take care of: IST (inter store transfer) and
replenishment.
  Follow with Head Quarters and vendors for stock.
 Following up with Bonded warehouse for MRP stickering and clearance of custom
duties on import products.
 Managing with Supply Chain team and Warehouse team for proper timelines.
 Preparing weekly KPIs report and analysing them.
 Deciding Sale offers to push the sales on floor.

POST-SEASON TASKS:

 Analysis of PLC reports.

 Checking for MDQs (minimum display quantity) in the stock.
 Allocating OSM to different partners to avoid dead stocks and to increase profits.
 3. GRAUATION RESEARCH PROJECT

3.1. OBJECTIVES

Identifying the gaps in processing of ‘SUPERDRY’ with Omni-channel partner

‘AJIO’ at Reliance Brands Limited.

1. To make processing of Superdry seamless on AJIO.

2. To formulate KPIs (Key Performing Indicators) for brand performance on AJIO.

3.2. REVIEW OF LITERATURE

3.2.1. Omni-channel Retail Trend:

The retail industry has been traditionally following single channel retailing. It focuses on
sales based on the single-distribution system. Either the retailers are processing through
brick-and-mortar stores (offline) or web-stores (online). In the initial days, this model was
very accomplished as well as drove sales growth as the availability of technologic resources
was less. Moreover, it was observed that if a retailer was a market leader or dominant for his
product or service, the single-channel strategy would help him to secure the position.

With the oncoming of digitalization, retailing from one channel encountered many limitations
as more and more sales channels arose. Customers’ preference moved towards a more
convenient experience and the use of multiple channels as well as multiple devices and
platforms began. As a result, a single-channel strategy is no longer enough to cater to
increasingly demanding customers. This puts retailers under pressure of reshaping their
customer engagement strategies and business models for fear of lagging behind in the market
growth.

The new approach for retailers that could incorporate the advancement in technology to
satisfy customers with whatever channels they choose was multi-channel retailing. The retail
industry was quickly dominated by this business model and developed continuously. Due to
the digital revolution, this model of Multi-channel retail was born. A choice of ways to
purchase is provided to the customer, which is via offline, online or via other channels, by the
retailers adopting this strategy. It’s more approachable, flexible and convenient for
consumers to purchase goods or services, which gave an instant boost in the sales
performance of the retailers.

As customer accessibility increases to 24 hours in a multi-channel retailing via an online

platform, this strategy has helped in building brand loyalty. Since providing personalized
customer experience via digital platforms is easier, retailers also benefit from multi-channel.
However, bringing customers a seamless experience across channels and operating the
internal process smoothly are the questions to be answered which have risen along with the
expanding of multi-channel retail.

It was difficult for retailers to manage different functions like purchases from various
channels or order fulfillment and delivery on time. The customer service was becoming a big
concern since retailers were not able to communicate with shoppers in the same manner via
different channels. The data synchronizations for different channels and supply chain
management were other big concerns. The requirement of storage capacity increased as more
channels involved in the distribution system with higher inventory accuracy. But it was
observed that the multi-channel strategy was inefficient for multi-warehouse management
and lacked inventory visibility. This required a centralized management system to fill the
supply-demand gap. As there was a continuous change in the retail landscape, multi-channel
retailing seemed to reach its limits. To widen the approach, the retail world moved forwards a
new phase called the Omni-channel retail model.

Omni-channel Retail optimizes multiple sales channels by integrating various touchpoints of

the customers.

3.2.2. Omni-channel Retail Trend in India

India is picking up the pace with digitization trends sweeping the world off its feet. Most of
the urban Internet users are using online platform for shopping and searching for products.
According to a recent market research conducted, there are nearly 90 million online shoppers
in India; out of which, 70 percent of the shoppers admit being influenced by digital trends and
channels before making an actual purchase.

The arrival of the year 2018 can be marked as a fantastic opportunity for Omni-channel
potential in India. In Indian retail picture, there is a massive battle between online and offline.
Even if people are not shopping in the store, they are probably a potential customer as they are
searching for it somewhere online. This makes it very essential for every brand to be
omnipresent in today’s scenario. As per a recent market research, about 75% of the Indian
customers search for a brand online before making an online or in-store purchase.

So, there are a lot of brands concentrating on making a smooth movement between online to
offline channels, promoting ‘hybrid’ shopping instincts in Indian shoppers. Many retail
brands have realized this potential and are optimizing their strategies to create an omnipresent
shopping experience. Three things work in Indian scenario when the Omni-channel marketing
is taken into consideration- customization, personalization and localization.

There was a time when ecommerce and retailers owners were a separate entity. But the global
trends are inclining towards a unified approach for shopping. The new arena are being opened
and potential ones are tapped by Omni-channel for a retail business to utilize opportunities.
Cross functioning between strategies are happening like shipping that was earlier a part of
eCommerce strategies is now extending to retailers and helping them is a part of the global
movement. The key to effective planning is to implement innovative strategies and not to
blend with this trend

3.2.3. Superdry India and Omni-channel

Superdry India has partnered with three companies to follow Omni-channel retailing that is,
FYnd, Tata Cliq and AJIO. The business type for all the partners is SOR (Sales or Return).
The three partners provide an online platform to Superdry India for retailing. The inventory
available for the three Omni-channel partners is same as that for the stores’, that is a live
inventory is shared with the partners. While the merchandise available on store floor is
provided for sales, the logistics are handled by the partners. This way, Superdry India has
connected different touchpoints of customers while partnering with E-commerce companies.
3.2.4. AJIO

AJIO, a subsidiary of Reliance Industries Ltd., is an Indian e-commerce company in the

fashion space. AJIO is an e-commerce initiative taken by Reliance Retail in the year of 2016,
led by Chairman Mukesh Ambani. AJIO has a portfolio of exclusive international brands,
Indie collection reviving India’s rich textile heritage and in-house brand AJIO Own, all at one
place.

AJIO deals in categories of womenswear, menswear, kidswear and technology with fashion
technology in particular. With the advanced in robust physical retail business building in
India, AJIO is aiming at creating a differentiated e-commerce model. This model will
concentrate on providing superior customer experience, delivery services and payment
ecosystem. AJIO will entail a seamless integration of online and offline models.

3.3. METHODOLOGY

3.3.1. IDEAL AJIO PROCESS FLOW FOR SUPERDRY

Fig 3.1 : The Ideal process flow of Superdry for AJIO with timeline
3.3.1.1. New Launch

The new season merchandises are expected to go live on AJIO site as soon as they are
launched in the Superdry’s EBOs (Exclusive Brand Outlets). For the new launch on site,
three basic files need to be shared by the brand team to AJIO within a time span of 10 days.
The three files are as follows:

Images’ File:

This file contains links of images for the products that are expected to go live on AJIO site.
The images are to be sent in a particular format as provided by AJIO. At least 4 images are to
be shared for one product with front view image being compulsory. The images are named as
per the style and color code for easy further mapping. The images are accepted by AJIO team
and further processing of product making live on site can be started.

Mapping File:

The Mapping file contains all the merchandises, on SKU level, which are expected to go live
on site. The mapping file contains all the information which helps in grouping the listed
product in to the most related category. The products ae categorized as per the AJIO norms.
The categories provided in a mapping file for the respective products are directly reflected on
PDP (Product Display Page).

Content File:

As the name suggests, the content file contains the attributes of the product which helps AJIO
to provide content of the products to customers. It’s of very importance to provide right
amount of authentic content of the product as these information makes the product stand out
on the online platform. The right content can help the customer navigate to the product easily
and also increases the search to bill ratio. With more rich content, the returns and customer
queries can be decreased. Also it helps in increasing customer satisfaction hence increasing
more loyal customer base. Content files are filled on style level.

After the attribute files are shared with the partner, the inventory details are published for the
AJIO team.

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3.3.1.2. Order Processing:

Once the products are live on site, the store team will start receiving orders from AJIO team
on portal name AJIO store order management. The order is assigned to the nearest store from
the billing address using pin code mapping, seeing the availability of inventory. One of the
fashion consult on the store will take the responsibility to process the respective order. An
inventory check of the order has to be done on SAP. If the product is available, then order has
to be accepted and processed further. The accepted order is then packed in AJIO packaging
and the Manifest needs to be closed.

If the product is not reflecting in SAP, the FC will generate a store initiated rejection with
stating the actual reason. The FC will then update the Order processing tracker stating order
details along with the acceptance and rejection status. For accepted order, FC will also need
to mention manifest closure date and shipment handover date. This whole needs to be
completed in a time frame of 24 hours.

After the processing, the order needs to be picked by the logistic partner of AJIO that is,
Delhivery. The order needs to be handover along with the required documents.

3.3.1.3. Return to Origin

For returned products, a return needs to be processed on respective portal. The FC will do a
QC (quality check) and update it in SAP inventory. After the QC is done, the return tracker
needs to be updated. In case the returned product is fake or damaged, the partner team has to
be informed within 4 hours of return initiated. The fake/ damaged product needs to be
updated in the respective storage location in SAP.

3.3.1.4. rocess Compliance

Data from stores in the form of order processing tracker needs to be pulled on periodic basis.
For order processing, store initiated rejections reasons are to be assessed on case-on-case
basis. For inventory stock out reasons, data to be reconciled with SAP and evaluated. All
store initiated rejection to aggregate across stores. If store initiated rejections exceed
10%/store, then INR.250 per order to be debited from PLI (performance linked incentives).
This needs to be performed on monthly basis.

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For fake or damaged return assessment present in store tracker but not in the data shared by
channel partners, an Email to the Omni-channel SPOC needs to be sent, this is has to be done
every fortnight.

3.3.2. REAL AJIO PROCESS FLOW FOR SUPERDRY

Fig 3.2 : The actual process flow of Superdry for AJIO

3.3.2.1. Gaps Identified in the Process Flow

1. Master Data Missing:

The master data of the products are missing which creates the obstacles while making the
attribute sheets. The missing information increases the TAT (turnaround time) for the
products to go live on site resulting into loss in revenue. The missing/ wrong information
leads to more customers’ queries resulting into unsatisfied customer. As per the data collected
for the period of Wk-9- Wk-12, 45% of customers refused to accept the order stating no
reason and 26% stated the size is not perfect (refer chart 1).

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2. Lesser Fill Rate:

Fill rate is a KPI calculated to find the number of order accepted by store team with respect to
total orders received.

FILL RATE = Orders Accepted/ Total Orders Received

Ideally all the orders received to a particular store should be accepted as the inventory shared
with AJIO team is live inventory. A provision of 10% rejection is given to each store
considering damaged or incorrect inventory reflecting on SAP. As per the data evaluated for
the Wk-9- Wk -12, the average fill rate observed was 74% across all the stores (refer table 1).

3. Higher Open to Pack/ Open to Ship Ratio:

OTP and OTS are the KPIs evaluated to check the number of orders accepted but are not
packed or shipped on the mentioned time period.

Open to Pack Ratio = Order Accepted/ Order Packed (within 24 hours)

Open to Ship Ratio = Order Accepted/ Order Shipped (within 48 hours)

Ideally OTP and OTS ratio should be less than 1. As per the data evaluated for the Wk-9- Wk
-12, the average OTP and OTS ratio was 1.9 and 3.5 respectively across all the stores (refer
table 2 & 3).

4. Higher Return Processing time:

The time taken from accepting a return to completing the return procedure is called Return
processing time. It is calculated Release to return ratio

Released to Return Ratio = Returned Orders/ Processed Returns (within 4 hours)

Ideally the release to return ratio should be less 1, in the given time frame of 4 hours. As per
the data evaluated for the Wk-9- Wk -12, the average released to return ratio was 13.27
across all the stores (refer table 4).

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5. Mismanagement of Inventory:

Due to the gap between physical inventory and the inventory visible on SAP, proper
allocation of orders cannot be done, leading to increase in TAT of shipping the order. The
mismanagement of inventory can happened due to various reasons like damaged goods in
physical inventory; different tag was used to bill a different product, stock room not properly
managed etc.

6. Improper Penalties:

As the store initiated rejections increases from 10%, a fine of INR 250 per order is charged to
the store manager. These penalties do not seem enough as the rejection rate of 26% is still
observed across the stores. Unacceptable reasons are observed for the store initiated
rejections that is stating the inventory to be zero when the product was available.
 4. FINDINGS

The processing of AJIO and Superdry was observed and evaluated for a time period of 4
th th th
weeks starting from 25th Feb 2019 (9 week of the year 2019) to 24 March 2019 (12 week
of the year 2019). The findings are as below:

Fill Rate (%)

Week
9 10 11 12
76% 71% 74% 77%

Table 4.1: Average fill rate of Superdry stores for orders of AJIO

Released to Packaging
Week
9 10 11 12
2.1 1.9 1.5 2.1

Table 4. 2: Average Released to packaging Ratio of Superdry stores for orders of AJIO

Released to Shipping
Week
9 10 11 12
4.7 3.6 2.2 3.8

Table 4.3: Average Released to Shipping Ratio of Superdry stores for orders of AJIO

Released to Return
Week
9 10 11 12
12.71 13.55 13.70 13.14

Table 4.4: Average Released to packaging Ratio of Superdry stores for orders of AJIO
 Pendency in Return Processing
0-5 Days 5-10 Days 10-15 Days More than 15 Days
1.1 1.1 1.7 2.3

Table 4.5: Average Pendency in Return Processing of Superdry stores for orders of AJIO

Pendency in Order
0.62 Processing
Table 4.6: Average Pendency in Order Processing of Superdry stores for orders of AJIO

Color

1% Defective
3% 5%
4%
0% 0% Dislike the product
5%
26% Doesn't suit
6%
Found Better Product
5%
Higher Price

Others

Quality
Refuse To Accept
45%
Size not perfect

Wrong product

Fig 4.1: Customers’ Reasons to return the Superdry’s product on AJIO

 5. SUGGESTIONS

5.1. SUGGESTIONS TO FILL THE GAPS IDENTIFIED

 Maintaining authentic data for mapping & content file to decrease the lead time for
product listing.
 Set targets for Omni-channel platform based on historical data.
 Increasing penalties for unacceptable store initiated rejections.
 Sending pendency reports regularly to the respective stores for constant reminders.
 Performing quarterly physical inspection audits of the stores.
 Updating damaged goods on sap on daily basis.
 Analyzing PLC for AJIO and utilizing it to make buys for next season.

5.2. SUGGESTED KPIs FOR AJIO WEEKLY REPORTING

Fig 5.1 : Suggested Key Performing Indicators for AJIO weekly reporting.
5.2.1. DESCRIPTION

 FILL RATE: Fill rate is calculated to find the number of order accepted by store team
with respect to total orders received.

FILL RATE = Orders Accepted/ Total Orders Received

 PENDENCY IN ACCEPTING ORDER: This is calculated to find out number of

pending orders left for order processing in the given time period (more than 24 hours).

PENDENCY IN ACCEPTING ORDER= Total Orders Received/ Not Processed Orders

(After 24 hours)

 PENDENCY IN RETURN PROCESSING: This is calculated to find out number of

pending return orders left for return processing in the given time period (more than 4
hours).

PENDENCY IN RETURN PROCESSING= Total Return Orders Received/ Not Processed

Orders (After 4 hours)

 DAMAGED/FAKE RETURN RATIO: This can be calculated to observe the trend of

damaged and fake returns.

DAMAGED/FAKE RETURN RATIO = Damaged or Fake returned products/ Total no. of

returned products

 RETURN RATIO: This can be calculated to observe the trend of returned products
and can be helpful to improve next season’s buy.

RETURN RATIO = Returned products/ Total no. of shipped orders

 PACKED ON TIME: Packed on time is the KPI evaluated to check the number of
orders accepted but are not packed on the mentioned time period.

Open to Pack Ratio = Order Accepted/ Order Packed (within 24 hours)

 SHIPPED ON TIME: Shipped on time is the KPI evaluated to check the number of
orders accepted but are not shipped on the mentioned time period.

Open to Ship Ratio = Order Accepted/ Order Shipped (within 48 hours)

 REFERENCES:

1. https://relianceretail.com/
2. https://www.magestore.com
3. https://medium.com/shiprocket/omni-channel-retail-the-indian-scenario-and-
excelling-through-shipping-strategies-b4143447589d
4. https://www.ajio.com

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