DMart Ready’s FY26 loss widens 24% to ₹306.53 crore as expansion accelerates

Avenue E-commerce, which operates DMart Ready, posted FY26 revenue growth of 17% to ₹4,093.61 crore while adding eight net fulfilment centres and extending its service footprint to 18 cities.

— Source publishedFri, 24 Jul, 2026, 21:12 IST·First seen Fri, 24 Jul, 2026, 21:24 IST·Source Business Standard · Companies

What happened

DMart Ready operator Avenue E-commerce reported a wider FY26 loss of ₹306.53 crore as it expanded home delivery, technology and fulfilment infrastructure.

Key facts

  • FY26 net loss: ₹306.53 crore
  • FY25 net loss: ₹247.37 crore
  • FY26 revenue from operations: ₹4,093.61 crore
  • FY25 revenue from operations: ₹3,502.42 crore
  • Revenue growth: 17%
  • Service footprint: 18 cities
  • Net new fulfilment centres: 8

Why this matters

DMart Ready’s move into 18 cities and addition of eight fulfilment centres strengthens its omni-channel strategic footprint, but partnerships or acquisitions that improve last-mile density could help curb expansion-led losses.

What to watch

  • FY27 revenue growth relative to the current 17% pace and whether it accelerates after the eight-centre addition.
  • Loss growth versus revenue growth; a narrowing loss ratio would indicate improving operating leverage.
  • Net fulfilment-centre additions, utilisation levels and any slowdown in new-city launches.
  • Average order value, repeat rates, delivery costs per order and private-label mix, if disclosed.
  • Competitive discounting and expansion by Blinkit, Zepto, Swiggy Instamart, BigBasket and JioMart in DMart Ready cities.
  • Management commentary on contribution profitability, mature-city economics and breakeven timing.
  • Prioritise fulfilment-centre utilisation and delivery-route density over aggressive geographic expansion after the current rollout.
  • Push higher-margin private labels, fresh categories and larger planned baskets to improve gross margin per order.
  • Use DMart stores and sourcing infrastructure to lower replenishment, inventory and customer-acquisition costs.
  • Segment the network by city maturity and disclose or manage toward contribution-margin milestones for older cohorts.
  • Defend against quick commerce through reliable scheduled delivery, sharp value pricing and targeted rather than blanket promotions.