Manufacturing · Consulting, Technology
Procurement and inventory ERP for a manufacturer with three warehouses
A manufacturer ran purchasing on paper approvals and had no live view of stock across its three warehouses. We rolled out procurement, inventory and finance modules with role based approvals and automatic reorder points, cutting stockouts by 60% and the purchase order cycle from 5 days to 1.5 days.
60%Reduction in stockouts5 to 1.5 daysPurchase order cycle time3Warehouse locations in one inventory view- Client
- A manufacturer of packaging materials with plants and warehouses in western India
- Region
- India
- Sponsor
- Head of procurement and plant operations
- Duration
- 14 weeks to first release at one warehouse, all three live by week 20
Engagement model
O2E: Output Oriented Engagement
Each module was a fixed output with agreed acceptance criteria, starting with purchase approvals at one warehouse before the other two were added.
How O2E worksThe team
- Solution strategist1
- Full stack engineer3
- Integration engineer1
- QA engineer (shared)1
The challenge
Where things stood
- Purchase requests went on paper forms that waited on a manager's desk for signature, so urgent raw material orders took days.
- Each warehouse kept its own stock register, and nobody could see total stock of an item without phoning all three.
- Reorders depended on store keepers noticing low stock, which often happened after a line had already stopped.
- There was no record of how vendors performed on price, delivery time or rejected lots.
The approach
How we ran it
Weeks 1 to 3
Discovery and approval rules
We mapped the request to payment flow with procurement and accounts, and wrote down who approves what at which value, so the rules could be agreed once and configured.
Weeks 4 to 14
Procurement module at the first warehouse
Purchase requests, quotations, purchase orders and goods receipt went live at the largest warehouse, with approvals on mobile and WhatsApp alerts for pending items.
Weeks 12 to 18
Inventory across three locations
We loaded opening stock after a physical count at each site, set reorder points per item and location, and added stock transfers between warehouses.
Weeks 16 to 20
Finance link and vendor analytics
Goods receipts and vendor bills were matched to purchase orders and posted to Tally, and a vendor scorecard was built from delivery and rejection data.
What it looks like
Representative screens
Drawn to show the kind of system we delivered. Client screens and data stay private.
Purchase order PO/2025/0731
- Vendor
- Supplier S-031, GSTIN 24AAKCS4821M1Z6
- Item
- LDPE granules, 25 kg bags x 320
- Value
- INR 9,18,400 incl. GST
- Deliver to
- Warehouse 2, Sanand
- Required by
- 14 Aug 2025
- Request raised by stores
- Approved by plant head
- Approved by finance
- Sent to vendor
- Goods received
What we delivered
Modules and features
- Purchase request, quotation comparison and purchase order workflow
- Role based approvals by amount and category, on web and mobile
- Automatic reorder triggers per item and warehouse
- Single stock view across three warehouses with inter warehouse transfers
- Goods receipt with three way match to purchase order and vendor bill
- Vendor scorecards for price, lead time and rejected lots
- Posting of approved bills and GST details to Tally
What changed
Outcomes
- 60%Reduction in stockouts
- 5 to 1.5 daysPurchase order cycle time
- 3Warehouse locations in one inventory view
- Vendor decisions based on recorded delivery and quality
Figures as reported by the client.
Looking back
Writing the approval rules down before building anything saved weeks of rework, and starting with one warehouse let the store keepers there teach the other two. The physical stock count before go live was harder than expected: one site's opening figures were off, and the first fortnight of reorder alerts there was noisy as a result. Next time we would schedule a second cycle count two weeks after go live as part of the plan from the start.
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