SUPPLY CHAIN EVENT MANAGEMENT:

CASE STUDY ON LENSKART

Submitted by

Ujaval R(MFM/23/143)

Submitted to

Department of Fashion Management Studies (FMS)

National Institute Of Fashion Technology(NIFT)
Vikram Sarabhai Instronics Estate,

Tharamani, Chennai, Tamil Nadu 600113

Phone number:044 2/254 2756

Web: www.nift.ac.in

April 2024

1
 SUPPLY CHAIN EVENT MANAGEMENT:
CASE STUDY ON LENSKART

Submitted by

Ujaval R (MFM/23/143)

Under the Supervision of

Dr.A. Sasirekha

Submitted to

National Institute of Fashion Technology.

Department of Fashion Management Studies (FMS)

National Institute of Fashion Technology (NIFT)
Vikram Sarabhai Instronics Estate,

Tharamani, Chennai, Tamil Nadu 600113

Phone number:044 2254 2756

Web: www.nift.ac.in

April 2024

2
 DECLARATION

I Ms. Ujaval R, hereby declares that the Project work entitled “ SUPPLY CHAIN EVENT
MANAGEMENT: CASE STUDY ON LENSKART” ” is the result of my own research work
carried out by us during the period from 11th March 2024 to 05th April 2024 except as cited
in the references. This report has not been submitted to any other University or Institution for
the award of any degree/diploma etc.

Signature

Name of the Student:

Ujaval R (MFM/23/143)

Date: 9th April, 2024

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 CERTIFICATE

This is to certify that Ms. Ujaval R, of the National Institute of Fashion Technology (NIFT),
Chennai has/have successfully completed his/her work titled-“ SUPPLY CHAIN EVENT
MANAGEMENT:CASE STUDY ON LENSKART” partial fulfilment of the requirement for
the completion as prescribed by the Department of Fashion Management Studies (FMS),
National Institute of Fashion Technology. This report is the record of authentic work carried
out by her during the period from 11th March 2024 to 16th March 2024 under my mentorship.

Signature

Name of the Faculty Mentor: Dr. A.Sasirekha

Designation: Professor

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 ACKNOWLEDGEMENT

I wish to express our heartfelt thanks to Mrs. Sasirekha, Assistant Professor of Department of
Fashion Management Studies, National Institute of Fashion Technology,Chennai, for helping
and guiding us throughout the semester.

We wish to thank the people who participated in the survey and for trusting us with their
opinions.

Signature

Name:

Ujaval R (MFM/23/143)

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 TABLE OF CONTENTS

Chapter no. Title Page no

Abstract 7

1. 8
Introduction

2 9
A brief history of lenskart

3 Literature review 11

4 Lenskart business model 12

5 Inbound logistics 17

6 Outbound Logistics 23

7 Driver and features of lenskart 26

8 Cocnclusion 27

9 References 28

Review of the Case of Leader Garments 29

10

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 ABSTRACT

This paper provides a concise overview of Lenskart's business model, inbound and outbound
logistics, and overall supply chain management. Lenskart has emerged as a key player in the Indian
eyewear industry by integrating online and offline channels to offer customers a seamless shopping
experience. The company's direct-to-consumer approach, coupled with its omni-channel retailing
strategy, has been pivotal in its success. Lenskart's efficient inbound logistics, characterized by strong
supplier relationships and streamlined inventory management, ensure timely delivery of high-quality
products. Outbound logistics focus on order processing, delivery options, and customer service,
contributing to a superior customer experience. Lenskart's innovative business model and supply
chain practices have established it as a leader in the Indian eyewear market.

KEYWORDS

Lenskart, supply chain, eyewear brand, omni-channel retailing, customer experience, India.

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 CHAPTER 1

INTRODUCTION

Lenskart is a leading eyewear retailer in India that offers a wide range of eyeglasses, sunglasses,
contact lenses, and other vision-related products. The company was founded in 2010 by Peyush
Bansal, Amit Chaudhary, and Sumeet Kapahi with the aim of revolutionizing the eyewear industry
by providing customers with high-quality, affordable eyewear that can be purchased online or in-
store.

Since its inception, Lenskart has grown rapidly and has become a household name in India. The
company operates over 1400+ physical stores across more than 175 cities in India, as well as an
online platform that allows customers to browse and purchase eyewear from the comfort of their own
homes. In addition to offering a wide range of eyewear products, Lenskart has also introduced several
innovative technologies such as 3D try-on, virtual mirror, and home eye check-up, which have made
the eyewear buying process more convenient and personalized for customers.

Legal Name Lenskart Solutions Private Limited

Industry Eyewear, E-commerce

Headquarter Faridabad, India

Founding Year 2010

Amit Chaudhary, Peyush Bansal, Ramneek

Founder’s
Khurana, Sumeet Kapahi

Number of Employees 251-500

Total Funding $1.5B

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 CHAPTER 2

A BRIEF HISTORY OF LENKART

The founder and CEO of Valyoo Technologies (parent company of Lenskart) is Peyush Bansal. He
pursued his Bachelors in Electrical Engineering - IT, Control & Automation from McGill University,
Canada in 2006. Before he returned to India to pursue PG in Management from IIM, Bangalore, Peyush
worked as a Program Manager with Microsoft for a year.
Peyush launched his company Valyoo Technologies with SearchMyCampus as the first business portal
in 2007. It was a classified site for students that provided options for accommodation, books, part-time
jobs, carpool facilities, and internship opportunities. When that became a big hit, Peyush wanted to
explore the e-commerce world. While exploring opportunities, the eyewear segment caught his eye and
inspired him to come up with his own.
This led to the creation of Flyrr.com, a website that focused on the eyewear market in the US. Flyrr went
on to gain good traction and this prompted him to test the waters in the Indian markets and launch
Lenskart in November 2010. Lenskart then started with just selling contact lenses and added eyeglasses
a few months later continued by the sunglasses.

Lenskart Funding:

Lenskart has raised a total of $554.6 million in funding over 10 rounds. Their latest funding was raised
on May 16, 2021, from a Secondary Market round. The company is funded by 15 investors - Kohlberg
Kravis Roberts, Temasek Holdings, SoftBank Vision Fund, Kedaara, Chiratae Ventures, T&R,
Unilazer, IFC, TPG, Adveq, IDG Ventures. Lenskart has four investments and their most recent
investment was on 13th October 2020 when Tango Eye and Ditto valued at $500k each.
The total funding of Lenskart is $554.6 million which are:
• October 2011 raised $4 million in series A.
• December 2012 raised $10 million in series B.
• January 2015 raised $21.9 million in series C.
• May 2016 raised $60.1 million in series D.
• September 2016 raised $2 billion in series E.
• January 2017 raised $240 million in a Secondary Market round.

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• September 2019 raised $55 million in series F.
• December 2019 raised $275 million in Series G.
• May 2021 raised $95 million in the Secondary Market round.

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 CHAPTER 3

LITERATURE REVIEW

Lenskart has emerged as a prominent player in the Indian eyewear industry, known for its innovative
business model and efficient supply chain management practices. Gupta and Jain (2018) conducted
a study that provided valuable insights into Lenskart's business model, highlighting its direct-to-
consumer approach and omni-channel retailing strategy. The study emphasized how Lenskart has
successfully integrated online and offline channels to offer customers a seamless shopping
experience, which has been instrumental in its growth and market dominance.
Inbound logistics play a crucial role in Lenskart's operations, as highlighted by Kumar and Singh
(2020). Their study emphasized the importance of strong supplier relationships and streamlined
inventory management in ensuring the timely delivery of high-quality products. Lenskart's efficient
inbound logistics not only contribute to its operational efficiency but also enhance its overall supply
chain performance.
On the outbound logistics front, Goyal and Garg (2016) focused on Lenskart's management practices,
particularly in terms of order processing, delivery options, and customer service. Their research
underscored the company's commitment to optimizing outbound logistics operations, which has led
to a superior customer experience and increased customer loyalty.
Furthermore, Sharma and Singh (2018) conducted a study on the supply chain management practices
of Lenskart, highlighting the company's efforts to enhance efficiency and reduce costs. Lenskart's
supply chain management practices have played a significant role in its success, allowing the
company to maintain a competitive edge in the Indian eyewear market.
In conclusion, Lenskart's innovative business model, coupled with its efficient inbound and outbound
logistics and supply chain management practices, has positioned it as a leader in the Indian eyewear
industry. The company's focus on providing customers with a seamless shopping experience and its
commitment to operational excellence have been key drivers of its success.

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CHAPTER 4

BUSINESS MODEL OF LENSKART

Lenskart provides a wide selection of 5000 frames and glasses, together with a diverse range of 45
high-quality lenses. The company employs an inventory-led business model, which involves sourcing
an equal amount of goods from both India and China. Lenskart employs a dedicated team of designers
and stylists who closely monitor the newest trends in the eyewear industry. The team creates designs
which are then forwarded to the manufacturers.

To expand their access to a larger audience, they have also entered the offline retail market by using
the franchise concept. Lenskart presently operates 500 outlets in over 66 cities, encompassing tier II
and tier III areas such as Agartala, Tirupati, Siliguri, Raipur, Haridwar, and Varanasi, among others.
They have achieved a balanced distribution by expanding their presence in both urban and rural areas.
Currently, they are providing services to over 4000 individuals daily and have plans to increase this
number to 200,000 in the future.

There are four key determinants of success in this industry: product quality, product portfolio,
delivery time, and sales service. Lenskart offers a compelling value proposition by delivering
superior quality items at a reasonable price. In addition, they employ a workforce of over 1000
individuals that specialize in manufacturing, eye technicians, customer service, technology, and
logistics. This allows them to effectively meet the increasing demands of their business.

Key Partnerships
Lenskart has developed strategic partnerships with several key players in the eyewear industry. It has
collaborated with manufacturers to source high-quality frames and lenses at affordable prices. The
company has also partnered with lens manufacturers to develop its own lenses, which it sells under
its brand name.

Additionally, Lenskart has partnered with technology providers to create a seamless online shopping
experience for its customers. It has also partnered with brick-and-mortar stores to expand its reach
and provide customers with a personalized in-store experience.

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Revenue Streams
Lenskart generates revenue through several streams. Its primary source of revenue is the sale of
eyewear products, including frames, lenses, sunglasses, and contact lenses. The company has a wide
range of products, catering to customers of all ages and needs.

Lenskart also generates revenue through its subscription-based services. It offers a subscription
service called Lenskart Gold, which provides customers with exclusive benefits, such as free eye
tests, free home eye check-ups, and discounts on eyewear products.

Cost Structure
Lenskart’s cost structure is based on several factors, including the cost of goods sold, marketing and
advertising expenses, and technology expenses. The company has a vertically integrated supply chain
that helps it keep its costs low. It sources its products directly from manufacturers, eliminating the
need for middlemen and reducing costs.

Lenskart invests heavily in marketing and advertising to increase brand awareness and attract new
customers. It uses a combination of traditional and digital marketing channels to reach its target
audience.

Finally, the company incurs technology expenses to develop and maintain its online platform. It has
invested in advanced technologies to provide customers with a seamless online shopping experience
and personalized recommendations.

Customer Segments in Lenskart’s Business Model

Lenskart’s customer segments can be broadly classified into the following categories:

1. Budget-conscious consumers: Lenskart caters to customers who are looking for affordable
and value-for-money eyewear solutions. This segment comprises individuals who are price-
sensitive and are looking for affordable eyeglasses, sunglasses, and contact lenses without
compromising on quality.
2. Fashion-conscious consumers: Lenskart also targets customers who are fashion-conscious
and seek eyewear that reflects their style and personality. This segment comprises individuals
who are willing to spend more on designer eyewear and are looking for a wide range of trendy
and fashionable eyewear options.
3. Individuals with vision problems: Lenskart also caters to customers who have vision
problems and require prescription eyewear. This segment includes individuals who require
corrective glasses or contact lenses for nearsightedness, farsightedness, or astigmatism.
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 4. Tech-savvy customers: Lenskart also targets tech-savvy customers who prefer to shop online
and use digital channels to browse and purchase eyewear products. This segment comprises
individuals who are comfortable using online platforms to browse, select, and purchase
eyewear products.

Value Propositions in Lenskart’s Business Model

▪ Wide range of products: The company offers a wide range of eyewear products, including
prescription glasses, sunglasses, contact lenses, and eye care accessories. Customers can
choose from a large selection of styles, materials, and colors.
▪ Affordable pricing: Lenskart offers affordable pricing on its products, making eyewear
accessible to a wider audience. The company often runs promotions and discounts, making it
an attractive option for cost-conscious customers.
▪ Convenience: Lenskart offers a convenient shopping experience to its customers. Customers
can shop online or in-store, and can even book a home eye check-up service through the
company’s website. This makes it easy for customers to get the eyewear they need without
having to leave their homes.
▪ Personalization: Lenskart offers a personalized shopping experience to its customers. The
company uses a virtual try-on feature on its website, allowing customers to see how different
frames will look on their face. Lenskart also has trained optometrists in its stores who can
help customers find the perfect pair of glasses.
▪ Quality: Lenskart offers high-quality products that are made with durable materials. The
company also offers a 14-day return policy, allowing customers to return products if they are
not satisfied with their purchase.

Key Activities in Lenskart

▪ Product development: Lenskart designs and develops eyewear products, including

prescription glasses, sunglasses, and contact lenses.
▪ Supply chain management: Lenskart manages its supply chain, including sourcing raw
materials, manufacturing eyewear products, and shipping them to its warehouses and retail
stores.

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 ▪ Marketing and sales: Lenskart conducts marketing activities to promote its products and
attract new customers. This includes advertising campaigns, social media marketing, and
discounts and promotions.
▪ Retail operations: Lenskart operates both online and offline retail stores, providing
customers with a convenient and personalized shopping experience. The company also offers
a home eye check-up service.
▪ Customer service: Lenskart provides customer service to help customers with their queries,
complaints, and returns. The company also offers a 24/7 customer support service.

Key Resources in Lenskart

1. Manufacturing facilities: Lenskart has its manufacturing facilities where it produces

eyewear products.
2. Retail stores: Lenskart has a network of retail stores across India where customers can
purchase eyewear products and receive personalized assistance.
3. Technology infrastructure: Lenskart uses technology to offer customers a personalized
shopping experience, including a virtual try-on feature on its website.
4. Supply chain: Lenskart’s supply chain is a critical resource for the company, ensuring the
timely delivery of high-quality eyewear products.
5. Workforce: Lenskart has a team of employees that includes optometrists, customer service
representatives, marketing professionals, and retail staff. They are essential resources in
ensuring the smooth operation of the business.

Competitive Analysis of Lenskart

Lenskart's competitors include both online and offline players. Even traditional retailers who specialize
in eyewear are the competitors of Lenskart. Competition is clearly heating up in this space with players
like GKB, Lawrence and Mayo, Titan Eye Plus, Bausch and Lomb, Vision express,
Specsmakers, Coolwinks, Deals4Opticals. Some manufactures like Ray-Ban, Essilor have their own
online stores.

Lenskart faces competition from e-commerce marketplaces like Amazon, Flipkart, Paytm
Mall, Snapdeal which sell eyewear and impact its business directly. With a market size of Rs. 18000-
20000 crore, organized players account for barely 9-10% of the market. The brands compete with a vast
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variety of low-priced products available offline and online so the challenge is to steer customers away
from local opticians and keep them loyal.

Brand associate with Lenskart are:

• Vincent Chase Eyeglasses (Single Vision, Bifocal/Progressive Specs)

• Hooper (For Kids)
• Lenskart Air (Flexible Frame)
• Lenskart Blue (Zero Power Blue Cut Specs)
• Aqua Lens (Contact lenses with disposable cover)
• Tommy Hilfiger Eyeglasses
• John Jacobs (Imported Premium Products-Sunglasses)
• Oxydo Eyeglasses
• Ray Ban Eyeglasses

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 CHAPTER 5

INBOUND LOGISTICS

Logistics is a crucial component of every business, encompassing the strategic coordination

and control of the movement of goods, services, and information from their source to their
destination. It includes the complete procedure of acquiring raw materials, assembling items,
and transporting final goods to customers. Logistics can be classified into two primary
categories: incoming and outbound.
The inbound logistics process involves the movement of materials and goods from an outside source
into a company. During this process, supplies are ordered, received, stored, transported, and
managed. A focus of inbound logistics is the supply aspect of the supply-demand equation.

INBOUND, also termed as STOCK-IN is the process of in warding of stock from various sources.

SOURCING

No middleman simply means no middle ground. Their products come straight from the manufacturer,
hence getting rid of all extra costs and burden. All our designer glasses are like freshly baked bread
served at attractive prices.

In lenskart, 3 types of shipments are in warded:

• Import shipment (china, Japan &USA)
• Domestic shipment (through local vendors)
• In-house (manufactured in lenskart - Frames (TR, Acetate), JIT lenses)
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There are seven type of products that are received:
1. Eye Frame
2. Contact Lens
3. Prescription Lens
4. Sun Glass
5. Contact Lens Solution
6. Aqua Drop Solution
7. Non-Power Reading Glasses

Process of Stock- In department

• First step is Invoice verification - After receiving the shipment, invoice verification is done
by stock-in team.
• Unloading & Physical verification- Shipment unloading and verification of Box Qty. as per
invoice is conducted.
• Sharing of shipment details with the Merchant team - After unloading, an email is sent to the
merchant team informing shipment details to get PO and packing list.
• Sampling for IQC- 5 Qty. for IQC and 1 Qty. for Photo-Shoot (In case of New PID) need to
be sent and the same need to be collected after completion of the process
IQC-INCOMING QUALITY CHECK

The IQC Team performs tracing of frame using Tracer and Espresso software. If the PID exists in
the lenskart ecosystem, the tem checks the history of the product and if the PID is new, then tracing
is done (tracer saves the shape of each frame PID and stores it in the database for ΜΕΙ).IQC also
checks the alignment, colour code, model no., frame quality (coating, finishing) and trial of lenses in
frame.
After IQC there can be two outcomes:
• IQC passes the product - A green sticker is pasted and the box is handed over to the QC team.
• IQC fails the product - If rework is possible then it is initiated. If not, then we return the
product (if the vendor is local), and if the shipment is Imported, then a Debit Note is sent
forward. Based on Quality rejected, wrong received material and warehouse damaged parts
need to be returned to the domestic vendor. Also need to inform The Merchant Team to get
approval for return. Documentation for return- Challan, Gate pass and debit note. Loading is
done as per Qty. mentioned in return documents.
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The further process of passed items is as follows:

• Photoshoot-1 item is selected for photoshoot in case of new PID. Photoshoot is done to launch
the eyeglass on the app (details like height, width, colour, category, PID are shared)
• QC-After getting IQC sampling reports, 100% physical Quality checking is executed. This
includes checking the colour code, scratch, alignment, PID, quantity (as per packing list) and
in polarised sunglass (checking is done by polarised tester). In case of a missing barcode on
any of the lenses and frames then a new barcode is generated and added on to the item.
• Invoice creation As per given details by Merchant team, invoice is created on NEXS software.
• GRN process- Goods Received Notes (basically confirming that items have been received as
expected) process is initiated after completing Quality check of all received items. Scanning
of all boxes is done in software (NEXS, ATHENA) to complete GRN and create Putaway.
• SED (Short/Excess/Damage/Quality Issues - After completing GRN, if there is a case of SED
and Quality rejected items from vendor end, then The Merchandising Team needs to be
informed in order to raise debit note to concerned party. In case of domestic supplier, Quality
rejected parts need to be returned to the vendor and issuing of credit note is initiated.
• Invoice closer- Invoice needs to be closed in system and handover to The Finance team with
proper documentation is done (Invoice, AWB bill custom, flyover cargo advance, Insurance,
logistics, costing sheet, invoice summary, debit).
• Handover to Warehouse team- All Physical Qty. is moved to warehouse after completing
putaway by SMT Team.

WAREHOUSE

CATEGORIES
FRO: Fitting not required; this includes: Sunglasses, Contact Lenses, Contact Lens Solution.
FR1: Eye frames that require fitting: Single Vision, Bi-focal, Progressive.
FR2: Powered Sunglasses

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Picking
Picking of frames by scanning the barcodes against each PID in their respective locations and
collecting all the picked items in a basket. After all barcodes have been scanned we can see the
picking history which shows the number of pending/skipped barcodes. We can also resume picking
if we missed any and then click "Yes, picking completed".

Tray Making
To map an item to a tray, we first scan the item barcode followed by scanning the tray barcode. A
pop-up appears saying "Item mapped to tray". Now this tray barcode will contain all the order details
like Fitting-ID etc.

Lens Picking
After the tray has been mapped, we pick the lens. First we scan the item barcode (frame barcode). A
panel opens up with lens details (location, PID, power). We scan the barcodes of the lens followed
by scanning of Tray ID. A pop-up comes up "Item picked".

Mei entry
This is the last step as per the Apk. After this we remove the lens cover carefully using gloves to
prevent any lens from damaging. After we have finished with the above processes, the order is then
sent to MEI for lens edging through conveyor. Under Order Processing on NexS Panel> Packing,
scan the tray barcode, this automatically triggers printing of shipping label and invoice and the order
is packed in its respective Hard-case and monocarton along with vouchers, etc.
For Store Packing, under Order Processing we have Store Packing where all store shipments are
packed together. This is slightly different from Customer Order as the package is unboxed at the store
and collected by the Customer

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Under Order Processing on NexS Panel> Packing, scan the tray barcode, this automatically triggers
printing of shipping label and invoice and the order is packed in its respective Hard-case and
monocarton along with vouchers, etc. For Store Packing, under Order Processing we have Store
Packing where all store shipments are packed together. This is slightly different from Customer Order
as the package is unboxed at the store and collected by the Customer.

MANIFEST
Dispatch or Manifest is the final step in processing of an order at production end.
TYPES OF BUSINESS
B2B: Business to Business
B2C: Business to Customer
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TYPE OF SHIPMENT PROCESSING METHOD
Lenskart own store shipments
• Franchise store shipment
• Marketplace shipment
• International shipment

Adding shipments to the manifest based on their courier service provider.

For creating a Manifest, we select:
Courier type: Bluedart, ECOM, KerryinDev, etc.
STC: for ship to customer
STS: for ship to store
Shipment method: COD, Prepaid

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CHAPTER 6

OUTBOUND LOGISTICS

Store Consolidation

1 Process through which count of Shipments is consolidated in one unique manifest ID through NexS
portal. It has to be put into the required size box as per shipment's count. Final packaging of store
order is done in grey Flyer

Marketplace

Marketplace is a platform where Multiple Sellers can sell their Products or services. And Lenskart is
also using the marketplace ecommerce platform like Amazon, Myntra, Tata Cliq to sell their Products
or services and even dealing in bulk orders which is usually stock-in Marketplace vendor's fulfilment
centre such as Amazon, Flipkart, TATA-Cliq, 1Mg and so on. Customer can customize their
requirement even on Marketplace platform as per Lenskart provided services. Current Customer
relationship partners of Lenskart are amazon, Tata-Cliq, Myntra and 1Mg.

Identification of Marketplace orders physically.

It can be easily identifying marketplace orders by their flyer bag as the packing resources basically
provides by Marketplace vendor.

SHIPPED TO CUSTOMER

1. Amazon- own courier service partner (ATS)

2. TATA Cliq-courier service partner are:
Bluedart (BD-AIR)
DELHIVERY(DL-AIR)
XPRESSBEES(XB-AIR)
3. 1 Mg-courier service partner are:
DELHIVERY(DL-AIR)
XPRESSBEES(XB-AIR)

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Bulk orders
Flipkart: courier service partner is Xpress Bees
* Amazon: courier service partner is ATS
Third party vendor of amazon Coco blue: courier service partner is S2 logistics

RTO - RETURN TO ORIGIN

The full form of RTO is Return to origin i.e. the process where the asked(placed) order gets fail in
delivery due to customer cancellation or any other reasons, and the product get return back to the
fullfilable or their origin.

RTO shipments include order like:

• Invalid user information like Incorrect customer address may be wrong provided by them,
Ambiguous information, spelling error, forgot to provide essential information such as pin
code, house no., flat no. etc., not available at the doorstep.
• Post-Cancellation from Customer while in-transit of order's delivery.

FINAL QUALITY CHECK

• To provide the lenses to the warehouse according to the Quality standards, Checking the
Lenses according to the Job sheet and as per quality standards.
• Power (Cylinder, Addition, Axis, Coating, Scratch, Dot) Lens Cosmetic parameters.
• Checking Power according to the job sheet with respect to the tolerance chart.
• Checking Lenses according to the Job sheet.
• Applying the FIFO method in QC with respect to the PO creation date.
• Preference to be given as per the job sheet colour- White and Yellow to be checked ASAP.
• During the process of QC ensure all lenses should be delivered to the Warehouse on time
with respect to TAT.

OMT-Order Management Team

OMT deals with all sorts of delay, failed order from MEI, Fitting and QC. It manages orders like:
• Single Vision
• JIT (Just in Time)
• International Orders
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 • Customer Orders
➤ Tokai Orders
➤ Failed Orders
• Double QC Fail Orders
➤ Lost Orders

➤ High Value Orders

➤ Critical Orders (Late)

➤ Escalated Orders (where customers tag higher authority people)

➤ TLP (True Last Piece)

➤ LP (Last Piece)
➤ LO (Lens Only)

QA-Quality Assurance
Quality: Excellence of doing something.
Quality Assurance: To assure that the work is done in an excellent way. In simpler words, assuring
that the process is executed in a proper way which means following the proper SOP.
Quality Control: Check the quality after the product made.

Department in lenskart
• Contact Centre
The contact centre takes care of the customers by providing solution to them as soon as possible by
listening to the issues faced. Contact centre is more focused on always reducing the order to contact
ratio. The Contact centre is responsible for the following type channels for receiving feedbacks
regarding their experience with Lenskart services or Lenskart products:
• Inbound
• Email
• Chat
• Central Ticketing
• Self-Serve
• Store Feedback

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 CHAPTER 7

DRIVER AND FEATURES OF LENSKART

Growth Drivers for Lenskart

“The first frame is free” offer - where customers will pay for only the lens on their first purchase. A
good strategy to attract first-time buyers.
“Try at home” – where customers can choose a maximum of 5 frames and try them at home before
making a final purchase. This has led to more sampling by customers.
Eye checkups by optometrists at home across cities have been introduced.
They have been doing 1500 checkups a day and have a conversion of 50%.
Innovation use of technology – developed a 3D facial visualizer where customers can see how the frames
will look on them.

Features of Lenskart

• Infinite variations and model of Eyewear.

• Find a frame that suits your style.
• Latest collection with fashionable trends.
• 3D Try On.
• Replace Old Eyeglasses.
• Book Eye checkup at your own home.
• Shop from a range of 100% authentic brands.
• Order online and pay cash on delivery.
• Scan product barcodes with the camera.
• Live chat with the customer support team.

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 CHAPTER 8

CONCLUSION

What Sets Lenskart Apart in the Eyewear Industry

Lenskart has established itself as a major player in the eyewear industry in India, and several factors
set it apart from its competitors. Firstly, Lenskart has an omnichannel presence, offering customers
the option to shop online or visit one of their many retail stores. This provides customers with a
personalized and convenient shopping experience, which sets Lenskart apart from other online
eyewear retailers.

In addition, Lenskart uses innovative technology to enhance the customer experience. Its virtual try-
on feature allows customers to see how different frames will look on their face, making it easier for
them to find the perfect pair of glasses. Moreover, Lenskart uses AI technology to provide customers
with personalized product recommendations based on their browsing and purchase history.

Furthermore, Lenskart offers affordable pricing on its products, making eyewear accessible to a wider
audience. The company’s pricing strategy, along with its promotions and discounts, helps to
differentiate it from its competitors in the market.

Lastly, Lenskart’s trained optometrists provide personalized service to customers, ensuring that they
find the perfect pair of glasses for their needs. The company also offers a home eye check-up service,
which makes it easier for customers to get their eyes tested without having to visit a clinic or hospital.

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CHAPTER 9

REFERENCES

• Goyal, R., & Garg, A. (2016). Outbound logistics management at Lenskart. International
Journal of Innovative Research in Computer and Communication Engineering, 4(9), 22547-
22551.
• Gupta, S., & Jain, P. (2018). A study on business model of Lenskart. International Journal of
Engineering and Management Research, 8(6), 222-226.
• Kumar, A., & Singh, A. (2020). A study on the role of inbound logistics in enhancing the
operational efficiency of Lenskart. International Journal of Innovative Technology and
Exploring Engineering, 9(1), 2811-2815.
• Sharma, S., & Singh, S. (2018). Supply chain management of Lenskart: A case study.
International Journal of Engineering Technology Science and Research, 5(4), 1126-1130.
• https://startuptalky.com/lenskart-business-model/
• https://blog.lenskart.com/

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 CHAPTER 10

Comprehensive Review of "Upgrading in the Global Apparel Value Chain: The Case of Leader
Garments"

Introduction:

The case study "Upgrading in the Global Apparel Value Chain: The Case of Leader Garments" delves
into the intricate dynamics of the global apparel value chain, focusing on Leader Garments as a key
player in this ecosystem. The study provides a detailed analysis of how Leader Garments navigates
value chain governance, trust relations, and upgrading processes to maintain competitiveness in the
global market.

Detailed Analysis:

The study begins by emphasising the importance of value chain analysis in today's globalised
landscape, highlighting how firms can identify core competencies and strategically outsource non-
core functions. By mapping the flow of inputs and services in the production chain, firms like Leader
Garments can determine critical dependencies and key players influencing their success (page: 2).

The analysis further explores the typologies of value chain governance, drawing on models by Gereffi
et al. (2003) and Kaplinsky and Morris (2003) to categorise value chains into markets, modular
chains, relational chains, captive chains, or hierarchies. This framework provides a nuanced
understanding of how firms like Leader Garments interact with buyers, subcontractors, and service
providers within the value chain (page: 39).

Moreover, the study delves into the dimensions of global value chains, examining the geographic
scale at which firms in the Philippine textile and apparel industry operate. By assessing whether firms
participate as integrated firms, retailers, lead firms, turn-key suppliers, or commodity suppliers, the
study sheds light on the positioning of the industry within the global value chain (page: 32).

The analysis also touches upon the concept of upgrading within the value chain, exploring trajectories
presented by Humphrey and Kaplinsky. By examining how Leader Garments engages in process,
product, and functional upgrading, the study highlights the firm's commitment to continuous
improvement and adaptation to market demands (page: 39).
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Practical Implications:

The findings of the study offer practical implications for firms seeking to enhance their
competitiveness in global value chains. By emphasising trust relations, efficient transactions, and
strategic upgrading, firms can streamline their operations, build stronger relationships with
stakeholders, and position themselves for sustained success in the global market.

Strengths and Limitations:

The study's strengths lie in its in-depth analysis of value chain governance, trust relations, and
upgrading processes, providing valuable insights for firms in the apparel industry. However, the
limitation of focusing solely on Leader Garments restricts the generalizability of the findings to the
broader industry. A comparative analysis with other firms could offer a more comprehensive
understanding of value chain dynamics.

Conclusion:

"Upgrading in the Global Apparel Value Chain: The Case of Leader Garments" serves as a valuable
resource for practitioners, researchers, and policymakers interested in understanding how firms can
effectively navigate global value chains. By emphasising trust, efficient transactions, and continuous
upgrading, Leader Garments exemplifies effective value chain management practices that can inspire
and inform strategies for competitiveness in the apparel industry and beyond.

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