Stores

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 Shoppers Stop, InOrbit Mall and Crossword apart from their successes in realty and hospitality. HyperCITY offers its customers a dominating assortment of quality products at great value in a large, modern and exciting format. It 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 1,20,000 sq ft. Today, HyperCITY has accomplished a total of 10 stores since inception and have marked its presence in cities like Mumbai, Hyderabad, Bengaluru, Bhopal, Ludhiana, Amritsar and Jaipur. It offers over 44,000 products sourced from both local & global markets to choose from & boasts of quality, distinctive, dominant assortment at great value. HyperCITY promises convenience of everything under one roof & International shopping ambience that rivals the best in the world. [edit]See

also

Store locations

HyperCITY - Malad Next to Inorbit Mall Malad Link Road Malad (West) Mumbai 400 064 HyperCITY - Vashi GR Floor, Inorbit Mall Plot No. 39/1, Sector - 30/A Vashi Navi Mumbai 400 703 HyperCITY - Thane Ground Floor, Big Thane Shopping Centre Ghodbunder Road, Behind Kasarvadawali Police Station, Thane HyperCITY - Hyderabad Inorbit Mall, Lower Ground Floor, Opp. I-Labs, Hi-tech City, Madhapur, Hyderabad Andhra Pradesh HyperCITY - Bangalore IPTL Embassy Paragon, Ground Floor, Nr. Kundalahalli Gate, ITPL Road, Near Brooke Field, Bangalore - 560 037 HyperCITY - Bangalore - Banerghatta Royal Meenakshi Mall, Lower Ground floor, Banerghatta Road, Bengaluru - 560 076 HyperCITY - Amritsar Alpha One Mall, Upper basement, MBM Farms, Sultan Wind Suburban, Main G. T. Road, Amritsar - 143 001: HyperCITY - Jaipur Triton The Mega Mall, Lower Ground Floor, Nr. Jhotwara Pulia & Sikar Road Circle, Jhotwara Road, Jaipur - 302 012 HyperCITY - Ludhiana Lower Ground, MBD Neopolis Mall Firozpur Road Ludhiana HyperCITY - Bhopal Lower Ground, DB city Arera Hills Bhopal

There's more to discover

HyperCITY provides a truly international shopping experience, where customers can shop in comfort in a large, modern, & exciting environment. It offers a wide and contemporary range of innovative products, sourced from both local and international markets. The product range covers: Foods, Homeware, Home Entertainment, Hi-Tech, Appliances, Furniture, Sports, Toys & Fashion.

Mr. Mark Ashman - Chief Executive Officer

Mark Ashman joins HyperCITY Retail (India) Ltd., a leading hypermarket company of India as the Chief Executive Officer. Most recently he was the CEO of Marks and Spencer Reliance India Pvt Ltd, where he was instrumental in the roll out of Marks & Spencers retail strategy in India and establishing the JV between Marks & Spencer PLC and Reliance Retail. Educated in the UK, Mark has a vast retail experience ranging from retail operations, sales & marketing, merchandising and corporate communications. He has held senior retail leadership roles in the UK and Internationally Mark is an intuitive retailer with his pulse on changing consumer needs. As a leader his strengths lies in his ability to build a highly motivated team.

Dharmendar Jain, Vice - President, Head - Finance & Business Development

Dharmendar is a qualified professional and holds various degrees - M. Com, FICWAI, MFM, DBF, and CMA (AUS). He has over 18 years of experience in various areas of finance, logistics, project management across various viz. engineering, plastics, media & entertainment - and retail. Dharmendar is associated with the groups since last 9 years and leads strategic and business planning, corporate finance & business development function and is member of Core Executive Committee.
Ashutosh Chakradeo, Head - Buying & Merchandising

Ashutosh Chakradeo holds a Masters degree in International trade. He has worked with The Bombay Store as a part of their B & M team, for a period of 7 years. He has also worked for Arcus from 2002 - 2004 as Category Manager, for their Home Improvement Division. Ashutosh joined Hypercity in 2004 and is currently the business Head - Food and Grocery. He has acquired knowledge and expertise in sourcing of products across Food & Non-Food categories over the last 14 years of working in the retail industry. He has traveled widely through Asia & Europe, in his sourcing management role.
Rajiv Nair, Business Head - General Merchandise & Apparel

Rajiv has over 16 years of retail experience had has joined Hypercity to develop and grow the non-food business. He has over 10 years of buying & merchandising experience followed by an operations stint in the Shoppers Stop departmental stores. He has worked across the apparel buying and merchandising segments of men's wear, women's wear & kids' wear for Shoppers Stop; working with key brands & developing inhouse exclusive brands. Prior to this assignment, he was the business head for Mothercare in India. He was instrumental in setting 17 outlets in India clocking Rs.45 crores in the second year of operations. Rajiv is a Commerce graduate & has a Master's degree in Marketing from the University of Mumbai - Narsee Monjee Institute of Management Studies.
Siddarthan M, Business Head-HR & Admin

An MBA from the Institute for Technology and Management in Human Resources, Siddharthan has worked with Shoppers Stop for more than 5 years in Corporate Human Resources and later with HyperCITY as head of Human Resource and Admin. Siddharthan has had diverse experience across various industries, such as manufacturing, service and hospitality.

Veneeth Purushotaman, Business Head - Technology

Veneeth has over 14 years of experience in technology. He joined HyperCITY as Head,Technology in May 2006. Prior to that he was at Shoppers Stop and was responsible for the Loyalty, Point of Sale systems and the data warehouse systems. After his graduation in Computer Science from Bangalore University and a certificate course from NIIT, he joined NIIT as a Technical Lead. He worked at NIIT for 3 years after which he had a 1 year stint in the Indian Railways. He came to Mumbai to do a certification on Mid-range servers from IBM after which he joined Rhone-Poulenc (India) Ltd in 1998. At Rhone-Poulenc he was responsible for streamlining the ERP and for their Y2K rollout. He was recently honored by the CIO Magazine as one of the Top 20 CIO in their CIO Ones-to-Watch category for the year 2008. He subsequently also won the CIO Bold 100 awards in 2008 from the CIO Magazine. Hypercity was recently awarded for the use of technology in the Emerging Retail by JDA for their use of Replenishment tools and Space Planning tools.

International Awards

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 world wide. 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 weightage 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

Coca Cola Golden Spoon Awards 2009 - Images award for excellence in food retailing awarded Gourmetcity as "Most Admired Food Retailer of the Year" & "Innovative Retail Concept". Star Retailer Awards awarded Gourmetcity "Debutant Retailer of the Year 2008". 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. Most Admired Retailer of the Year for Retail Design & Visual Merchandising - Images India Retail Forum, 2007. Star Retailer - Value Retailer of the Year 2007.

Asia Retail Congress - Reid & Taylor Retailer of The Year (Hypermarket).

To bring Indian shoppers a world-class retailing experience, HyperCITY has partnered with the best of class. JHP: Hypercity has partnered with JHP of London for in-store design. JHP is a world-class retail design firm with considerable experience in large format stores around the world. JDA: Hypercity has deployed best of breed technology infrastructure from JDA, which is the leading global retail technology provider. The JDA suite comprises of the Merchandise Management System (MMS), WinDSS point of sale, E3 Advanced Replenishment, and Intactix space planning modules. The system ensures that customers don't have to wait in long queues for billing, or transaction processing. Thereby enhancing the overall customer experience at Hypercity. Johnson Diversey: Johnson Diversey is a world class & trusted source of Cleaning and Hygiene products and services. Since food sanitation, store hygiene, safety, etc., are important in any store, Johnson Diversy helps improve the customer shopping experience across key interaction points like food safety, sanitation, etc

y y y y y

u1 Bengaluru 2 Thane Bhopal Ludhiana

Operation management
Operations Management is the function of managing the operating core of an organisation: the activities associated with creation, production, distribution and delivery of the organisation's goods and services.

What is Operations Management?

Operations Management deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services their clients want. The purvey of OM ranges from strategic to tactical and operational levels. Representative strategic issues include determining the size and location of manufacturing plants, deciding the structure of service or telecommunications networks, and designing technology supply chains. Tactical issues include plant layout and structure, project management methods, and equipment selection and replacement. Operational issues include production scheduling and control, inventory management, quality control and inspection, traffic and materials handling, and equipment maintenance policies. Supply chain management (SCM) is the management of a network of interconnected businesses involved in the ultimate provision of product and service packages required by end customers (Harland, 1996).[1] Supply chain management spans all movement and storage of raw materials, work-in-process inventory, and finished goods from point of origin to point of consumption (supply chain). Another definition is provided by the APICS Dictionary when it defines SCM as the "design, planning, execution, control, and monitoring of supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging worldwide logistics, synchronizing supply with demand and measuring performance globally."

Activities/functions Supply chain management is a cross-function approach including managing the movement of raw materials into an organization, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organization and toward the end-consumer. As organizations strive to focus on core competencies and becoming more flexible, they reduce their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect is to increase the number of organizations involved in satisfying customer demand, while reducing management control of daily logistics operations. Less control and more supply chain partners led to the creation of supply chain management concepts. The purpose of supply chain management is to improve trust and collaboration among

supply chain partners, thus improving inventory visibility and the velocity of inventory movement. Several models have been proposed for understanding the activities required to manage material movements across organizational and functional boundaries. SCOR is a supply chain management model promoted by the Supply Chain Council. Another model is the SCM Model proposed by the Global Supply Chain Forum (GSCF). Supply chain activities can be grouped into strategic, tactical, and operational levels . The CSCMP has adopted The American Productivity & Quality Center (APQC) Process Classification Framework SM a high-level, industry-neutral enterprise process model that allows organizations to see their business processes from a cross-industry viewpoint. [6]
[edit]Strategic 

level

   

Strategic network optimization, including the number, location, and size of warehousing, distribution centers, and facilities. Strategic partnerships with suppliers, distributors, and customers, creating communication channels for critical information and operational improvements such as cross docking, direct shipping, and third-party logistics. Product life cycle management, so that new and existing products can be optimally integrated into the supply chain and capacity management activities. Information technology chain operations. Where-to-make and make-buy decisions. Aligning overall organizational strategy with supply strategy. It is for long term and needs resource commitment.
level

[edit]Tactical  

Sourcing contracts and other purchasing decisions. Production decisions, including contracting, scheduling, and planning process definition. Inventory decisions, including quantity, location, and quality of inventory. Transportation strategy, including frequency, routes, and contracting. Benchmarking of all operations against competitors and implementation of best practices throughout the enterprise.

 

Milestone payments. Focus on customer demand and Habits.

level

[edit]Operational 

Daily production and distribution planning, including all nodes in the supply chain.  Production scheduling for each manufacturing facility in the supply chain (minute by minute).  Demand planning and forecasting, coordinating the demand forecast of all customers and sharing the forecast with all suppliers.  Sourcing planning, including current inventory and forecast demand, in collaboration with all suppliers.  Inbound operations, including transportation from suppliers and receiving inventory.  Production operations, including the consumption of materials and flow of finished goods.  Outbound operations, including all fulfillment activities, warehousing and transportation to customers.  Order promising, accounting for all constraints in the supply chain, including all suppliers, manufacturing facilities, distribution centers, and other customers.  From production level to supply level accounting all transit damage cases & arrange to settlement at customer level by maintaining company loss through insurance company. [edit]Importance of supply chain management Organizations increasingly find that they must rely on effective supply chains, or networks, to compete in the global market and networked [7] economy. In Peter Drucker's (1998) new management paradigms, this concept of business relationships extends beyond traditional enterprise boundaries and seeks to organize entire business processes throughout a value chain of multiple companies. During the past decades, globalization, outsourcing and information technology have enabled many organizations, such as Dell and Hewlett Packard, to successfully operate solid collaborative supply networks in which each specialized business partner focuses on only a few key strategic activities (Scott, 1993). This inter-organizational supply network can be acknowledged as a

new form of organization. However, with the complicated interactions among the players, the network structure fits neither "market" nor "hierarchy" categories (Powell, 1990). It is not clear what kind of performance impacts different supply network structures could have on firms, and little is known about the coordination conditions and trade-offs that may exist among the players. From a systems perspective, a complex network structure can be decomposed into individual component firms (Zhang and Dilts, 2004). Traditionally, companies in a supply network concentrate on the inputs and outputs of the processes, with little concern for the internal management working of other individual players. Therefore, the choice of an internal management control structure is known to impact local firm performance (Mintzberg, 1979). In the 21st century, changes in the business environment have contributed to the development of supply chain networks. First, as an outcome of globalization and the proliferation of multinational companies, joint ventures, strategic alliances and business partnerships, significant success factors were identified, complementing the earlier "Just-In-Time", "Lean Manufacturing" and "Agile Manufacturing" practices.[8] Second, technological changes, particularly the dramatic fall in information communication costs, which are a significant component of transaction costs, have led to changes in coordination among the members of the supply chain network (Coase, 1998). Many researchers have recognized these kinds of supply network structures as a new organization form, using terms such as "Keiretsu", "Extended Enterprise", "Virtual Corporation", "Global Production Network", and "Next Generation Manufacturing System". [9] In general, such a structure can be defined as "a group of semi-independent organizations, each with their capabilities, which collaborate in everchanging constellations to serve one or more markets in order to achieve some business goal specific to that collaboration" (Akkermans, 2001). The security management system for supply chains is described in ISO/IEC 28000 and ISO/IEC 28001 and related standards published jointly by ISO and IEC.
[edit]

DEFINITION

supply chain management (SCM)

Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management involves coordinating and integrating these flows both within and among companies. It is said that the ultimate goal of any effective supply chain management system is to reduce inventory (with the assumption that products are available when needed). As a solution for successful supply chain management, sophisticated software systems with Web interfaces are competing with Web-based application service providers (ASP) who promise to provide part or all of the SCM service for companies who rent their service. Supply chain management flows can be divided into three main flows:


The product flow  The information flow  The finances flow The product flow includes the movement of goods from a supplier to a customer, as well as any customer returns or service needs. The information flow involves transmitting orders and updating the status of delivery. The financial flow consists of credit terms, payment schedules, and consignment and title ownership arrangements. There are two main types of SCM software: planning applications and execution applications. Planning applications use advanced algorithms to determine the best way to fill an order. Execution applications track the physical status of go ods, the management of materials, and financial information involving all parties. Some SCM applications are based on open data models that support the sharing of data both inside and outside the enterprise (this is called the extended enterprise, and includes key suppliers, manufacturers, and end customers of a specific company). This shared data may reside in diverse database systems, or data warehouses, at several different sites and companies. By sharing this data "upstream" (with a company's suppliers) and "downstream" (with a company's clients), SCM applications have the potential to improve the time-to-market of products, reduce costs, and allow all parties in the supply chain to better manage current resources and plan for future needs. Increasing numbers of companies are turning to Web sites and Web -based applications as part of the SCM solution. A number of major Web sites offer e-

procurement marketplaces where manufacturers can trade and even make auction bids with suppliers. RELATED GLOSSARY TERMS: demand flow scheduling system, 3PL (third-party logistics), supply chain sustainability, warehouse management system (WMS)

Role of the Operations Manager

The reporting, planning, and control functions can help the operations manager to do the following: y y y y y y Improve the efficiency of the operation Improve control of service levels and quality Set service level agreements for end-user applications and for services provided Improve relationships with end-user departments Increase the return on your IT investment Develop staff potential.