Though a Greenfield venture, the share size and complexity of cement production and distribution made it mandatory for the business that an ERP was up and available even before the plant commenced production. Large capital investments were being made, and a robust system was required to capture these details.  

• The Cement plant – though fully automated – requires monitoring of raw material and energy consumption at various points through the process. A very large percentage of the total input costs into manufacturing cement goes in to energy.  
• The anticipated daily sales targets were 8000-9000 tons of cement on full capacity. Daily dispatch of 400-500 vehicles with different capacities was estimated. A well-built control mechanism was required to monitor targets, order deliveries, payments (incoming & outgoing) and credits if any.  
• Nuances of the cement distribution often result in the mode of transport or type of vehicle getting changed at the dispatch stage. This impacts the transport costs and the various taxes involved – since the cost to customer has to remain unaffected.  
• The company expected to build a strong channel network of 1800+ dealers in 2 years. Management of channel partner commissions and incentives was a complex task that had to be addressed at priority.