Namrata Collins

According to the company, Albertsons Companies India marks a strategic investment in developing scalable technology solutions aimed at modernizing core systems, integrating data science and artificial intelligence (AI), and accelerating enterprise-wide retail transformation. #DigitalTransformation #GroceryRetail #RetailTech

6

We’ve been discussing the complexities of ERP upgrades and the significant risks involved in stagnation, but now, let's get practical. For many of us managing large-scale operations—particularly in complex sectors like F&B , CPG etc —the clock is ticking loudly. The deadline for SAP ECC support ends in 2027 (with expensive extended support until 2030). This has graduated from an "IT ticket" to a critical boardroom strategy . As leaders, what are our actual options? 1. The High-Stakes Gamble: Do Nothing & Lose Support, Deciding to stay with "End of Life" old ERP , Live with Legacy Systems and Tech Debt or not to upgrade SAP - After 2027/2030, we will operate without a vendor safety net. The Reality: This is extreme risk. To survive, you must move to a secure cloud/server room, upgrade surrounding tech stacks, upgrading infrastructure , and brutally sever connections between the ERP and the internet to minimize cyber threats. It’s survival mode, not growth mode. 2. The Holding Pattern: Third-Party Support (e.g., Rimini Street), We can reject the forced upgrade and switch to dedicated third-party support. The Reality: This slashes maintenance costs drastically ,It buys time till the AI replace us or the ERP , SAP may give up due to customers pressure However, you sacrifice access to official SAP innovations while some providers promise AI layers on top of ECC, your core remains legacy It's a valid cost-play, but is it a long-term strategy? Not sure. 3. The SAP Upgrade Path: The S/4HANA Journey, If we commit to the future of SAP ecosystem, the path splits further depending on our appetite for standardization vs. customization and the passion to move to the cloud ( DX) and a lot of prayer and good luck to succeed… -S/4HANA On-Premise: full control, but accept less innovation (no Joule AI, for instance), The looming threat - SAP may eventually force this path to the cloud. -SAP RISE (Private Cloud): SAP hosts and supports, It allows for the dedicated, complex development that F&B manufacturers often need, but it currently looks like a heavy, complicated migration project. -SAP GROW (Public Cloud): The standardized "Clean Core" route should be quick, cheaper, minimal development But is it robust enough for a global process manufacturer? 4. The "NoSAP Option": Migrating Away from SAP, Should we rip the bandage off and move to Microsoft Dynamics, Infor, ODOO, or Priority? The Reality: This is a massive undertaking. The burning question for global process manufacturers: can these alternatives genuinely support global scale, complex production recipes across geographies as effectively as SAP?   The Bottom Line: There is no "easy" way ! Check out the visual below , and if i miss an alternative Please, let me know  #SAP #S4HANA #DigitalTransformation #Manufacturing #Retail #CIO #Leadership #DigitalTransformation Andrew Martin Dan (The ERP Doctor) Aldridge Justin Rauner Rodney Masney Eric Kimberling

54

25 Comments

Robust IT Infrastructure: The Backbone of Efficient Retail Warehouse Operations! At Baazar Style Retail Ltd., we recognize that a strong IT foundation is critical for smooth and scalable retail operations—especially in our central Warehouse (WH) located at Kolkata. To meet rising operational demands, Style Baazar has invested in cutting-edge wireless technologies and core IT infrastructure. These advancements have reduced wireless latency to below 5 milliseconds, enabling seamless warehouse operations and delivering a 3x to 4x boost in efficiency compared to traditional setups. Our success lies in the strategic integration of the right technologies, including: — A seamless wireless network — A robust IT backbone — Automated Replenishment Systems (ARS) — Optimized IT operations Together, these innovations have empowered us to meet increasing customer demand with greater speed, accuracy, and reliability.

127

7 Comments

What Walmart Isn’t Saying — but Clearly Signalling Behind the headlines, a far more strategic shift is underway. With Doug McMillon, Kathryn McLay, and Kalyan Krishnamurthy leading the narrative, Walmart’s latest top-level India visit isn’t just about sourcing updates or MSME engagement. It’s about retail redefinition — with one of the world’s largest retailers signalling a long-term commitment not via storefronts, but through supply chains, digital platforms, and policy-aligned positioning. Read my full story in IndiaRetailing.com: https://lnkd.in/gKeYkin2 Key Signals Decoded: Walmart confirms it’s shelving plans for physical stores in India $10 Bn annual India sourcing target by 2027 Over 70,000 MSMEs trained through Walmart Vriddhi Flipkart’s HQ shift to India and potential IPO prep PhonePe: 600M+ users, 40M+ merchants Policy nudge: Call for regulatory clarity & inventory-led models Agriculture and rural commerce now part of Walmart’s India map “There’s a story unfolding in India — like a movie. It’s broadening and becoming much more interesting.” – Doug McMillon, President & CEO, Walmart Inc. “We believe business success should translate into community success. We’ve helped make it happen.” – Kathryn McLay, President & CEO, Walmart International “Walmart has partnered with India’s growth story across sectors and 300M+ households.” – Kalyan Krishnamurthy, CEO, Flipkart Walmart’s message is clear — even if not loudly spoken: It’s not entering India’s shopping malls… it’s entering the codebase of India’s retail economy. Read to discover how sourcing, MSMEs, platform power, and policy timing make this visit more than ceremonial. #Walmart #DougMcMillon #KathrynMcLay #KalyanKrishnamurthy #Flipkart #PhonePe #WalmartVriddhi #IndiaRetail #DigitalFirst #GlobalSourcing #RetailLeadership #MakeInIndia #FDI #RetailEcosystem

124

2 Comments

At Walmart we’re embracing a future where AI and store associates collaborate, which enhances service, speed and satisfaction in our stores. And we’re doing it at scale. AI is a key enabler in improving how we work. Its full potential is unlocked only when paired with the strengths of our associates. When you put intuitive, accessible technology into the hands of millions of associates, the impact isn’t incremental — it’s transformational. In every facility I visit I love seeing the impact of these tools and hearing about all the ways our teams are getting time back into their day through the use of our associate app called MyWalmart. Our tech tools are built based on associate feedback, and they make life easier for our associates. They eliminate friction, simplify actions and make work more efficient, intuitive and rewarding. Right now, real-time translation is live in all stores, helping teams connect across 44 languages. Intelligent work orchestration and RFID + AR are being piloted in select locations to help prioritize shifts and restock faster. And later this year, GenAI support will help answer more complex questions in the moment. These tools are just one part of our broader investment in associates, alongside better pay, stronger training, and more opportunities to grow. Our associates are huge fans of the incredible work Brooks Forrest and his Associate Tools team are doing. And so am I! Keep up the great work, team! Read more about our AI tools here: https://lnkd.in/gfvnjQPw #RetailTransformation #RetailAI #Innovation #TeamWalmart

174

9 Comments

A few weeks ago, a global retail leader told me something simple but striking: “We go where talent accelerates us not where talent is available.” And when you look at India’s Retail/CPG #GCC landscape for FY25, that truth becomes very clear. 📍 𝗕𝗲𝗻𝗴𝗮𝗹𝘂𝗿𝘂 𝗶𝘀𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗹𝗲𝗮𝗱𝗶𝗻𝗴, 𝗶𝘁’𝘀 𝘀𝗵𝗮𝗽𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗮𝘁𝗲𝗴𝗼𝗿𝘆. Home to nearly 45% of all Retail/CPG GCCs and 50% of the total talent, the city has become the operating nerve centre for brands like Amazon, Walmart, Target, H&M, ABInBev, Lowe’s India, Tesco, Falabella, and JCPenney. These companies are not here by accident. They’re here because Bengaluru offers something rare  deep digital talent + retail domain expertise + scale-ready tech ecosystems. 📍 𝗛𝘆𝗱𝗲𝗿𝗮𝗯𝗮𝗱 𝗶𝘀𝗻’𝘁 𝗳𝗮𝗿 𝗯𝗲𝗵𝗶𝗻𝗱, 𝗶𝘁’𝘀 𝗽𝗹𝗮𝘆𝗶𝗻𝗴 𝘁𝗵𝗲 𝗹𝗼𝗻𝗴 𝗴𝗮𝗺𝗲. With 18% of GCCs and 16% of talent, Hyderabad is increasingly chosen by companies that want stability, structured growth, and strong engineering DNA. Brands like PepsiCo, P&G, Zooplus, Amazon, GAP, and Colruyt Group are doubling down on the city. Hyderabad’s rise signals a new trend: GCCs are prioritizing cities where cost, capability, and culture align. 📍 𝗗𝗲𝗹𝗵𝗶-𝗡𝗖𝗥, 𝗠𝘂𝗺𝗯𝗮𝗶, 𝗮𝗻𝗱 𝗣𝘂𝗻𝗲 𝗽𝗹𝗮𝘆 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗿𝗼𝗹𝗲𝘀 Not the largest share, but critical for companies with consumer and supply-chain heavy operations: Nestlé, Reckitt, Kellogg Company, Mondelez International, Pernod Ricard, AutoZone, Henkel, and Metro Cash & Carry. GCCs are becoming engines of: ✔ faster category innovation ✔ omnichannel transformation ✔ supply-chain digitization ✔ AI-driven merchandising ✔ global data & analytics work And talent is voting with their feet, gravitating toward cities where impactful work > location-based opportunity. Today, that future is being architected in India one city at a time. #GCC #RetailTech #CPG #IndiaTalentMarket #GlobalCapabilityCentres #InsightsByHarshal

59

2 Comments