Aditya Birla Fashion and Retail Limited
Resilience – Y3S2
Table of Contents
General Introduction:.............................................................................................................................5
1. Part 1 – The organization and its latent risks & needles:...............................................................6
1.1 Introduction to ABFRL:.........................................................................................................6
1.2 Needle identification/risk analysis of the three main dimensions of the company:................7
1.2.1 Supply Chain Management – (1100 to 1500 words):.....................................................7
1.2.1.1 Description of the Supply Chain of the Organization (300 to 400 words):.................7
1.2.1.2 Needles / Risks Identification and Analysis from the Supply Chain perspective (800
to 1100 words):..........................................................................................................................7
1.2.2 Organization and People – (1100 to 1500 words)..........................................................8
1.2.2.1 Description of the Organization and People (O&P) of the organization (300 to 400
words) 8
1.2.2.2 Needles/Risks identification for O&P from a systems perspective (800 to 1100
words) 8
1.2.3 Business Finance – (1100 to 1500 words)......................................................................9
1.2.3.1 Description of the organisation’s financial state (300 to 400 words)..........................9
1.2.3.2 Needles/Risks identification for BF from a systems perspective (800 to 1100 words)
9
1. Part 1 – The organization and the latent needles/risks (3300 to 4500 words)
1.1. Introduction to the organization 325
1.2. Needle identification/risk analysis of the three main dimensions of the company
1.2.1.Supply Chain Management – (1100 to 1500 words)
1.2.1.1. Description of the Supply Chain of the organization (300 to 400 words)
1.2.1.2. Needles / Risks identification and analysis from a Supply chain perspective. perspective (800
to 1100 words) Supply Chain is systematically and structurally looked at in terms of its connections
with Organization and People, Business Finance as well as with the other key components of the
system where they operate: Stakeholders, Macro-economics, Trends, Geopolitics, Culture, and
Sustainability.
1.2.2.Organization and People – (1100 to 1500 words)
1.2.2.1. Description of the Organization and People (O&P) of the organization (300 to 400 words)
1.2.2.2. Needles/Risks identification for O&P from a systems perspective (800 to 1100 words)
Organization and People is systematically and structurally looked at in terms of their connections with
Supply Chain Management, Business Finance as well as with the other key components of the system
where they operate: Stakeholders, Macro-economics, Trends, Geopolitics, Culture, and Sustainability.
1.2.3. Business Finance – (1100 to 1500 words)
1.2.3.1. Description of the organisation’s financial state (300 to 400 words)
1.2.3.2. Needles/Risks identification for BF from a systems perspective (800 to 1100 words) Business
Finance is systematically and structurally looked at in terms of its connections with Supply Chain
Management, Organization and People as well as with the other key components of the system where
they operate: Stakeholders, Macro-economics, Trends, Geopolitics, Culture, and Sustainability.
2. Part 2 Assessment upon given disruption, advice and conclusion (2000 to 2500)
2.1. The Disruption shortly described
2.2. Assessment of the organisation's resilience to survive the disruption Assesses the organisation's
resilience from the systems perspective of the 3 main pillars components of the system where they
operate: Stakeholders, Macro-economics, Trends, Geopolitics, Culture, and Sustainability. Clearly
stemming the risks/needles. Links the disruption to previously identified and analyzed risks/needles
and presents new ones.
2.2.1. Supply Chain Management
2.2.2. Organization and People
2.2.3. Business Finance
2.3. The Advice –
2.3.1. Will the organization be able to survive the disruption? Why?
2.3.2. Advise management on how to bounce back and bounce forward from the disruption
2.3.2.1. What effect(s) can the advice have for interactions within the system and its actors?
2.3.2.2. Financial implication and justification
2.3.2.3. Feasibility of the advice
2.3.2.4. How and why is the advice Ethical for the organization and its stakeholders?
3. Part 3 A critical evaluation of own work (700 to 1000)
3.1. Self-evaluation on knowledge acquisition and thinking skills used part 1 –
3.2. Self-evaluation on knowledge acquisition and thinking skills used part 2 –
3.3. Self-evaluation on the ability to deal with uncertainty and ambiguity
General
Conclusion
Bibliography
Annexes
General Introduction:
As a leading fashion and lifestyle company in India, Aditya Birla Fashion and Retail Limited
(ABFRL) has established a strong presence in the market with its portfolio of popular brands. Despite
the challenges posed by the COVID-19 pandemic and the subsequent disruptions in the fashion
industry, ABFRL has continued to navigate the changing landscape with agility and resilience.
However, as the company seeks to maintain its growth trajectory, there are potential threats and risks
that could impact its performance in the future. This document aims to analyse the resilience of
ABFRL's operations and supply chain, identify potential risks and needles, and explore strategies that
the company can adopt to mitigate these risks and build a more resilient business model.
Lastly, this document aims to provide actionable advice for ABFRL's management team and
stakeholders. By examining potential risks and threats to the company's operations and supply chain,
and by identifying opportunities for improvement and growth, this document can serve as a
consultative resource for ABFRL's decision-makers.
The recommendations and insights provided can help the company make informed decisions that
align with its strategic goals and priorities and build a more resilient and sustainable business for the
future.
Ultimately, the objective of this document is to help ABFRL navigate the challenges and uncertainties
of the dynamic fashion industry, and emerge stronger and more resilient than ever before.
1. Part 1 – The organization and its latent risks & needles:
1.1 Introduction to ABFRL:
Aditya Birla Fashion and Retail Limited (ABFRL) is a leading fashion and lifestyle company in India,
with a diverse portfolio of brands that cater to a wide range of consumer segments. The company was
formed in 2015 as a merger between Aditya Birla Nuvo Ltd's branded apparel businesses and
Pantaloons Fashion & Retail Limited (BSE, 2021). ABFRL their headquarters are located in Mumbai,
India.
ABFRL operates over 3,000 stores across India, including company-owned stores, franchise stores,
and shop-in-shops, and also sells its products through online marketplaces and its own e-commerce
platforms.
The company's well-known brands include Louis Philippe, Van Heusen, Allen Solly, Peter England,
and Pantaloons, among others (ABFRL, 2021).
The current CEO of ABFRL is Ashish Dikshit, who has been with the company since 2019. Prior to
joining ABFRL, Dikshit worked with several leading companies in the retail and consumer goods
sector, including Madura Garments and Aditya Birla Group (ABFRL, 2021).
ABFRL's vision is to passionately satisfy the fashion and lifestyle needs of Indian consumers, by
offering high-quality products and exceptional customer experiences through its portfolio of strong
brands.
The company's ultimate goal is to deliver superior value to all its stakeholders, including customers,
employees, shareholders, and the communities in which it operates. By prioritizing innovation,
sustainability, and customer-centricity, ABFRL aims to become a leading player in the Indian fashion
industry and create a lasting impact on the society it serves (ABFRL, 2021).
Lastly, ABFRL's mission is to deliver superior value to all its stakeholders, including customers,
shareholders, employees, and society at large. The company aims to achieve this by continuously
innovating its product offerings and customer experiences, ensuring sustainable and ethical business
practices, and investing in the development and well-being of its employees.
By prioritizing stakeholder value and long-term sustainability, ABFRL seeks to build a business
model that creates a positive impact and contributes to the growth and progress of the communities it
operates. (ABFRL, 2023).
1.2 Needle identification/risk analysis of the three main dimensions of the company:
1.2.1 Supply Chain Management – (1100 to 1500 words):
1.2.1.1 Description of the Supply Chain of the Organization (300 to 400 words):
1.2.1.2 Needles / Risks Identification and Analysis from the Supply Chain perspective (800 to 1100
words):
1.2.2 Organization and People – (1100 to 1500 words)
1.2.2.1 Description of the Organization and People (O&P) of the organization (300 to 400 words)
1.2.2.2 Needles/Risks identification for O&P from a systems perspective (800 to 1100 words)
1.2.3 Business Finance – (1100 to 1500 words)
1.2.3.1 Description of the organisation’s financial state (300 to 400 words)
1.2.3.2 Needles/Risks identification for BF from a systems perspective (800 to 1100 words)
