OPERATIONS

MANAGEMENT AT
STAR MARKET
Presented By:
GROUP 5
SHUBHAM SINGH BHANDAARI (C010)
PRERNA CHANDRA (C013)
AAKARSH DURBHAKULA (C018)
NIRMAN DUTTA (C019)
HIMANK GULATI (C021)
SARTHAK MAHAJAN (C037)
DHARMESH MAHAMWAL (C038)
INTRODUCTION
STAR Bazaar, a TATA & TESCO
ENTERPRISE, is a multi-format
hypermarket chain present in
Mumbai, Pune, Kolhapur,
Aurangabad and Bengaluru. Star
Market is a part of Star Bazaar
chain specializing in grocery and
food products

Each of our 11 hypermarket stores are spread over a large area (

40000 80000 sq. ft.)

Offers the entire spectrum of product categories, ranging from fresh

food, grocery, apparel, general merchandise and consumer durables.

We provide a range of more than 30,000 items at great prices, Our Experience
showcased in a modern shopping environment and backed by the
strong values of the Tata Group.

Star Bazaar is a unit of Trent Hypermarket Pvt. Ltd. which is part of

the Trent Limited, a Tata Group Company in retailing, is a Rs. 1,845
Crore enterprise with 100 stores in 38 cities across the formats like
Westside, Star Bazaar and Landmark.
Research Methodology
STUDY PROCESS: The study process consisted of two phases

Desk Research
Desk research preceded the field work (primary data collection) and included:
Collection and analysis of secondary data available on operations at Retail Stores
Development of tools for primary data collection

Field Work: Primary Data Collection

The process of collecting primary data from the key stakeholders of company was a combination of
quantitative and qualitative research methods.
The process was completed by making 2 visits to Star Market store.

Methods used of primary data collection

In-depth interview
Observation (quasi-participant observation method)
Research Methodology - Contd
Tools for primary data collection include:

Structured interview schedule: This tool was used for interviewing the key primary
stakeholders
We had prepared a set of questions beforehand and asked the store manager his views and
inputs of how Star Market functions.
Unstructured Interview schedule: This tool was also used for interviewing key primary
stakeholders
We had also asked few follow up questions depending on the pattern of discussion to gain
additional insight in working of operations.

Types of primary data collection:

In-depth interview of key primary stakeholder: For the purpose of collecting detailed
information on the findings of the operations at Star Market, in-depth interviews were
conducted with key primary stakeholders Store Operations Manager, Assistant Operations
Manager, and other Team leaders working in Star Market.
Competitiveness and Differentiation
Kinara Store Star Market Profit Margins
Represents 98% of Highly organised Trent Reliance Dmart
retail in India More product choices 18% 16% 12%
Unorganised Better product segregation
No separate Systematic billing Competitiveness
product category High Quality Management
separate product category
Relatively small Efficient Inventory
Relatively small
No efficient Management
Efficient mechanism to track
mechanism to track inventory Good People Management
inventory
Good Quality Check and Control Good Technology customer
No need of people delight and process
management as People management is important improvement
limited employees E commerce available Auto stocking - so demand is
E commerce Home delivery instant 3 hours met
limited Good Location of stores
Telephone service to deliver home
 SUPPLY CHAIN OF
STAR BAZAAR

Commercialized Goods
Quality Check,
Distribution
Procurement - Inspection and Transportation
Center -
Buying and storage - and Distribution Mumbai Outlets
Warehouse at
Picking Warehouse at at Maharashtra
Bhiwandi
Bhiwandi

Fruits and Vegetables

Procurement - Quality
Buying and Check, Transportation
Picking from Inspection and and Mumbai
Tata storage - Distribution at Outlets
Farmhouse at Warehouse at Maharashtra
Narayangaon Bhiwandi
 STORE LAYOUT PLAN
Convenient cash
MISCELLANEOUS ITEMS
counter location
near entry and
middle of all counters
K B
B I B Balanced customer
A I F
A T B R I
N S R L movement
T C Y P E S
S P I O Fruits
H H D C
E O
L
U
T I C U
B and Store Office Exit at
A A C E R
C
L
N R S O
I
T
N E
A
S
Vegies convenient location
E U
A T F T s P
I to move the
L I F S U
A T S C warehouse stock
N I
C E W
F O O L Diary items
C S O I U S
R
I L A
S
E
O l P E Product
N I R E
D S
G T E T Hot offers and offers
Y
placed to facilitate
faster transactions
with minimum
STORE
OFFERS waiting time and
OFFICE
Common Picks avoid bottleneck
EXIT
CASHIER COUNTERS (8) OFFERS
Customer
Categories divided
service
and spread out with
most frequent
ENTRY
OTHER ITEMS purchase near
FOOD SITTING AREA EXIT customer focus areas
Store: People Aspect

People Management
Staff member trained
People according to category About Store Manager
Store Manager Productivity of members taken MBA in Retail Management
Assistant Store Manager into consideration while work 7 Years Experience
assignment Worked in Reliance, Hyper city
4 Managers
Training is important to avoid prior to 1 year in Trent
8 Team Leaders damage to material while Focuses on People and
40 Staff handling and storing inventory Inventory Management
Cashiers trained to experience
different scenarios
Quality Management

Customer Aisles and Inventory Shelf Cashier/ Shopping

Produce Parking Lot Personnel
Care Stockrooms Control Displays Checkouts Carts

Uncluttered Dry and Wet Good Working

Courtesy Freshness Appearance Accuracy Safety Appearance
Layout Segregation Condition

Feedback Log Frequent Auto

Ample Stock Convenience Waiting time Ample supply Good Lighting Productivity
Book Cleaning Replenishment

Ample space Customer Theft/

Management Controlled Stock-outs Accessibility Support Supportive
in peak hours engagement vandalism
 A day in the shoes of
the store manager

People Gap Customer

analysis Feedback

Briefings from
Team to address Previous day
Check previous customer sales issues
days target and concerns
BUDGETING

sale Customer
Relationship
Manager

Replying to
Decide on the mails from Head
need to do extra Team Meetings office regarding
the job
sale or not schedules
Provide Training
Carry out the to employees to
daily Work Plan perform task
activities and service
Decide on customers
activities required
to achieve higher
than average
targets
 Inventory
Management

Forecasting
To predict and meet the
Forecasting Techniques
demands of consumers while
controlling pricing and
inventory
Large-scale automated
Indenting
forecasting
Challenges in
Forecasting
Scale of problems (Large
number of items &stores to A good
forecast) Greatest replenishm Makes
Intermittent demand (slow Right Permits impact on ent policy store level
and erratic sales for many product in Minimizes forecasters customer takes in inventory Less
Less
items at the store level) the right staffing to focus on satisfaction account less inventory
inventory
Assortment instability place at requireme the high and the dependent holding
stock-outs
(frequent new-item the right nts value financial uncertainti on a high cost
introductions and seasonal time forecasts performan es of accurate
assortment changes) ce supply and forecast
demand
Pricing and promotional
activity
Retail Store
Shelf Space
Planogram
A planogram is a visual
diagram, or drawing, that
provides detail where
every product in a retail
store should be placed.
These schematics present
a flow chart for the
particular merchandise
departments within a store
layout
Shows which aisle and on
what shelf an item is
located. A planogram
should also illustrate how
many facings are allocated
for each SKU.
Recommendations
Need for segregation of counters at peak traffic to better manage people flow and
avoid delays at billing process leading to customer pain point and dissatisfaction
Normal Counters (4) For cash payment
Express Counters (2) For less than 5 items
Card Counters (2) For non cash payments
counters can be used for interchangeably when free
RFID tags instead of Bar Code scan for faster checkout
App interface to recognize RFID tags for the customer Id and generate billing accordingly
More Stock availability Redundant shelf space too many shelves containing same
inventory to be replaced with another new stock unit and previous stock inventory
needs to be managed well to avoid stock out or more inventory carrying cost
Staff should be given properly guidance and training to know about different
products and offerings and for customer management as well as material handling
Better integration of customer feedback in the quality management systems
More measures to enhance security to avoid internal thefts
THANK YOU