Nagpal Hypercity Project

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 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

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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

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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 leadinghypermarket 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 & Spencer¶s retail

strategy in India and establishing the JV between Marks & Spencer PLCand 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 motivatedteam.

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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 - andretail. Dharmendar is associated with the groups since last 9 years and

leads strategic and business planning, corporate finance & businessdevelopment 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

oined 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 in-house 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 ManagementStudies.

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.

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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 coursefrom 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 SpacePlanning tools.

International Awards

HyperCITY, Mumbai won The Award of Merit for Large Format Specialty Store at theUnited 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 awardsfunction for the Institute of Store Planners/VM+SD International Store Design, New York.

HyperCITY was voted as India's top retail store by µRetail Week¶, a leading U.K. magazine

revered by retailers world wide. It was voted as the µ100 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 µRetail 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 asa 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.

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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 fromJDA, 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.

JohnsonDiversey: 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  u 1 

y  Bengaluru 2 

y  Thane

y  Bhopal

y  Ludhiana 

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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.

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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 canperform 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

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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 modelpromoted 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 FrameworkSM

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.

[edit

 

]Tactical level

  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.

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  Milestone payments.

  Focus on customer demand and Habits.[edit]Operational level

  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 maintainingcompany 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

economy.[7]

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

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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 andtrade-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 havecontributed 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 chainnetwork (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 ever-

changing 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

 

]

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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-

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 procurement marketplaces where manufacturers can trade and even make auction

 bids with suppliers.

R ELATEDGLOSSARYTER MS: 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 Improve the efficiency of the operation

y Improve control of service levels and quality

y Set service level agreements for end-user applications and for services provided

y Improve relationships with end-user departments

y Increase the return on your IT investment

y Develop staff potential.