Sector
FMCG, agri-commodity and multi-branch retail.
Four engagements where the business was distributed — across SKUs, across branches, across channels — and the reporting was not. By the time the numbers arrived they described a month that had already gone.
In this sector
- engagements, under NDA
- 4
- measured results
- 8
A result from each
- Order to ledger3–5 days to same dayHigh-volume packaged foods & multi-SKU producer
- Reporting lag10–15 days monthly to dailyMulti-branch regional retail network, 15+ locations
- Channel stock-outs30–40% fewerOmnichannel packaged snacks & savoury manufacturer
- Invoicing5–7 days to same dayBulk agricultural commodity wholesale & weighbridge processing
What these engagements had in common.
A fifteen-outlet retail network where each outlet held its own data took ten to fifteen days a month to consolidate sales, inventory and cash. A snacks manufacturer could be out of stock in retail and overstocked in e-commerce on the same day, because factory scheduling and channel demand were not talking. An agri wholesaler wrote bills by hand at the weighbridge and posted them to the ledger five to seven days later, with no view of the cash in between.
None of these is a reporting problem, although each of them looks like one. They are capture problems: the number is written down somewhere it cannot be read from.
Capture at the point it happens — the weighbridge, the counter, the work order
Branch consolidation daily rather than monthly, because it is no longer assembled by hand
Packaging and work-order matching across the ERP, logistics portals and vendor threads
Factory scheduling connected to what the channels are actually doing
Client privacy and intellectual property
Every architecture and figure below is anonymised under a binding mutual NDA. Company names are withheld to protect our clients’ trade secrets, supplier networks and competitive margins — not to obscure the work. Architecture walkthroughs, system schemas and audited figures are available to a qualified executive enquiry under mutual NDA.
Measured in the engagementEstimated or projected
India
High-volume packaged foods & multi-SKU producer
- Order to ledger
- 3–5 days to same day
- Document matching
- ≈70% less manual work
- Posting accuracy
- 85% to 97%+
The problem and what was built
The problem
Matching packaging variations to production work orders across the ERP, logistics portals and vendor threads was manual, and it put three to five days between an order and the ledger.
What was built
- A data pipeline consolidating production orders, packaging specifications and dispatch records
- Pattern matching resolving packaging variations to standardised parent SKUs
- Synchronisation between the ERP and the logistics TMS
India
Multi-branch regional retail network, 15+ locations
- Reporting lag
- 10–15 days monthly to daily
- Working capital
- 20% optimisation estimated
The problem and what was built
The problem
Fifteen outlets each held their own data. Consolidating sales, inventory and cash took ten to fifteen days a month, by which time the picture was history and regional stock imbalances had already cost money.
What was built
- A pipeline extracting every branch’s transactions nightly
- One executive dashboard for branch inventory, revenue velocity and cash
- An exception engine raising stock-outs, slow-moving inventory and cash discrepancies
India
Omnichannel packaged snacks & savoury manufacturer
- Channel stock-outs
- 30–40% fewer
- Factory utilisation
- ≈15% higher
The problem and what was built
The problem
Factory scheduling and omnichannel demand were disconnected, so retail, wholesale and e-commerce could be out of stock and overstocked at the same time — with spoilage at one end and lost sales at the other.
What was built
- Order routing aggregating purchase orders across the ERP, distributor portals and e-commerce
- Demand sensing forecasting channel demand and adjusting factory batch schedules
- Content and pricing syndication across every channel listing
India
Bulk agricultural commodity wholesale & weighbridge processing
- Invoicing
- 5–7 days to same day
- Cash collection
- 10–15 days sooner
The problem and what was built
The problem
Wholesale billing was handwritten and posted late — five to seven days between the weighbridge and the ledger, and no visibility of cash in between. Nothing tracked lot aging or spoilage risk across the warehouses.
What was built
- A billing pipeline computing invoices from electronic scale readings, quality grades and live mandi pricing rules
- Writeback posting invoices straight into Tally ERP 9
- Lot aging and spoilage risk monitoring across warehouses
Other sectors.
Manufacturing, engineering and export.
Four engagements with manufacturers and industrial distributors. What each of them had in common was not the product — it was that the paperwork around the product had outgrown the people doing it.
Fleet, freight and cross-border trade.
Three engagements where the cargo moved reliably and the information about it did not. Dispatch ran through WhatsApp groups, consignees had no dependable ETA, and the billing caught up a fortnight later.
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