Summer Training at BigBasket

1. Phase I: Training and Theory

1.1I was given material to read about bigbasket.com and was
showed induction videos to get an overall idea about bigbasket
and its functioning. I had prepared notes on the above
information and Mr. Pankaj Pyasi addressed the doubts.

2. Phase II: Hands On Training

In this phase I was given hands on training on the various warehouse
operations
2.1 Receiving: I was at the receiving gate for a period of 3-4 days
and worked and trained under the supervision of the shift controller.
During this period I learned about how to receive products and how
checking was done according to the 70% expiry rule. I learned how
a GRN was prepared and how the values were matched in the case
of a GDN. As the main aim is to receive products that will be
accepted by the Customer thus I made a few suggestions*
regarding the same.
2.2 Stacking: Post my training at receiving I was sent to the next
step, which is stacking and did the stacking myself using the HHD.
During the process I observed procedures like checking, counting
and FIFO. As space optimization is an important criterion for a
warehouse thus I also gave a few inputs* based on my observation
to the DC Head.
2.3 Picking: After learning the basics of stacking I went on to
understand the picking process where I picked orders under
supervision and also on my own.
2.4 QC: I also learnt the QC process and got a clear idea how to
check products before finally sending them to the customer.
2.5 Shift Controller: After having performed the operations at DC I
went on and worked as a shift controller both at FnV and FMCG. I
performed various functions from assigning a job, bar code
generation, efficiency on floor, and extra bar codes to reassigning
shifts as per the need of the hour.

3. Phase III: The Kirana Team

3.1 After completing operation I went on to train in sales at the
Kirana department. I learned the operations of the department for a
few days and about the operations they perform and how they
perform it.
3.2 I did a study on brands where in I differentiated SKUs on the
basis of their brands and also calculated PTRs for all the products.

3.3 Post this I was sent to the field where I worked with the Alliance
Managers and Alliance executives to know the working and to
observe the problems faced.
3.4 I also went on field visits to different Kirana stores and markets
such as Reliance to try find strategies of how we can beat
competition.

Optimisation Strategy For Kirana

Business
1. Issues At Hand
a. Distance covered by the Alliance Execs is large (in a
given span of time)
b. Aligning day operations with market timings.
c. Cluster for sales operations should be defined more
intricately
d. Selling of products with higher PTR
e. Request for products needed by major Kirana outlets
f. Efficiency reports
g. Daily reporting

2. Scenario
After spending time with the alliance team there were a few
things, which were observed and taken note of. The team is
really good and I had a great learning experience and also
have been working on the elements, which if done away with
could help in optimizing the Kirana Business.

3. Distance Covered By The Alliance Execs Is

Large (In A Given Span Of Time)
Problem: - The distance that is covered by the Kirana Execs
is very large which causes them to cover only a few customers
and customers in a day. This also leads to decrease in
efficiency.
Suggestion: Listing out all possible Kirana outlets that are present within
a given region
Estimating the number of SKUs present at the vendor.
Capturing customers in an aligned manner. Planning a few
customers each day and then approaching them. This will
lead to less travel time and more time with customers and
will give us a list of prospect clients who can be followed up
with at EOD in a day or two.

The point being that If ROUTE MAPPING should be followed for

delivery as it increases efficiency.

4. Aligning Day Operations with Market Timings

The markets generally close at 1:30-2:00 p.m. at max. Thus
starting the day and ending within these time limits would get
the team to reach out to more customers and also get more
time to rest as the day gets tiring due to the heat and
travelling. Thus a plausible solution could be starting the day
early and finishing early.

5. Reconsider Margins To Customers And Sell

SKUs As A Product Mix
A survey of all the SKUs that are available and doing a study
of the SKUs with a PTR of less than 5% and decrease the
margin(X) on them in a manner that we give a margin more
than any supplier in the market thus keeping the incentive
active.
In an alternate way also sell SKUs as a product mix and giving
a constant margin of more than the above margin X preferably
greater than 10%. This mix shall consist of high SKU products
bundled with the Lower SKU models thereby pushing products,
which give us more margins. In an event to get the products
with lower PTR at a higher margin the customer may start
buying the products, which have high PTR along. The mix will
have to be planned and rather a large variety of mixes will
have to be formed to give variety to the customers.
This will ensure us to push more products thus buy greater
quantities and thus get better PTR from the vendors.

6. Request For Products Needed By Major Kirana

Outlets
In an environment where it is difficult to push our products
being in the initial stage of operations I believe that every
product demanded by the customer should be taken seriously,
especially in when other products from the same company are
being ordered by us. This will increase our credibility at the
same time increase out SKU mix.

7. Efficiency reports
It is important to analyze on field efficiency to make sure that
the managers are not reinventing the wheel on the field. For
this I have requested the Alliance execs to give me the
following on a daily basis

A list of vendors visited. After knowing the tradition of

the place we could also see if we could personally call
and check at the vendor about the business and if they
were happy with out services.
Distance travelled (approx.)
Time spent at each vendor (approx.)
Total business gained (which I will get from the reports)
A regression may give us any relation if possible if there is
between distance and sales made or distance and new
customers.
A daily report should be available to know what was the
reaction or response of new customers and any problem with
the existing ones.

8. Daily Reporting
A daily reporting is necessary because that will help in seeing
if the process is on track. What the team does is classified as
CONCEPT SELLING thus the way business is done is as or may
be more important that the targets itself.

9. Statistics and Data

I will also be collecting everyday reports of the orders to try derive
buying trends of customers that will help bettering the process for
forecasting and avoid situations of stock out or OOS. Also a daily
analysis

A Few Steps Observed During the DC

Experience
During my experience at DC I there were many places I saw where
some intervention could be made like the following
Stacking Space Optimization
Training on customer perspective
Dumping in the FnV section

1. Stacking Space Optimization

In every warehouse I think space is a very important entity thus I
thought of thinking of ways to optimize size. Construction of metal
plates with 4 legs nearly half the height of the rack. This will be
useful because of the following reasons
For round and objects, which have no form, like masala
packets and Bournvita bottles small occupy the entire rack
and nothing can be kept over them. Thus this rack will be
able to store in two layers.

As the height would be half thus it will be able to adjust

maximum products as both sides would need equal space
(above and below)

2. Training on customer perspective

This was another observation that as our main aim to successfully

deliver to the customer thus it is important to look at products from
a customer point of view while receiving them. For e.g. a packet of
juice if well within expiry limit is bloated should be returned as a
customer may not accept it and moreover this will also set high
standards of receiving.