INTERNSHIP REPORT ON OPERATIONS

“Platinum Standard Of Sodepur Pantaloons Warehouse”

SUBMITTED TO:
(Mr. Biplab Biswas)

SUBMITTED BY:
PRATIK BISWAS
ROLL NO.-
A91801922066
BATCH (2022-2024)

DATE OF SUBMISSION: 7TH AUGUST 2023

AMITY BUSINESS SCHOOL,

AMITY UNIVERSITY, KOLKATA

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 DECLARATION

I Pratik Biswas student of MBA 2022-2024, hereby declare that the project work entitled
“Platinum Standard Of Sodepur Pantaloons Warehouse” submitted to the AMITY
Business School, AMITY University, KOLKATA is a record of an original work done by me
under the guidance of Mr. Biplab Biswas, teacher in subject, AMITY Buisness School,
AMITY University, KOLKATA.

Date: 07-08-2023

Name: Pratik Biswas

Roll No.: A91801922066

Batch: MBA 2022 – 2024

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 CERTIFICATE

This is to certify that the project report entitled “Platinum Standard Of Sodepur
Pantaloons Warehouse” submitted by Pratik Biswas in partial fulfilment of the
requirement for the award of degree of “MBA 2022 - 2024” to AMITY Business School,
AMITY University, KOLKATA is a record of the candidate’s own work carried out by him
under my supervision. The matter embodied in this project is original and has not been
submitted for the award of any other degree.

DATE: 07-08-23 (Mr. Biplab Biswas)

Teacher in charge

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 ACKNOWLEDGEMENTS

I would specially like to thank my industry guide, Mr. Subhajit Mukherjee without whose
constant support and guidance this project would have been a distant reality.

This work is an outcome of an unparalleled infrastructural support that I have received from
Pantaloons, Sodepur and AMITY Business School, AMITY University, KOLKATA .

I owe my deepest gratitude to the library staff of the college as well as its colleagues.

It would never have been possible to complete this study without an untiring support from my
family, especially my parents.

This study bears testimony to the active encouragement and guidance of a host of friends and
well-wishers.

Name: Pratik Biswas

Roll No.: A91801922066

Batch: MBA 2022 – 2024

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 CONTENTS

TOPIC PAGE
NO.
 DECLARATION 1

 CERTIFICATE 2

 ACKNOWLEDGEMENTS 3

 OBJECTIVE OF THE INTERNSHIP 4

 ABSTRACT 5

 INTRODUCTION 6

 ABOUT THE COMPANY 7

 PANTALOONS 9

 WHAT IS PLATINUM STANDARD ? 10

 WHAT IS A RETAIL WAREHOUSE ? 11

 SWOT ANALYSIS OF SODEPUR PANTALOONS STORE 12

 PRE-REQUISITES FOR CARRYING ACTIVITIES 13

THROUGH SAP
 ACTIVITIES THAT WE CARRIED DURING OUR TIME 16
IN THE WAREHOUSE
 HOW TO MAINTAIN PLATINUM STANDARD OF 28
PANTALOONS WAREHOUSE
 CONCLUSION 37

OBJECTIVE OF THE INTERNSHIP

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My focus is on achieving the "Platinum Standard" of a retail warehouse which can be used to
establish and maintain the highest level of operational excellence and customer satisfaction
within the warehousing operation.

Key objectives of our internship included:

 Optimal Efficiency: Striving to maximize the efficiency of warehouse operations

through advanced technology integration, streamlined processes, and optimized
resource utilization. The objective is to minimize delays, reduce costs, and
enhance overall productivity.
 Customer-Centric Approach: Focusing on meeting and exceeding customer
expectations throughout the order fulfilment process. The goal is to provide
seamless and timely deliveries, ensuring high levels of customer satisfaction and
loyalty.
 Sustainability and Responsibility: Integrating eco-friendly practices and ethical
considerations into warehouse operations. The objective is to contribute
positively to the environment and society while aligning with growing customer
preferences for socially responsible businesses.
 Safety and Compliance: Ensuring a safe working environment for warehouse
employees, customers, and the products being handled. The objective is to
comply with safety regulations and best practices to prevent accidents and
protect all stakeholders.
 Innovation and Technology: Embracing the latest technologies and innovations in
warehousing, such as automation, robotics, data analytics, and artificial
intelligence. The objective is to stay ahead of the curve and drive continuous
improvement.
 Employee Development and Engagement: Investing in the training and
development of warehouse staff to enhance their skills and motivation. The
objective is to build a skilled and motivated workforce that contributes to the
warehouse's success.
 Adaptability and Flexibility: Being open to change and adapting quickly to
evolving market demands and industry trends. The objective is to remain agile
and responsive to customer needs and business requirements.
 Cost Optimization: Identifying cost-saving opportunities without compromising
on quality and service. The objective is to improve the bottom line while
maintaining high standards of warehousing operations.
 Leadership and Collaboration: Taking a proactive leadership role in fostering
collaboration among different teams, departments, and external partners within
the supply chain. The objective is to create a cohesive and efficient warehousing
ecosystem.


ABSTRACT

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This paper explores the concept of achieving the "Platinum Standard" in a retail warehouse. It
examines key elements such as advanced technology integration, optimal space utilization,
customer-centric strategies, safety measures, and sustainability practices. By synthesizing
real-world case studies and industry best practices, the paper presents a concise roadmap for
retail warehouses striving to excel in efficiency, customer satisfaction, and overall
operational excellence.

INTRODUCTION

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In today's highly competitive retail landscape, the efficiency and effectiveness of supply
chain operations are paramount to success. Retail warehouses serve as critical hubs in this
ecosystem, functioning as the backbone of order fulfillment and inventory management.
Amidst ever-changing consumer demands and technological advancements, the quest for
excellence has led to the emergence of the concept of the "Platinum Standard" for a retail
warehouse.
The "Platinum Standard" represents the pinnacle of warehousing performance, encompassing
a harmonious blend of advanced technology, optimal space utilization, customer-centric
strategies, safety measures, and sustainability practices. By achieving this standard, retail
warehouses can set new industry benchmarks, enhance operational agility, and elevate
customer satisfaction.
This paper delves into the multifaceted aspects that define the Platinum Standard of a retail
warehouse. Through an in-depth exploration of academic literature, case studies, and industry
insights, we aim to present a comprehensive roadmap for retail warehouse operators and
managers seeking to transform their facilities into exemplars of operational excellence.
In the subsequent sections, we will delve into the crucial elements that contribute to the
Platinum Standard. We will begin by exploring the impact of advanced technology
integration, such as automation and robotics, on streamlining warehouse processes and
maximizing productivity. The significance of optimal space utilization and inventory
management in minimizing costs and reducing lead times will also be examined.
Furthermore, this paper will emphasize the importance of customer-centric strategies in a
retail warehouse, including efficient order fulfillment and personalized customer service. By
understanding and meeting customer expectations, warehouses can cultivate lasting brand
loyalty and drive revenue growth.
Safety is a paramount concern in warehousing operations, and we will analyze the
implementation of stringent safety protocols, surveillance systems, and access controls to
safeguard employees, products, and customer experiences.
Additionally, the role of sustainability practices will be explored, as the integration of eco-
friendly initiatives aligns with growing corporate social responsibility and consumer
preferences for environmentally conscious brands.
Lastly, the significance of a well-trained and motivated workforce in driving operational
excellence will be highlighted. We will investigate the impact of employee training and
engagement on warehouse productivity and overall success.
Through this comprehensive exploration of the Platinum Standard, we endeavor to equip
retail warehouse professionals with invaluable insights and strategies to optimize their
operations, adapt to market dynamics, and forge ahead in the pursuit of warehousing
excellence. By integrating cutting-edge practices and fostering customer-centricity and
sustainability, retail warehouses can elevate their industry standing and create a lasting
impact on the broader retail landscape.

ABOUT THE COMPANY

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Aditya Birla Fashion & Retail Limited (ABFRL) is a part of the Aditya Birla Group and is
one of the largest fashion and retail conglomerates in India. Formerly known as Pantaloons
Fashion & Retail Limited, the company was rebranded as Aditya Birla Fashion & Retail
Limited in 2016 to reflect its broader portfolio of brands and its association with the Aditya
Birla Group.

ABFRL operates a diverse portfolio of fashion brands, catering to various segments of the
market. Some of the well-known brands under the ABFRL umbrella include:

Pantaloons: Pantaloons is one of the leading retail chains in India, offering a wide range of
trendy and affordable apparel, footwear, and accessories for men, women, and kids. It
operates in both offline stores and an online e-commerce platform.

Allen Solly: Allen Solly is a popular lifestyle brand known for its contemporary and
innovative designs in both formal and casual wear for men and women.

Van Heusen: Van Heusen is a premium fashion brand that offers stylish clothing, accessories,
and footwear for men and women, suitable for both formal and semi-formal occasions.

Peter England: Peter England is a leading menswear brand that provides quality and
fashionable apparel for the Indian masses.

Louis Philippe: Louis Philippe is a premium menswear brand known for its sophisticated and
classic designs.

Forever 21: Forever 21 is an international fast-fashion brand that caters to the young and
trendy crowd with its diverse range of clothing and accessories.

Simon Carter: Simon Carter is a premium British menswear brand known for its distinctive
and stylish designs.

ABFRL is committed to providing high-quality and fashionable products to its customers

across various price points and style preferences. The company operates through a network of
exclusive brand outlets (EBOs), multi-brand outlets (MBOs), large format stores, and e-
commerce platforms.

ABFRL's emphasis on sustainability, ethical practices, and innovation aligns with the broader
values of the Aditya Birla Group. The company continues to expand its brand portfolio,
strengthen its retail presence, and explore new opportunities to remain at the forefront of the
rapidly evolving fashion and retail industry in India.

PANTALOONS

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Pantaloons is a well-known fashion retail chain that offers a wide range of clothing and
accessories for men, women, and kids. It caters to diverse customer segments with its
extensive collection of apparel, footwear, and lifestyle products. Pantaloons is known for its
trendy and affordable fashion offerings, making it a popular destination for the Indian
middle-class consumers.
Retail Presence:
Pantaloons operates through a widespread network of multi-brand fashion retail stores across
various cities and towns in India. The stores are strategically located in high footfall areas and
popular shopping destinations, catering to a large customer base.
Product Range:
Pantaloons offers a comprehensive range of products, including apparel for men, women, and
kids, along with footwear, accessories, and cosmetics. The brand caters to different fashion
preferences and occasions, providing options for casual wear, formal wear, ethnic wear, and
more.
Private Labels:
In addition to offering popular fashion brands, Pantaloons has developed its private labels.
These private labels encompass a diverse range of products and cater to specific style
preferences and customer segments. This strategy allows Pantaloons to offer unique and
exclusive products to its customers.
E-commerce Presence:
To keep up with changing consumer preferences, Pantaloons also has a robust online
presence, allowing customers to shop for their favorite fashion items from the comfort of
their homes.
Social and Environmental Initiatives:
As a responsible corporate entity, Aditya Birla Fashion and Retail Limited, including
Pantaloons, is committed to sustainability and ethical practices. The company actively
engages in various social and environmental initiatives to contribute positively to society.

WHAT IS PLATINUM STANDARD

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"Platinum Standard" is not a specific term or concept with a universally accepted definition.
The term "platinum" is often used metaphorically to represent the highest level of quality or
excellence in various contexts, including industries, services, products, or processes.
For example, in the context of customer service, a company might use the term "Platinum
Standard" to indicate that they provide the best and most exceptional customer service
experience.
Similarly, in the context of a retail warehouse or supply chain management, the "Platinum
Standard" might refer to the highest level of efficiency, organization, and customer-centricity
in warehousing and distribution operations.
It's important to note that the specific meaning of "Platinum Standard" can vary depending on
the industry or domain in which it is used. In general, it signifies a level of performance or
quality that surpasses standard or typical expectations, and it is often used to emphasize
excellence and superiority.

WHAT IS RETAIL WAREHOUSE

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A retail warehouse, also known as a distribution center or fulfilment center, is a facility used
by retailers to store and manage inventory before it is shipped to stores or directly to
customers. It serves as a crucial link in the supply chain, bridging the gap between
manufacturers or suppliers and the end consumers.
Key features of a retail warehouse include:
 Inventory Storage: Retail warehouses are designed to store a wide range of
products, including clothing, electronics, home goods, and more. The inventory
can be both for physical retail stores and online sales.
 Order Fulfillment: These facilities handle the picking, packing, and shipping of
customer orders, whether they come from brick-and-mortar stores or online
platforms.
 Logistics Management: Retail warehouses manage the movement of goods from
suppliers to the warehouse and from the warehouse to stores or directly to
customers.
 Efficiency and Organization: Retail warehouses are organized to maximize
storage capacity, facilitate quick access to products, and streamline the order
fulfillment process.
 Advanced Technology: Many modern retail warehouses utilize automation,
robotics, barcode scanning systems, and warehouse management software to
enhance efficiency and accuracy.
 Safety and Security: Warehouses prioritize safety measures for employees and
products, including equipment training, proper handling procedures, and
security systems to prevent theft or damage.
 Inventory Management: Accurate inventory tracking and management systems
ensure that the right products are in stock and readily available for customers.
Retail warehouses play a critical role in meeting consumer demand by ensuring products are
available in the right quantities and locations. As e-commerce continues to grow, the
importance of efficient retail warehouses has increased significantly to support timely
deliveries to online shoppers.

SWOT ANALYSIS OF SODEPUR PANTALOONS STORE

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Strengths:
 Technology Integration: The retail warehouse may have implemented and
warehouse management systems, resulting in improved efficiency and accuracy
in operations.
 Optimal Space Utilization: The warehouse could be designed for maximum
storage capacity and easy access to goods, leading to cost savings and
streamlined processes.
 Experienced Workforce: A skilled and motivated workforce may contribute to
better productivity, reduced errors, and smoother operations.
 Customer Satisfaction: The warehouse's efficient order fulfillment and timely
deliveries can lead to high levels of customer satisfaction and loyalty.
Weaknesses:
 Limited Technology: The warehouse might be lacking advanced technology,
leading to inefficiencies in handling and tracking inventory.
 Inadequate Space: The space might not be adequately utilized, resulting in
suboptimal storage capacity and inefficient workflows.
 Lack of Training: Employees may lack proper training, which could lead to errors
in order fulfillment and decreased productivity.
 High Employee Turnover: A high turnover rate could negatively impact
warehouse operations and cause disruption.
Opportunities:
 E-commerce Growth: The growing trend of e-commerce presents an opportunity
for the warehouse to expand its online order fulfillment and tap into new
markets.
 Sustainable Practices: Implementing eco-friendly initiatives can enhance the
warehouse's reputation and attract environmentally conscious customers.
 Technology Upgrades: Investing in advanced technology can lead to significant
improvements in warehouse efficiency and overall performance.
 Market Expansion: The warehouse can explore opportunities to serve additional
retail stores or expand its service offerings to third-party businesses.
Threats:
 Competition: Intense competition from other retail warehouses or third-party
logistics providers may pose a threat to market share.
 Economic Fluctuations: Economic downturns or fluctuations could impact
consumer spending and, consequently, the demand for warehouse services.
 Changing Consumer Preferences: Rapidly changing consumer preferences may
require the warehouse to adapt quickly to new demands and trends.
 Regulatory Compliance: Non-compliance with safety and environmental
regulations could result in penalties and reputational damage.

PRE-REQUISITES FOR CARRYING ACTIVITIES THROUGH SAP

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SAP is a widely used enterprise resource planning (ERP) software that helps organizations
manage various aspects of their business operations, including finance, procurement,
inventory management, human resources, and more. Many retail companies, including
fashion retailers like Pantaloons, have adopted SAP to streamline their business processes,
enhance efficiency, and gain better insights into their operations.
Common areas where SAP is utilised in Pantaloons include:
 Inventory Management: SAP can help manage and track inventory levels, stock
movements, and replenishment processes, ensuring optimal stock availability in
stores and warehouses.
 Supply Chain Management: SAP can be used to improve supply chain visibility,
manage supplier relationships, and optimize the flow of goods from suppliers to
stores.
 Sales and Distribution: SAP can assist in managing sales orders, sales
performance, and order fulfillment, allowing for more efficient and accurate sales
processes.
 Finance and Accounting: SAP can handle financial transactions, budgeting, and
reporting, providing financial insights for better decision-making.
 Human Resources: SAP's HR module can manage employee data, payroll, and
other HR-related functions.

In SAP, T-codes (Transaction Codes) are four-character codes that serve as

shortcuts to access specific transactions or functions within the SAP system. Each
T-code corresponds to a particular transaction or task that users can execute
directly by entering the T-code in the SAP command field or using the SAP Easy
Access menu.

There are thousands of SAP T-codes covering various modules and functionalities
within the SAP system. It is not practical to list all T-codes in a single response as
they are constantly updated, and new ones may have been introduced since then.
Additionally, the availability of T-codes can vary depending on the specific SAP
system configuration and the modules implemented by an organization.

Hence, I have listed down few of the ones that was used in the warehouse:

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SAP Code Usage
ZOMNI  Processing of BODFS Orders
 GRN Of BODFS Returns and BODFS
Reports
 To Generate Pendency Report

ZGIT2  To Check Goods in Transit

 To know status of Dispatched PT
Stocks from DC/store

ZSTORE  For Inward Scanning Process

 GRN Creation of PT & NPT inward
goods.

ZBRMCBA  To generate Stock in hand report.

MCBA report should be extracted to
check the stock in hand. The report
generated should not be past dated.
Hence, it should be extracted every
day.
MB51  To know Movement of Articles. For
example: When it was Inward,
Billed, Returned, PI Shortage.

ME23N  To check STO & PO details for PT &

NPT brand
 STO & PO details of PT & NPT
brands

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ZARTPRICES  To check MRP & MAP of product
 This is the only T code to identify
the MRP and MAP of a product
when the price tag of a product is
lost. It is also used to calculate
Shrinkage Value.

ZARTEAN  To check Article to EAN and EAN to

Article.
 This T code is used to check Article
Number onto EAN number (which
is present on Bar Code).
ZBRDART  For Printing Barcode.
 This T code is used to Print Bar
Code whenever the bar code on
price tag of a garment is lost.
VL10F o Delivery creation for STO
VL10A o Delivery creation for RSO
VGMI o SAP Gate Pass
ZGP o Non Return, Returnable
SAP Gate Pass
HUPAST o HU Creation
VL74 o HU re-print
VL02 o For PGI (Post Goods Issue)
VF01 o Invoice creation
VF03 o Invoice re-print
MB1A o For consumption booking
MB0A o For creation of NSM GRN

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ACTIVITIES THAT WE CARRIED DURING OUR TIME IN THE WAREHOUSE

1) Inward
2) Outward
3) In-transit
4) BODFS
5) Opening Stock Check
6) Storage Location of Goods

1. Inward Process:

Inward

Saleable Non-Saleable

PT NPT

Inward of saleable PT stock could be from DC Transfer or it could be an Inter-

Branch Transfer (IBT).
Inward of saleable NPT stock is always from other vendors. For example: Oriental
Trading Company and Anshu Private Limited supply NPT stocks for inward.
Inward of Non-Saleable items are always from DC.

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How inward of saleable PT stocks from DC is done:
 First the invoice is received from the delivery personnel.
 Each docket number is checked.
 Each carton’s HU is then checked.
 Global count of all cartons is done.
 The weight of every carton is checked.
 IRN now has to be generated after all checks are complete. This is done by
entering the ‘zreg1’

T code into the SAP console. The TU number is entered in one of the required
fields before generation of IRN.
 Now after IRN is generated GRN has to be generated using ‘zstore’ T code
from the SAP console.
 Within ‘zstore’ after scanning the TU number, the level at which TU has to be
posted is selected. (GRN at TU level or GRN at HU level).

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  If the starting 3 numbers of TU are ‘800’ then TU Wise Scanning is selected.
TU number is inserted, IRN is entered. F8 is pressed and GRN gets generated.
This applies for both saleable and non-saleable merchandise.
 If the starting 3 numbers of TU are ‘600’ Each Piece Scanning For STO is
selected. TU number is entered and every single product within every single
carton is scanned. After all HUs are scanned, sum quantity is checked. Packed
and Scanned quantity should be same or else the entire scanning process is
repeated. TU is posted once this process is completed.

How inward of saleable PT stock for IBT is carried:

 EAN Scan file is received from different pan- India Pantaloons branch.
 ‘zartean’ T code is selected from SAP console.
 EAN number is entered and F8 is pressed to get the article number.

 Now, the data generated is converted to excel format and vLookup is used.
 ‘me21n’ T code is used for creation of STO.

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  Enter supplying site in excel.
 Enter storage location: 1000(saleable)
 Enter the excel details in SAP.
 This STO is created and sent against the EAN Scan file received.
 After confirmation of STO on the other side the concerned store sends the stock
which we inward.
 The invoice is now received from the delivery personnel.
 Each docket number is checked.
 Each carton’s HU is then checked.
 The weight of every carton is checked.
 Global count of all cartons is done.
 For both PT and NPT stock the steps followed for inward are the same.
 IRN now has to be generated after all checks are complete. This is done by
entering the ‘zreg1’ T code into the SAP console. The TU number is entered in
one of the required fields before generation of IRN.
 Now after IRN is generated GRN has to be generated using ‘zstore’ T code from
the SAP console.
 Within ‘zstore’ after scanning the TU number, the level at which TU has to be
posted is selected. (GRN at TU level or GRN at HU level)
 Each Piece Scanning For STO is selected. TU number is entered and every single
product within every single carton is scanned. After all HUs are scanned, sum
quantity is checked. Packed and Scanned quantity should be same or else the
entire scanning process is repeated. TU is posted once this process is completed.
How inward of saleable NPT stock is done:
 The invoice generated by other vendors is received from the delivery service.
 Each docket number is checked.
 Each carton’s HU is then checked.
 Now, ‘ME23N’ is entered into the SAP console.

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  The PO is checked and the vendor code is entered into the designated field.
 Status of the shipment is approved by the managers; quantity to be checked; if
less than or equal to shown then the shipments can be accepted or else, they are
not.
 Date of delivery is checked; location is checked.
 Scan Receiving for DSD PO is then selected.
 Store name, PO, Delivery Note: Invoice No., Header Text all have to be entered
respectively in their required fields in the SAP console.
 Sum quantity is checked against the difference quantity.
 If there is any shortage of units then a complain is raised by selecting Vendor
Discrepancy Note.
 If there is no discrepancy then the units are posted.

How inward of non-saleable PT stock is performed:

 First the invoice is received from the delivery personnel.
 Each docket number is checked.
 Each carton’s HU is then checked.
 The weight of every carton is checked.
 Global count of all cartons is done.
 ‘MB0A’ T code is used to enter the delivery number and IRN number is
entered and the session is saved.

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 2. Outward Process:

For IBT:

 In this case first the other branch or DC sends us the requirement.

 Now we send an EAN file of products to the other side.
 STO is prepared by other branch/DC and is given to us.
 Then we check STO given for scanned items in
‘me23n’.
 ‘VL10F’ T code is used for delivery creation.

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 ‘hupast’ is used for HU creation.

 Scan packets under Pack HUs option.

 Now all units are packaged into respective HUs.
 Print HU unit sticker.
 Weight is checked before delivery.
 Products PGI is generated.
 ‘vgm1’ for Gate Pass generation is used.

 ‘zgp’ for NRGP (Not Returnable Gate Pass) is issued.

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For DC:

 The HO team will upload an article list in SAP and share the same article list with
the store for segregation.
 The store team will identify merchandise using CLIQUE (TAB-OUTWARD
SEGREGATION) and physically pick merchandise from the floor to bring to the
warehouse/ back office for outward processing.
 Store will create LR number before scanning process once assigned LR then store
can start scanning directly in SAP’s New T Code ‘ZCALI_SCAN’.

 It is mandatory to apply the HU sticker to the BOX.

 In this process article allowed to outward in single box only same BATCH,
WORLD & BRAND.
 LR Number assigned before scanning.
 The store can push pick-up requests through SAP – ‘ZPUSH-ORDER_NEW’.
 Store needs to generate SAP and NGRP Gate Pass at the time of pick up.

3. In-Transit Process:

 Select ‘zgit2’ under SAP.

 Enter the receiving site name in the desired field.
 Select Article Level or Delivery Level
 Press F8
 Get the data and convert it excel spreadsheet.

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4. BODFS Process:

The "Buy Online Deliver From Store" service typically allows customers to place
orders online through Pantaloons' website or mobile app and have the products
delivered to a designated Pantaloons store of their choice for pickup. This
service combines the convenience of online shopping with the advantage of
physically collecting the items from a nearby store, offering a seamless shopping
experience for customers.

To utilize the service, customers usually follow these steps:

 Browse the Pantaloons website or mobile app, add desired products to

the cart, and proceed to the checkout.

 During checkout, select the option for "Buy Online Deliver From Store" or
"Click and Collect."

 Choose the preferred Pantaloons store from the list of available locations
where you want to collect your order.

 Complete the payment process online.

 Once the order is processed and ready for pickup, the customer will
receive a notification confirming the availability of the products at the
chosen store.

 Visit the designated store, show the order confirmation or a valid ID, and
collect the items.

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 The "Buy Online Deliver From Store" service offers several benefits, including
saving on shipping costs, the ability to inspect the products before taking them
home, and a quicker collection process.

How a BODFS order is confirmed:

 Once a BODFS order is received, an assigned employee searches up their

floor stocks and warehouse inventory to find the article and a PGI is sent
against the order once the product is found.
 Now, the product is checked for any defects and all hard tags are removed
and the product gets packed once the quality check is passed.
 Now in SAP ‘zomni’ T code is used to obtain data in spreadsheet.

 In the excel spreadsheet filter the data according to the order status by
‘invoice’. So now the data for those products whose invoice are generated
are only shown.
 The AWB No. from the excel file for every product is copied and pasted
onto Flymo delivery portal to print out the hard copy of the invoice.
 Now to generate Tripsheets we have to filter the data according to LSP
name. This data is now entered individually into SAP terminal after
selecting ‘zomni’ T code and the ‘BOSS Order Tripsheet Scan’.
 After the input is done ‘Create Tripsheet’ option is chosen.


5. Opening Stock Check:

Checking the opening stock of a retail store every day is a standard practice in inventory
management. It involves verifying and recording the quantity of products available in the
store at the beginning of each business day before any sales or restocking activities occur.
This routine task serves several important purposes:

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  Stock Accuracy: Regularly checking the opening stock ensures that the inventory
records are up to date and accurate. It helps identify any discrepancies between
the recorded stock levels and the actual physical stock on the shelves.

 Loss Prevention: By monitoring the opening stock daily, the store can detect and
address any potential issues related to theft, misplacement, or spoilage of
products.

 Replenishment Planning: Having accurate information about the opening stock

helps store managers and inventory planners determine when and how much to
reorder from the suppliers. It aids in maintaining optimal stock levels and
prevents stockouts or overstock situations.

 Sales and Performance Analysis: Keeping track of the opening stock allows the
store to calculate the daily sales, which is an essential metric for evaluating the
store's performance and understanding customer demand patterns.

 Trend Identification: Consistently monitoring the opening stock enables the store
to identify trends in product popularity and sales patterns. This information can
guide inventory decisions and promotional strategies.

 Customer Service: Knowing the opening stock ensures that store staff can
promptly inform customers about product availability and avoid disappointing
them with out-of-stock situations.

 Compliance and Auditing: Regularly updating the opening stock records helps
maintain compliance with internal and external auditing requirements.

How to check Opening Stock of a Pantaloons Store:

 In the SAP terminal ‘zbrmcba’ T code is used.

 The data of all stock that is currently available is shown.
 This data can be further analysed to see the sales number, stock from every
world, etc.

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 6. Storage Location Of Goods:

Storage Location Of Code Use

1000 Saleable
2000 NSM
4000 PT & NPT Shortage
4100 Perpetual Inventory
9000 Defective

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HOW TO MAINTAIN PLATINUM STANDARD OF PANTALOONS WAREHOUSE

Registers and Files:

Registers and files should be kept neatly in Storage area.

• All Registers to be neatly covered and labeled. All Inventory Accounting entries to be
properly Reconciled & Updated as per SOP Registers and files should be kept neatly
in Storage area.
• All Registers to be neatly covered and labeled. All Inventory Accounting entries to be
properly Reconciled & Updated as per SOP.

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Warehouse Rack Guide:

WAREHOUSE RACK GUIDE

Rack 1 – 60 MENS

Rack 61 – 105 KIDS

Rack 106 - 145 Woman ethnic

Rack 146 – 198 Woman western

• WH Must be on proper layout with sequence of world and inventory of different

world should not get mixed.
• Any deviations in execution & rack management, visual must be rectified.

Tagging Standard:

 Display Tagging Standard Guidelines in the tagging location .

 100% tagging of merchandise should be done before sending on the floor.

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Warehouse Zoning:

• Inward, Outward & Defective zone should be created in warehouse.

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 • Inward stocks are segregated, label pasted and are kept separately in inward zone.

Warehouse Bay Area:

 Warehouse Areas are kept clean. Free from cartons and PP in-order to make sure
enough spaces are maintained for stocks segregation and implementation.

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Rack Setup:

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  Stocks in Racks are labelled according to World, Brand, Season wise along with
Quantity in it.
 Plastic Rope is used in-order to collaborate the options, and keep the options together
for easy replenishment whenever needed.

RACK LABEL FORMAT

WORLD NAME

BRAND NAME

MC NAME

SEASON

STAFF NAME

DM NAME

Follow this
format of rack
labelling

Carton Box Setup:

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Carton Stocks are tied together in options for easy replenishment, keeping in mind the
Platinum Standard points of keeping the stocks- brand and option wise to avoid stocks getting
mixed up together.

MB Platinum Standard Guideline:

1.Try to keep same brand merchandise and mostly table products refill
pcs in magic box.
2. Merchandise should be stored option wise or pattern wise in one
stack
3. Stacking inside magic box should 3-4 in number(Each stack 6-8
pcs)and should not touch to red line.
4. Don’t mix options and also don’t use plastic to bundle stacking or
options.
5. Magic box must be daily checked and should be maintained during
entire day for easy access to particular option & Size.

Box Indexing:

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Cartons boxes are labelled according to World, Brand, Season and quantity wise. And are
kept in their designated World Areas.

NSM Maintenance:

 Keeping in mind the Safety of every individual in the store, Hard Tags and PIN are
kept at a designated area to avoid unpredictable injuries. Since Safety Comes First.
 In-order to make hangers easily available whenever needed, it is packed in designated
cartons with labels on it.

Refill Process:

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  Refill should be planned considering back stock availability and Stock sold for the
day for the next day.
 Respective DM has to plan the refill stock Qty by end of the day and must share to
his/her team members.
 Stock refill must be start from 11am to 1pm and 3pm to 5pm if the store has
adequate manpower planned for both opening and closing shift for floor
(Customer Assistance is priority)
 Small stores or Stores with less manpower count should only start refill from
1pm, post-closing shift staffs join store and should close by 4pm to ensure
settlement on Fit for 5pm .

Daily Audit Checklist Warehouse:

WAREHOUSE DAILY TASK (Date: ) YES/NO/NA

1 CDC INWARDING COMPLETED WITHIN 24 HRS
2 DISCREPANCY NOTE CREATED ON SAME DAY AND SHOULD MAIL TO FEC AND VENDOR ON SAME DAY
3 DAILY MAINTAIN BARCODE CONTROL RECORD & DEFECTIVE TRACKER
4 IF ANY RGP/NRGP/DISCREPANCY ARE CANCELLED THEN PUT REMARKS ON IT AND SIGN FROM YOUR SM & WHS MANAGER
5 IN ZSIT CASE ,PLEASE FOLLOW UP WITH DC TEAM REGULARLY AND AFTER APPROVAL POST THE DOCUMENT IMMEDIATELY (APPROVAL AFTER STORE CLOSE SHOULD BE POSTED NEXT DAY ASAP)
6 RGP PENDING LIST SHOULD BE MAIL REGULAR BASIS TO CONCERN DEPARTMENT WITH CC YOUR SM(One day before Due Date if extension required)
7 WAREHOUSE DASH BOARD MAINTAIN DAILLY BASIS
8 ALL WAREHOUSE REGISTER SHOULD BE SIGNED ON SAME DAY
9 BOOK STOCK,INTRANSIT AND NEGATIVE REPORT SHOULD BE SENT TO ALL DEPARTMENT MANAGERS AND SM
10 IN INTRANSIT CASE MORE THAN 7 DAYS RANGE ,FOLLOWUP SHOULD BE DONE WITH SUPPLYING SITE AND THE CONCERN TRANSPORTER
11 EVERY FRIDAY WAREHOUSE PICTURES SHOULD BE SENT ON CLUSTER WAREHOUSE GROUP.
12 GRIR Status- Vendor invoices sent to Scanning center -DAILY
13 CHECK & CONFIRM 4000 LOC. IS NIL -DAILY
14 ALL DEFECTIVE (FLOOR/CUSTOMER RETURN) MOVED TO 9000 LOC
15 ALL BODFS ORDERS- ACCEPTED FOR THE DAY ARE READY FOR PICKUP TOMORROW
16 CONFIRM NO BODFS ORDER GONE FOR AUTO CLOSED .
*Only Put Remarks on YES/NO/NA,If NO then mention for what exception

 WH Manager Or Assistant to share this checklist daily by EOD to cluster/store

What's app group or on mail.
 100% adherence of this checklist will ensure high compliance to audit
parameters and hygiene on BODFS process

Safety Norms:

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All safety equipment must be in working condition.

Conclusion:

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Pantaloons' Platinum Standard Retail Warehouse sets a new benchmark for excellence in the
retail industry. Through its state-of-the-art facilities, advanced inventory management
systems, and efficient logistics, the warehouse ensures seamless operations and superior
customer satisfaction. The Platinum Standard not only optimizes supply chain efficiency but
also enhances the overall shopping experience for customers. By prioritizing innovation,
sustainability, and customer-centricity, Pantaloons continues to reaffirm its position as a
leader in modern retail warehousing. The Platinum Standard exemplifies the brand's
commitment to delivering excellence and staying at the forefront of the dynamic retail
landscape. With such an outstanding warehousing model in place, Pantaloons is well-
positioned to drive continued growth, profitability, and customer loyalty in the ever-evolving
retail industry.

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