Gryadka and Leprekon / SV Group: automating ordering across two retail chains
Gryadka and Leprekon, two retail chains within SV Group, are expanding rapidly. Gryadka is a convenience-store chain with 39 locations as of 1 September 2026. Leprekon is a specialist chain selling draught beverages, including beer, cider and kvass, alongside snacks and related products, and has 90 locations.
Anastasiia Shramko, Head of Retail Commercial Operations at SV Group, explains how the company reduced manual intervention in forecasting and ordering, and what changed in its business performance.
Two chains, two supply models
— How is logistics organised across the two chains?
— At Gryadka, suppliers deliver directly to stores under a 3PL model. Leprekon receives centralised deliveries from a partner distribution company within our group.
Why SV Group replaced its previous system
— What prompted you to approach MySales? What were the limitations of your previous IT system?
— As our chains expanded, we needed to make ordering more efficient and accurate. Our previous system did not account for the full range of relevant factors. It required substantial manual intervention and constant adjustments by managers.
We were looking for a tool that could fully automate order generation using detailed analytical logic: sales trends, price elasticity, delivery schedules and lead times, goods in transit, pack sizes, minimum order quantities and safety stock. Our main goal was to reduce the impact of human error and help category managers and buyers work more effectively.
Assortment plus operations
— What factors affect sales, and how do you account for them in forecasting and ordering?
— It starts with selecting the right, balanced assortment for each store. That defines its sales potential.
To realise that potential, we also need to account for operational factors, from promotions, seasonality and days of the week to delivery schedules, pack sizes, goods in transit and delivery lead times.
MySales brings these two levels together. It uses each store's current assortment and automatically accounts for the relevant operational factors to calculate how much of each product is needed and when.
The implementation: four steps
— How did the transition to MySales work? Which processes and systems changed?
— We took a structured, transparent approach:
- Onboarding and communication. We started with the team, explaining the purpose of the implementation, walking through each stage of the automated ordering process, and defining everyone's responsibilities.
- Process review. We broke the ordering process into its components and reviewed how we worked with stores and suppliers.
- Configuration and testing. We ran tests, identified bottlenecks, integrated MySales with our ERP system and refined the calculation logic.
- Launch. We focused on making the calculations transparent. The team needed to understand how the system calculated requirements so they could trust its recommendations.
We moved away from manual work and intuitive adjustments in the system towards automatically generated orders based on clear commercial rules.
What changed in forecasting and automated ordering
— What changed after implementing MySales?
— The calculations became much more flexible and detailed. The system began accounting for supplier stockouts, automatic product rotations, temporary restrictions, unusual spikes in sales and purchasing budgets. That helped us balance shelf availability with financial targets.
— Did product write-offs decrease?
— The write-off rate did not change significantly. Our assortment, particularly fresh and ultra-fresh products, remains sensitive to shelf-life constraints. MySales did, however, help us keep write-offs stable while the chains were expanding rapidly. That is a positive result.
— Did logistics costs decrease?
— Reducing logistics costs was not a primary goal. Some deliveries are handled by suppliers under the 3PL model, while others go through the group's centralised distribution system. Our focus was product availability and inventory turnover.
Results across 129 stores
— How did ordering and deliveries change after the integration?
— The process became more predictable and better coordinated. We significantly reduced out-of-stocks, when products are unavailable on the shelf, while also avoiding excess inventory.
For convenience stores, it is essential to make effective use of every square metre of sales space without overcrowding the shelves. At Leprekon, product shelf life and losses associated with draught kegs are particularly important. Automation helped us maintain the right stock levels without increasing the risk of expired products or overloading stores.
— What results can you share from the MySales implementation?
— A combination of initiatives by our commercial department, including the implementation of MySales, helped us achieve like-for-like growth of more than 45%.
Several commercial metrics sit behind that result:
- Product availability: we reduced the share of products unavailable on shelves by 8%, which translated into sales and customer loyalty.
- Inventory turnover: turnover improved by 22%, freeing up working capital and making more effective use of it.
- Team time: category managers and buyers now spend almost three times less time manually preparing orders.
From firefighting to planning the business
With MySales handling routine operational work, the team has more time to focus on strategic tasks: deeper category analysis, assortment planning and supplier negotiations.
"I measure the value of any tool by the results it delivers for the business. On that measure, MySales has fully met our expectations."
"I would also highlight how quickly the MySales team responds to our requests. They adapt the solution to the needs of our retail business. The system takes routine work off the team's hands and makes its calculations a reliable foundation for daily operations. It enables the commercial team to move from putting out fires to managing the business proactively and effectively."