Globus Main Project

8/17/2019 Globus Main Project

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Supply Chain ProjectOn

Submitted To: Submitted By:

Mr. Satender Sir Kumar Abhijeet(15)

Mohita Saluja(2)

Surabhi Khare(!")

S#ati $a%to&i(!')


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COMPANY BACKGROUND

(GLOBUS STORES Pvt. Ltd!

lobu% one o* the youn&e%t and *a%te%t &ro#in& *a%hion apparel retail chain% in +ndia.

lobu% po%itioned it%el* a% a %tore *or cu%tomer% a&e &roup caterin& *rom 1,-5 year%

#hich #a% i&nored by mo%t player% in the mar/et. lobu% i% cu%tomer oriented

and *riendly pro0idin& rendy 3 A**ordable4 &arment% to it% cu%tomer% #ith it% ta&

line G"obu#

$%u#t "i&e u 'd %u#t )o* u+++,

lobu% - one o* the leadin& chain o* a%hion Apparel $etailer% in the country. Part o*

the KP R'-e%' G*ou o) Com'ie#, One o* the mo%t pre%ti&iou% bu%ine%% hou%e% in the

country.

.

lobu% Store% P0t. 6td. #a% *ormed to contribute in the re0olution %#eepin& the retail

indu%try. lobu% promi%e% to brin& about a perceptible chan&e in the #ay apparel and

li*e%tyle retailin& ha% been carried %o *ar.

o#ard% thi% end modern international technolo&y ha% been brou&ht in and hea0y

in0e%tment% ha0e been made in in0e%tin& and ac7uirin& the be%t tried and te%ted proce%%e% and procedure% o* operation. lobu% i% one o* the leadin& chain% o* retail

%tore in the country. + i% part o* the hi&hly di0er%i*ied $. $aheja &roup o* companie%4

one o* the pre%ti&iou% bu%ine%% hou%e% in the country.

/i#io o) Com'y

• 8e at lobu% %tri0e to achie0e cu%tomer 9eli&ht by o**erin& 7uality pro-duct%

and %er0ice% throu&h a proce%% o* continuou% inno0ation and adaptation.

• :uild a dynamic team o* committed and pa%%ionate employee% throu&h %u%tained

learnin& and &roomin&.


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• 9e0elop mutually bene*icial relation%hip% #ith our bu%ine%% partner%.

• ;mploy co%t e**ecti0e proce%%.

• 8e belie0e in hone%ty inte&rity and *airne%%.

• Openne%% 3 tran%parency

• 9i%cipline 3 accountability.

Mi##io o) Com'y

• 8e at &lobu% #ill cater to the li*e%tyle need% in &arment% 3 related ace%%orie% o*

the *a%hion 7uality 3 price con%ciou% cu%tomer belon& into the middle

and upper middle cla%%.

• 8e #ould li/e to be /no#n a% proacti0e 3 tru%t#orthy retail chain Pro-

0idin& the late%t trend% 3 e


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Co*o*'te /'"ue#

• Openne%% and ran%parency

• 9i%cipline and Accountability

• =one%ty +nte&rity airne%%

• $e%pect *or +ndi0idual% Society and ;n0ironment

O*2'i3'tio #t*u4tu*e

G*'de St*u4tu*e

>ice Pre%ident

A%%t. >ice Pre%ident

en. Mana&er

9y. en. Mana&er

A%%t en. Mana&er

Mana&er

9y. Mana&er


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A%%t. Mana&er

Sr. ;


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P*odu4t "ie

lobu% i% on a mi%%ion to democratiBe *a%hion and be the iconic youth *a%hion brand in+ndia. 8e aim to create deep connection% #ith the +ndian youth throu&h in%pirin&

product de%i&n %i&nature %tore e


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SUPPLY C6A1N MANAGEMENT

Supply can be carried throu&h a #ide 0ariety o* tran%portation choice%. A *a%ter

tran%portation not only help% to achie0e a hi&her le0el o* cu%tomer %ati%*action in

ma/in& the %upplie% a0ailable on time but al%o help% t increa%e the %ale% by %eiBin&

bu%ine%% opportunitie% #hen there i% a %udden ri%e in demand.

o meet the%e objecti0e% many corporation% tend o#n their o#n *leet o* tran%port and

major *actor in a %upply chain %y%tem. hi% *actor there*ore %ee/% to e%tabli%h the

tran%port mode capacity location routin& and the %chedule% o* di%tribution %o the

%upplie% reach the de%tination% on time.

$etailer% are the mo%t important lin/ in the %upply chain . hey connect cu%tomer% #ithhe 0endor% #ho pro0ide the merchandi%e. +tJ% the retailer% re%pon%ibility to identi*y

cu%tomerJ% #ant% and need% and #or/ #ith other member% o* Supply chain

L manu*acture% #hole%aler% tran%portation Companie% and So ono ma/e %ure he

merchandi%e i% a0ailable in the #arehou%e ?%toc/ #hen cu%tomer% demand it.

lobal $etailer% ha0e increa%in&ly ta/en a 6eader%hip po%ition in their $e%pecti0e

Supply Chain% li/e- 8A66-MA$ CA$$;OD$ @A$A and K$O;$ ha0e &ro#n

9ominant and control on heir Supply chain not only doe% %iBe &enerate% Po#er :ut

Kno#led&e about the cu%tomer% play a 0ital role a% #ell. A% a $e%ult o* their po%ition in

the Supply chain $etailer% are in uni7ue po%ition to collect purcha%e in*ormation

cu%tomer by cu%tomer ran%action by ran%action. hi% in*ormation can be %hared #ith

%upplier% to Plan Production Promotion 9eli0erie% A%%ortment% and +n0entory 6e0el.

Iot many or&aniBation% &o *or in-hou%e manu*acturin& .hey rely on %ourcin& and

de0elopin& 0endor% #ith elaborate %y%tem% to chec/ and control 7uality. ;0en

*irm% #hich decide in- hou%e manu*acturin& o*ten do not &o *or manu*acturin& *ull

ran&e o* product% to meet total mar/et demand but decide on partial %ourcin&. Ma/e-

and-buy deci%ion% ma/e a %i&ni*icant impact on the co%t %tructure o* a companyJ%

product%. Supply chain ha% number o* 0ariant% in it%el* .#ithout the%e 0ariant% %upplychain department o* an or&aniBation cannot #or/.


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/AR1ANTS O5 SUPPLY C6A1N

A! C-'e" o) Di#t*ibutio

o maintain the %toc/ in #arehou%e or to tran%*er the %toc/ to retailer% dealer% A #ide

choice o* Channel% i% a0ailable. he%e include dealer% retailer% %toc/i%t% #hole%aler%

di%tributor% and 8orld 8ide 8eb etc.

B! Su"y C-'i Co)i2u*'tio#

A %upply chain ha% a number o* participant%. Source% o* %upplie% %tora&e or %toc/in&

%tation% and di%tribution channel% till he %upplie% reach to end-cu%tomer con%titute %ome

o* the major participant%.

C! 1veto*y

hi% con%titute% the core o* SCM. he major co%t% o* a %upply chain the le0el o*

cu%tomer %ati%*action the bu%ine%% &ro#th (or *all) are lar&ely in*luenced by the

in0entory %trate&y. here are %e0eral i%%ue% #hich are at con*lict #ith each other and arere7uired to be re%ol0ed.

=i&her in0entory in #arehou%e help% in ma/in& the &ood% ea%ily a0ailable to cu%tomer%

and re%ult in &ro#th o* %ale% but thi% #ill %imultaneou%ly increa%e co%t% and brin& do#n

re0enue%.

he determination o* the demand o* the product% *or the period con%idered. Many

product% in the mar/et ha0e % %ea%onal demand #hich i% &o0erned by *actor% %uch a%

*e%ti0al% #eather (%ea%on%) etc. Many other *ollo# re&ular cycle. here are product%

#hich *ind mar/et . 8hen there i% %carcity o* alternati0e%.

9emand plannin& i% needed a% it enable% the company to or&aniBe it% %ourcin& and

%toc/in& policie%. he economic% o* a total %y%tem can &o hay#ire i* demand plannin&*inally *ind% no re%emblance to the actual mar/et condition%. On the other hand an

accurate demand *oreca%t #ill re%ult in totally %mooth operation%.

D! Co8o*di'tio 9it- #u"ie*#


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Supplier% and manu*acturer% operate rather independently . %upplier% ha0e little

in*ormation on #hat manu*acturer% need until they recei0e order *rom manu*acturer%

need until they recei0e order *rom manu*acturer%. Similarly manu*acturer% do not /no#

material% are a0ailable #ith %upplier% until they place a order and &et a corre%pondin&

re%pon%e.

he %tatu% o* in*ormation #ith manu*acturer% a% to #hat i% in the %toc/ #ith the

di%tributor% dealer% and retailer% i% hardly a0ailable and. Many %toc/i%t%. Al%o con%ider

di%clo%ure o* thi% type o* in*ormation o* %toc/% a% uncalled *or a% thi% i% con*idential.

:ut in e**icient SCM manu*acturer% %upplier% di%tribution channel% and Cu%tomer%

are lin/ed in the *orm o* chain to de0elop and deli0er product% a% a %in&le or&aniBation

o* pooled %/ill% and re%ource%.

Su"y 4-'i m''2emet i% the +nte&ration o* :u%ine%% proce%%e% *rom end u%er throu&h

Ori&inal Supplier% that pro0ide% product% %er0ice% and +n*ormation that add 0alue *or cu%tomer%. Supply can be carried throu&h a #ide 0ariety o* tran%portation choice%.

A *a%ter tran%portation not only help% to achie0e a hi&her le0el o* cu%tomer %ati%*action

in ma/in& the %upplie% a0ailable on time but al%o help% to increa%e the %ale% by %eiBin&

bu%ine%% opportunitie% #hen there i% a %udden ri%e in demand.

o meet the%e objecti0e% many corporation% tend o#n their o#n *leet o* tran%port and

major *actor in a %upply chain %y%tem. hi% *actor there*ore %ee/% to e%tabli%h the

tran%port mode capacity location routin& and the %chedule% o* di%tribution %o the

%upplie% reach the de%tination% on time.

$etailer% are the mo%t important lin/ in the %upply chain . hey connect cu%tomer% #ith

he 0endor% #ho pro0ide the merchandi%e. +tJ% the retailer% re%pon%ibility to identi*y

cu%tomerJ% #ant% and need% and #or/ #ith other member% o* Supply chain

manu*acture% #hole%aler% tran%portation Companie% and So on to ma/e %ure he

merchandi%e i% a0ailable in the #arehou%e ?%toc/ #hen cu%tomer% demand it.

lobu% ha% &ro#n 9ominant and control on heir Supply chain not only doe% %iBe

&enerate% Po#er :ut Kno#led&e about the cu%tomer% play a 0ital role a% #ell. A% a

$e%ult o* their po%ition in the Supply chain $etailer% are in uni7ue po%ition to collect

purcha%e in*ormation cu%tomer by cu%tomer ran%action by ran%action. hi%

in*ormation can be %hared #ith %upplier% to Plan Production Promotion 9eli0erie%

A%%ortment% and +n0entory 6e0el.


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Iot many or&aniBation% &o *or in-hou%e manu*acturin& .hey rely on %ourcin& and

de0elopin& 0endor% #ith elaborate %y%tem% to chec/ and control 7uality. ;0en *irm%

#hich decide in- hou%e manu*acturin& o*ten do not &o *or manu*acturin& *ull ran&e o*

product% to meet total mar/et demand but decide on partial %ourcin&. Ma/e-and-buy

deci%ion% ma/e a %i&ni*icant impact on the co%t %tructure o* a companyJ% product%.

OBECT1/E O5 SUPPLY C6A1N

• o ;liminate ran%action Co%t and Dncertaintie% O* ran%action Proce%%in&.

• o MinimiBin& con%traint% o* Order ul*illment net#or/% by enlar&in&

e**ecti0e %cope o* $etail .

• +mpro0in& 9i%tribution Iet#or/ Connecti0ity.

• 9e0elopin& Pro*e%%ionali%m and %/ill% in 6o&i%tic% mana&ement.

• o a0oid irrele0ant mo0ement o* +n0entory #ithin the 8arehou%e.

• ;nablin& the Creation and 9i%tribution o* accurate +n*ormation.

SCM '# t-e ;de#i2 "'i2 e


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5u4tio o) #u"y 4-'i m''2emet

• Mana&in& the mo0ement o* ra# material% into an or&aniBation.

• Certain a%pect% o* the internal proce%%in& o* material% into *ini%hed &ood%.

• he mo0ement o* *ini%hed &ood% out o* the or&aniBation and to#ard the end-

con%umer.

• Supply chain allo#% to *ocu% on core competencie% and a%%emble net#or/% o*

%peci*ic be%t-in-cla%% partner% to contribute to the o0erall 0alue chain it%el* thenincrea%in& o0erall per*ormance and e**iciency

• Supply chain help% in Maintainin& the proper %toc/ in #arehou%e.

• Supply chain mana&ement help% in pre0entin& the %hrin/a&e problem #hich

a**ect% the pro*it ratio o* an or&aniBation.

• =elp% in the manu*acturin& &ood% #hich lead to %horter cycle time% meanin&

impro0ed re%pon%i0ene%% and e**iciency in meetin& cu%tomer demand.

• Supply chain mana&ement help% in mea%urin& the &ro#th o* an or&aniBation. +t%

mea%urement become% increa%in&ly important becau%e the di**erence bet#een

pro*itable and unpro*itable operation% pre%ent% the clear ima&e o* an or&aniBation.

T6E PART1ES 1N/OL/ED 1N T6E SUPPLY C6A1N

T-e Co4e*ed C'te2o*y H

+tJ% al%o ha% to determine the product% that ma/e up the cate&ory and it% %e&mentation

*rom the con%umer pro%pecti0e. +t al%o ha% to e%tabli%h the cate&oryJ% per*ormance

mea%urement and tar&et%.


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Cate&ory ha% to play a >ital role in the Supply chain proce%%. hey ha0e to decide On

>endor% rom #hich merchandi%e are to out%ourced. :e*ore that >endor i% re&i%tered in

or&aniBation to %upply the &ood% to &lobu% #arehou%e Mumbai.

lobu% &ro#n up to t#enty %i< %tore% 0ery much clo%er to meet the benchmar/ o*

1%tore% in near *uture. Cate&ory i% empo#ered by Or&aniBation to rai%e Purcha%e

Order on an O8Lie So)t9'*e named a% MMS.

he $ole O* =ead O**ice Cate&ory i% to buy in bul/ *rom Iational >endor% Order%

9i%per%e that merchandi%e to Mot-e* ='*e-ou#e 't Mumb'i. And then tran%*er all the

%toc/% to number o* %tore% all o0er +ndia.

SUPPPL1ER

>endor% are the 0ery important part o* %upply chain proce%% .:ecau%e they are tho%e partie% #ho %upplie% the &ood% to a retail %tore. So it i% con%idered that they run the

bu%ine%%e% o* $etail.

+n the proce%% o* %electin& a particular 0endor *or meetin& the critical input%

re7uirement one relie% on the 0endor capabilitie%. Any *ailure on the part o* 0endor can

ha0e a cripplin& e**ect on the buyer.

here*ore it i% e%%ential that #hen %electin& a 0endor *or %trate&ic %ourcin& e0aluation

%hould include the *ollo#in& parameter relatin& to the 0endor.

• inancial =ealth

• echnolo&y employed and technical capabilitie%

• $ 3 9 acilitie%.

• Nuality Control mechani%m

• +SO 2 certi*ication

• Pre0iou% trac/ record o* 0endor re&ardin& reliability (percenta&e ontime) and

7uality (mean time bet#een *ailure)

• Pre0ailin& indu%trial relation% %cenario at 0endorJ% company and

• Commodity allocation (pre*erential treatment in the e0ent o* %horta&e).>endor ha% to 7uali*y certain e%%entialitie% be*ore %upplyin& in0entory to &lobu%.

TRANSPORTER


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+* the re7uirement ari%e% *or the brand% other than &lobu% then purcha%e order i%

re7uired .thi% purcha%e order i% made by %upply chain e


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5LO= C6ART O5 T6E PROCESS

.

Purcha%e order *rom @onal or =ead

O**ice

Ori&inatin& Certi*icate i*

>endorJ% %ite i% +ndi&enou%

Collect% State orm by

Commercial or @onal

A**i< :ar Code% on +n0entory a% per

PO (Purcha%e Order)

Prepare +n0oice paper%

6oad the +n0entory and 9i%patch i* *or

8arehou%e or Store

Meet% Security +n char&e on 9uty


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Chec/% document% 6$ Copy 6$ 9ate Con%i&nee

Addre%% ;


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+n ca%e o* incomplete document% unload the &ood%

but /eep %e&re&ated *rom other deli0ery

Con%ult to the +n#ard

ood% $eceipt Iote($I) i% not

created at that point

Mail that %hipment o* purcha%e order to

the re%pecti0e Cate&ory

8ait *or complete document% *or

15 day%


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8ithin 15 day% o* time the pendin& document% #ill be cleared *rom the

0endor.

1N/ENTORY 1N=ARD ON SO5T=ARE MMS

All the in0entory #hich i% unloaded by tran%porter are *eeded in ma%ter o* merchandi%e

%y%tem %o*t#are by the %upply chain e


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5LO= O5 MERC6AND 1SE

$AISPO$;$

9+SP6AF

=OM; 9;6+>;$F

CA;O$F

C;I$A6 9+S$+:D+OI

8A$;=ODS; (C9C)

8A$;=ODS;

$;SP;C+>;

SO$;S

CDSOM;$S


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1N/ENTORY MO/EMENT

2. Out#ard Mo0ement1. +n#ard Mo0ement

Con%i&nment

Stoc/

rom C9Crom >endor

19'*d

$eturn *rom Main

9i%tribution centre

(M9C)

Out9'*d

o #arehou%e% o 0endor%o %tore%o =ome 9eli0erie%


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(b)All the road permit% %pecially *orm L 1 %hould be handed o0er to the commercial

department a% early a% po%%ible becau%e it %hould be handed o0er to the %ale% ta<

department #ith-in 2! hour%.

@. 1) m'te*i'" i# *e4eived )*om /edo* ='*e-ou#e 9it-8i U.P

(a)O.C. %tamp i% re7uired.

@. 5o* out9'*di2 o) m'te*i'" )*om G'-'3i'b'd

.

(a) O.C. %tamp i% re7uired i* material i% out #arded *rom Ioida and the %tampin& o*

chec/ po%t i% mu%t i* the chec/ po%t i% in the tran%it #ay. And thi% i% applicable *or radin& ? Ion tradin& item% and no relation #ith 0alue or Bero 0alue.

TREATMENT 5OR STOCK S6ORTAGES AND DAMAGES O5

1N/ENTORY

Shorta&e% and dama&e% in in0entory occur at many point% in the #hole %upply chain

Proce%%. +t occur% *romH /edo* to 9'*e-ou#e i 9'*e-ou#e. rom #arehou%e to %tore

+n %tore At all the place% they occur due to %ome di**erent re&ion% %o #e di%cu%% all

the%e in detail. + di0ide %horta&e% and dama&e% into t#o cate&orie% one #hen it occur% in

#arehou%e and other #hen it occur% in %tore. he *i&. A #hich i% &i0en belo# i% %ho#

ho# the %toc/ i% mo0e% in the %upply chain but the *i&. : &i0e% the mo0ement o* %toc/

#hen there i% %ome dama&e or %horta&e at the 0ariou% point% in the %upply chain.

Di#4*e'4y Reo*t

A*ter enterin& the material in the MMS ;endor and ran%porter #ith the #ritten document

pre%ented on 0alue chain i% debited. rom ran%porterJ% Account. Shorta&e% are


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+n*ormed to >endor by Mail and to the Cate&ory al%o to the Commercial 9epartment

#ith the in0oice% o* >endor and re%pecti0ely. hey al%o debited at time o* Payment.

1NTRODUCT1ON TO MARKET POTENT1AL

ANDCATC6EMENT ANALYS1S

M'*&et Poteti'"

Mar/et Potential i% the total amount o* a product?%er0ice that cu%tomer% #ill purcha%e

#ithin a% %peci*ied period o* time at a %peci*ic le0el o* indu%try #ide mar/etin& acti0ity

or e%timated ma


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Sho#% the relation%hip bet#een total mar/et demand and 0ariou% mar/et condition%. +n

thi% *i&ure upper limit o* mar/et demand i% called

M'*&et Poteti'"Companie% ha0e de0eloped 0ariou% practical method% *or e%timatin& total mar/et

demand. A common method to e%timate total mar/et demand i% a% *ollo#%H-

0

8here

N total mar/et demand

n number o* po%%ible buyer% in the mar/et

7 7uantity purcha%ed by an a0era&e buyer per year p price o* an a0&. Dnit

Bee)it# o) M'*&et Poteti'" A'"y#i#:8

• Dnder%tand mar/et potential *or a %in&le %tore net#or/ o* %tore% or ane# mar/et.

• 9eploy re%ource% e**ecti0ely by ran/in& mar/et% in priority order.

• oreca%t total opportunity in term% o* number o* cu%tomer% and re0enue potential.• ;%timate your mar/et %hare.

A m'*&et oteti'" ''"y#i# m'y i4"ude:

• A cu%tomer pro*ile to under%tand #here to *ind more li/e them

• Mar/et penetration and mar/et %hare report% %ho#in& per*ormance in e


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BOTTOM UP OR TOP DO=N MARKET ANALYS1S

A Bottom U approach to mar/et %iBin& %tart% #ith a company cu%tomer%. =o# much

and o*ten do they buy 8hat i% their pro*ile =o# many potential cu%tomer% do you

ha0e in the mar/et ba%ed on your cu%tomer pro*ile% =o# can you reach them

A To Do9 approach %tart% #ith mar/et and indu%try data. +t ta/e% a clo%e loo/ at

&eo&raphic mar/et area and pro*ile% the con%umer% and?or bu%ine%%e% to let you /no#

their propen%ity to buy your product% and %er0ice%.

;%timatin& the mar/et or mar/et potential *or a ne# bu%ine%% or bu%ine%% e


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• 8ith the help o* catchment analy%i% company /no#% the be%t location *or

bu%ine%% tar&et and potential cu%tomer%

Tye o) 4't4-met '*e'

here are *our type o* catchment area that i% *ollo#in& ---

Uit'*y C't4-met+t i% hub o* the catchment area around the outlet *rom #here ma


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A% *ollo#% 2! %tore% (at pre%ent) ha0e opened in the 0ariou% citie% o* +ndia. And all o*

that are runnin& %ucce%%*ully.

/edo* N'me- Spy/ar D.S.Polo lyin& Mchine pepePro0o&ue +ndian errain 36e0i%.

>endor% deli0er u% the &ood% directry *rom #arehou%e%.

/edo* Lo4'tio:8 :an&alore Chennai Mumbai Ioida 9elhi.

='*e-ou#e:8 Only in Mumbai.='*e-ou#e Code (1!11 3 1,)

T*'#o*te* det'i"# 8 ati Sa*e


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PROCESS 5OR DA1LY REPLEN1S6MENT 5ROM

STORE STOCK ROOM

PURPOSEH o ma/e daily repleni%hment procedure more e**icient

PROCESS: StoreJ% Supply Chain ;


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STEP ?: 6O= TO GENERATE REPORT

Open =1NDSS 1D-

+n S'"e# Reo*t clic/ on S'"e# Pe*#o S'"e# Reo*t and then Clic/ on P*it Reo*t.


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Io# Select 9ate and Pre%% Se"e4t R ;nter START DATE (e.&.- 1??212)R hen

;nter END DATE (e.&. 1??212)

Io# ;nter START 1D (e.&.- or Paci*ic- 1)R hen ;nter END 1D (e.&.- ).

P$;SS ;I;$.

he report #ill be &eneratin& by de*ault #here your 8+I9SS ile i% %a0ed. Open your

=1NDSS *olderR Open REPORTS *olderR hen Open SALES *ile in ;


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STEP @: MAKE SEPARATE S6EET 5OR EAC6 DEPARTMENT:

;


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Io# you can %ee there #ill be data o* each %ta** #ith their re%pecti0e +9. +n abo0e

ima&e Sale%per%on +dH 1 i% 0i%ible *ollo#ed by ! and %o on. 8hat #e need to

do i% #e #ill %elect only SKD% o* all %ta**% and #ill pa%te it on other 5*e#- E


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Fou can %ee in abo0e ima&e that #e ha0e made %eparate %heet% *or each department a%

accordin& to their re%pecti0e %ta**% +9. Plea%e note that Supply Chain uy %hould be

a#are about the +9% o* %ta**%. Io# #e #ill %e&re&ate each 9epartment% 9ata.

STEP : 6O= TO SEGREGATE E7CEL DATA

8e ha0e to %elect only SKD% and #eJll ha0e all data in *re%h e


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STEP I: =6AT 15 SAME STYLES ARE NOT A/A1LABLE 1N STOREFS BACK

STOCK ROOM

Same ha% to be rechec/ed in MMS #hether %tyle% are a0ailable in Store +* it% a0ailable

then he ha% to %earch *or it him%el* i* not a0ailable detail% o* the %ame #ill be emailed

to the concern merchandi%er a%/in& *or repleni%hment%.


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R'-e%'F# G"obu# Ret'i" C-'i 5o*'y# 1to E84omme*4e

$ajan $aheja roup o#ned *a%hion retail brand lobu% Store% P0t 6td ha% launched an

e-commerce enabled #eb%itelobu%%tore%.com.

On the o**line %ide lobu% ha% 2, %tore% acro%% +ndia and plan% to ha0e '5 in the ne


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