The Growth Oriented Microenterprise Development (GMED) Program was initiated in September 2004 at a time when the transformation of India’s retail sector had just started. Between 2005 and 2007 India consistently topped AT Kearney’s Global Retail Development Index ranking, based on criteria such as market saturation, investment profile etc. By 2006 single brand retailers were allowed to own the majority stake of 51% in a joint venture with a local company. Since only single brand retailers were given this opportunity, this provided a space for Indian companies like Reliance, Subhiksha, Foodland etc to take advantage of the high growth groceries market. But this was only the beginning. Organising fresh produce supply chains are the most challenging aspect of groceries retail. Ensuring that the customer has the same product, in the same quality, at the same place, fresh and at the any time during the year presents a tremendous challenge. Especially so in a context where numbers of large farmers are limited, and organising small ones to reach scale and reliability of supply, notoriously high cost and risky. What is one Indian company ITC doing to make the best of this situation?