Consumer
Packaged Goods
The consumer-packaged goods (CPG) industry includes fast-moving consumer goods (FMCG), pesticides, insecticides, and pharmaceutical industries. The complexity of this Industry lies in Sales and distribution, especially in countries like India and other developing nations, where CPG products reach customers primarily through general trade, as opposed to developed nations, where goods are distributed through modern trade.
Tracking schemes, discounts, and rebates is a very complex and dynamic business component of the CPG business in India, as there can be a large number of permutations and combinations of schemes and discounts depending on various parameters like Brand, Pack, size, and geography.
The CPG Industry has relatively simpler manufacturing processes since they are mainly formulation-based and easier than other manufacturing industries.
Another critical business process in this industry is tracking the Shelf life and freshness of the products, which can result in significant losses if not tracked efficiently. Additionally, in the Food and Pharmaceutical industries, forward and backward tracking of products is a critical requirement, as it can result in statutory non-compliance related to product safety for consumption. In case of a product recall, traceability is of the utmost importance.
Compared to other CPG Industries, the white goods industry’s manufacturing and assembly operations are complex, while sales and distribution are simpler. The White Goods Industry, which encompasses manufacturers of air conditioners, refrigerators, washing machines and dryers, dishwashers, and LED lights, shares similar industry dynamics to some extent.
We have Implemented solutions across the following matrix of products, sub-industry, and core business processes for CPG business.
Below is a snapshot of the CPG industry landscape, integrated through ERP, CRM, Supply chain, Mobility tools, and External facing systems for Vendors and Customers. This is the CPG industry’s typical ‘To Be‘ state, making the organization efficient and agile.
End Consumer
Sales & Dealer Portals
&
Mobile Apps
- Sales Portal
- Dealer Portal
- Schemes, Discounts, Rebates
- Events
- Sales Alerts
- Launch Notifications
- Email & SMS Broadcasts
- Sales Target V/S Actuals
- Ledger Reconcillations
Institutional
Corporate
Web Ordering
Dealer
Retailer
Modern Trade
Distribution Management System
- Sales Force
- VAN Sales
- Schemes, Discounts
- Settlements
- Vehicle Management
- Routing Management
- Asset-Refrigirator Management
- Replenishment
- Min/Max, Buffer Stock
- Multisite Warehouse
Logistics
Management
Designing
- Ground Up
- Top Down
- Sales Forecasting
- Sales Targets
Manufacturing
- Recipe Management
- Quality Management
- Capacity Management
- Material Planning
Sourcing
- Vendor Empanelment
- Delivery Schedules
- Procure to Pay
Warehouse Management
- Multisite Order Routing
- Dynamic Warehousing
- Rack-Bin
- Pick-Put
Project Service & Asset Management
- Timelines
- Owner
- Delegation
- Escalation
- Tasks
- CAP EX Process
- Sampling Management
- Job Work Workflows
- Service Management
- Project Plan
HR Management
- (Hire to Retire)
- Recruitment Process
- Performance Management
- Balanced Scorecard
- Payroll, Leave, Expense
- Skills
- Roles
- Resperabilities
- KPIs
Management Accounting
- Trading Vs Manufacturing
- Brand Vs Brand
- Region Vs Region
- Budgeting & Control
- Profit Center Acct.
- Cost Accounting
Treasury Management
- Fund Flow
- Cash Row
- Dollar & Currencies
- Hedging & Risk Management
- Bond and Investments
- Debt & Equity
Statuary Management
- Trail Balance
- Balance Sheet
- Statutory Returns
Vendor Portal
&
Mobile Apps
- Delivery Schedules
- Stock Alerts
- Job Work Updates
- Material In-Transit Updates
- Invoice Printing
- Online Ledger Reconciliation
Business Intelligence & Data Warehousing
Key Business Changes
The CPG Industry undergoes a significant transformation during an ERP Implementation, relying on focused organizational change management efforts.
State
State
Changes
Changes
Issues
Operational Capability based Implementation Phasing
ERPs and other business applications require organizational habits and practices to change to be successfully implemented and adopted. As a result, this categorization needs to be introduced gradually, allowing for the maturation and solidification of habits, practices, and data changes before moving on to the next phase. Despite their extensive capabilities, SAP, Microsoft ERP, and CRMs cannot be implemented and adopted simultaneously. Because transforming practices and habits takes time, these functionalities can only be adopted with this transformation.