Explore

Omnichannel PoC

Context -

Scaling male fashion has been challenging due to male users' preference for branded selection. Unlocking higher contributions from lower-income segments requires introducing them to familiar brands at AOVs comparable to the marketplace.

Omni-channel brands like Vmart and Pantaloons are well-positioned for this, with the potential to drive an incremental ~₹30 Cr in men's fashion. Vmart, with ~300 outlets and an annual turnover of ~₹150 Cr, fulfils ~10,000 orders daily through competitors.

The brand receives ~6,000 searches per month, indicating a decent level of awareness.

Key differences between Omni (Store) and Warehouse led supply chain -

Omni-channel differs from warehouse supply chains primarily by utilising a larger number of dispatch stores and maintaining leaner inventory per SKU, which may sell out offline even after an online order is placed.

Aspects

Omnichannel

Warehouses

Fulfillment Model

🏬 Store-led fulfillment across locations

🏢 Centralized fulfillment via warehouses

Order Management

⚙️ OMS/WMS automation for multi-channel sync

📋 Manual/some automation at warehouses for multi platform orders

Inventory Handling

📉 Lean inventory per SKU per store

📦 Consolidated inventory in one location

Order Processing

🔄 Order hopping for OOS inventory (dynamic)

❌ No order reallocation flexibility

Order Complexity

⚠️ Limited for multi-product/multi-quantity

✅ Efficient for bulk/multi-quantity orders

Inventory & Listings Sync

🔄 Managed across stores for real-time updates

🔄 Managed centrally with fewer sync issues

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Enablement pre-requisites for an omnichannel brand -

Onboarding an omni-channel brand requires key adjustments to our supply chain flow.

The table highlights the effort required to fully build these capabilities in-house versus integrating a third-party OMS for functionalities like managing listings and inventory or enabling order hopping.

Sub task / requirement

Currently Supported

Effort to Build In-House

Tech services

Outsourcing Feasibility

Priority

Maintain listings & inventory across stores

✅ Yes (via separate accounts)

🛠️ Large (~6-8 sprints)

Supply Growth

✅ Yes, via OMS

🔴 High

Hop/reallocate orders to another store

❌ No

🛠️ Large

Transact Payouts Logistics Price aggregator / Storefront

⚡ Partly Yes, via OMS

🔴 High

Process multi-cart orders as separate shipments

✅ Yes

🛠️ Medium

Transact Manifest

❌ No

🟡 Low

Reconcile account performance/payouts across stores

⚙️ Operationally via KAMs

🛠️ Medium

Payouts Order platform Returns / RTO

❌ No

🟡 Low

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Large (~6-8 sprints) / Med (~3-5 sprints) / Small (1-2 sprints)

Solutioning approaches -

⁠

Build via Browntape / OMS

Pro - Faster development by outsourcing listings, inventory management, and order hopping logic to the brand’s OMS.

Con -

How do we understand and communicate changes to logistics price to end users? Tackle unbundling?

Dependency on other brands OMS to support order hopping and multi-store inventory management similar to Browntape

Flow -

Vmart is onboarded under a single seller account, consolidating listings from all stores.

Orders are placed on this seller account and segregated into sub-shipments by vSKU and quantity (~60% of omni orders require multi-outlet fulfilment)

Segregating orders into sub-shipments by quantity can be deferred for v1, as only ~1% of orders are multi-product or multi-quantity

Browntape maps APOBs for Vmart and syncs the broken-down orders.

It allocates each sub-shipment to the most suitable outlet and provides dispatch, return addresses, and GSTIN.

Meesho manifests the order based on the details shared by Browntape.

Returns are routed to the specified return address, and RTOs go to the dispatch address of the fulfilling store.

For stockout, Browntape reallocates the order to another store until SLA is breached.

Scalability Consideration -

Build extensibility for other OMS providers, assuming they implement hopping logic on their end.

Alternate Approach: Build In-House

Developing the entire system internally would require significant bandwidth (~8-10 sprints)

Enablement / support required -

The Brand Experience pod, currently supported by two devs is addressing order processing and supply chain issues for listed brands placed

here⁠

, & requires the following to speed up dev to onboard omni -

An architect or senior dev representation from Manifest / Payout and Transact to assist with solutioning, review the dev approach, and proactively flag any potential edge cases

Hiring an SDE1 within the F&E/Transact pod to lead the development

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