Patel Retail is a neighbourhood supermarket chain that also makes and exports the food it sells - a single business where the store shelf, the processing plant and the export container are all part of the same operation. It began in 1990 as a single grocery store in Ambernath, Maharashtra, and grew by adding manufacturing and export capabilities behind the retail front, eventually listing on the Indian stock exchanges in August 2025. The recurring approach is vertical integration: own the processing, control the supply chain, and sell through your own stores, your own brands and to overseas buyers - so every link feeds the next. # Business segments One integrated engine with three mutually reinforcing activities - a neighbourhood supermarket chain, a private-label portfolio sold through those stores and beyond, and a manufacturing-and-export operation that supplies both. ## 1. Patel's R Mart: the neighbourhood supermarket that pulls everything through **A cluster of 52 company-owned stores across the Mumbai Metropolitan Region sells over 10,000 everyday items to lower- and middle-income families, generating the footfall and demand that the group's own factories and brands are built to serve.** - **Small-box, high-turn model** - each store averages 5,000 square feet, draws over 600 customers a day, and costs roughly ₹1,500 per square foot in capex plus ₹2,000 per square foot in inventory, with a typical payback of two years. - **Everyday essentials, food-first** - the 10,000-plus SKUs span food (staples, dairy, snacks, frozen, beverages), FMCG non-food (home care, personal care, toiletries) and general merchandise (bed-and-bath, toys, footwear, garments), with food contributing 73% of retail revenue in FY26. - **Hub-and-spoke from Ambernath** - a 64,000-square-foot central distribution centre supplies stores within a 60-kilometre radius using 18 owned trucks plus hired vehicles, with last-mile delivery handled by hired tempos. - **Omnichannel on top of the cluster** - the "Patel's R Mart" mobile app, with over 50,000 downloads, offers click-and-collect and home delivery tied to real-time store inventory, and generated online sales of over ₹1.52 crore in FY26. ## 2. Private-label brands: the margin layer inside and beyond the store **In-house brands across staples, spices, household and personal care - led by Patel Fresh and Indian Chaska - lift margins on the company's own shelves while building a standalone packaged-goods business through domestic distribution and exports.** - **Already 17.5% of retail revenue** - private labels contributed 17.50% of retail sales in FY26, with the company explicitly targeting a higher share to strengthen margins and brand recall. - **Indian Chaska goes national** - the flagship packaged-foods brand has over 27 SKUs, a pan-India footprint across eight states, more than 145 distributors and over 27,865 retailers, and recorded domestic sales of ₹12.10 crore up to March 2026. - **Own brands travel with exports** - in the manufacturing-and-processing segment's export sales, 43% came from the company's own private labels, meaning the brands reach over 35 countries alongside third-party trading. ## 3. Manufacturing and processing: the factory floor behind the shelf and the shipment **Three plants in Maharashtra and Gujarat with combined capacity of over 1.47 lakh metric tonnes per annum process pulses, spices, staples, peanuts, mango pulp and sesame - supplying the retail chain, feeding the private-label pipeline, and generating nearly three-fifths of total sales through domestic and export channels.** - **Backward integration for supply control** - the company sources directly from over 3,000 farmers and processes commodities in-house, so it can manage availability and cost for its own stores rather than relying entirely on third-party suppliers. - **Three facilities, distinct roles** - the Ambernath plant (14,400 MTPA) handles cleaning, grading and packaging of pulses and spices within 60 kilometres of major stores; the first Kutch plant (43,200 MTPA) focuses on peanuts and whole spices with automated shelling and roasting lines near Kandla and Mundra ports; the second Kutch plant (90,000 MTPA) adds flour, sesame and mango pulp, backed by 3,040 metric tonnes of dry warehousing and 3,000 metric tonnes of cold storage. - **Capacity still ramping up** - utilisation across facilities sits between 50% and 55%, having grown roughly four to five percentage points from a prior range of 45% to 48%, leaving significant headroom for volume growth without new capital expenditure. - **Domestic sales are the larger half of the segment** - within manufacturing and processing, exports accounted for 48% of sales in FY26, with top destinations being Sri Lanka (29%), the UK (17%), Canada (11%) and Saudi Arabia (8%), supported by certifications including FSSAI, BRC Global Food Safety, APEDA and recognition as a four-star export house. - **Export order book built on repeat business** - the company secured a ₹25 crore export order in January 2026 from long-term clients across the UK, Italy, UAE and Saudi Arabia, and a ₹22 crore order in September 2025, with a cumulative order book of ₹50 crore spanning Europe, the UK, Canada, Australia, New Zealand and Singapore.