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      Retail organisations continue to invest in digital capabilities, from omni‑channel commerce to advanced analytics and AI. However, for large, multi‑brand retailers, transformation often stalls not due to a lack of ambition, but because of fragmented operations, inconsistent processes, and unclear architectural direction.

      KPMG in India worked with a leading multi‑brand retail and consumer group in Southeast Asia to establish a scalable foundation for transformation, moving from disconnected systems to a unified, future‑ready operating model.

      The challenge: growth without consistency

      The client operated hundreds of outlets nationwide across multiple brands. Over time, individual business units had developed their own systems and operational ways of working. While this approach supported rapid expansion, it introduced complexity at the enterprise level. Key challenges included:

      Fragmented digital and operational systems across sales, marketing, supply chain, and customer service.

      Inconsistent execution of core retail processes such as promotions, payments, inventory management, and customer engagement.

      Ambitions around AI, super apps, and next‑generation retail models without a cohesive enterprise architecture.

      Data quality issues and ERP limitations restricting predictive analytics, demand forecasting, and automation.

      Establishing a unified process foundation

      KPMG in India addressed these challenges by first creating a shared enterprise process model. Leveraging its global retail process taxonomy, KPMG in India worked with the organisation to design and customise detailed Level 4 and Level 5 processes across key retail domains, including:

      • Store sales and operations

          

      • Discounts and promotions

          

      • Payments

          

      • Inventory management

          

      • Omni channel fulfilment

          

      • CRM, loyalty, and customer engagement

          

      This standardised taxonomy provided a common operational language across brands and functions, reducing duplication and enabling greater consistency.

      Designing a future back digital roadmap

      Building on the standardised process foundation, KPMG in India designed a future‑back digital roadmap and functional architecture spanning customer, commerce, supply chain, enterprise, and B2B platforms.

      The roadmap defined initiatives across short‑, medium‑, and long‑term horizons, with clear dependency mapping and accountability. It covered areas such as CRM and loyalty, order management and orchestration, real‑time inventory visibility, demand planning, supplier integration, and B2B enablement.

      This approach allowed leadership to balance immediate operational improvements with long‑term capability building.

      Strengthening data and platform readiness

      Recognising the critical role of data, KPMG in India supported the client in defining priorities for:

      • Master data integrity and governance
      • ERP readiness and platform stability
      • Data foundations for AI‑enabled use cases such as predictive pricing and merchandise planning
      • Business intelligence and competitive analytics

      These initiatives ensured that advanced capabilities could be deployed on a reliable, scalable platform.

      From ambition to execution

      The engagement delivered several enterprise‑level outcomes:

      Alignment across leadership and functions around a shared transformation vision

      Standardised retail processes enabling efficiency and scalability across brands

      A clearly sequenced 4 to 5-year transformation roadmap supporting informed investment decisions

      A platform‑agnostic architecture capable of supporting omni‑channel commerce, B2B operations, and advanced analytics

      The roadmap also identified future opportunities, including intelligent supply chains, predictive promotions, super‑app ecosystems, and emerging technologies. In the near term, leadership prioritised a rapid rollout of an event management capability to strengthen customer engagement.

      Retail transformation requires more than technology investment. It demands standardisation, cross‑functional alignment, and a roadmap that connects ambition with execution.

      Key Contact

      Puneet Mansukhani
      Dr. Puneet Mansukhani

      National Sector Head - Retail, Global Retail Head - Digital & Technology Transformation

      KPMG in India

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