Case study deck · 9 slides
FMCG
A multi-region FMCG manufacturer, 20+ SKUs across 10 locations
The challenge
At all 10 plants, finance and sales pulled separate exports that rarely matched by the regional call, so SKU-level profitability was always a guess made on data five to six weeks stale. Floor efficiency was worse: a 40-minute changeover at one plant ran 90 minutes at another on the same equipment, and no one had ever put the two numbers side by side.
The approach
We started at the source, not the report: connectors into the ERP at all 10 plants, one common chart-of-accounts and SKU schema, so a unit of margin meant the same thing everywhere. Only once every number traced to a transaction did we build the Power BI layer, SKU-level revenue and margin by channel, region and customer, handed to plant controllers before leadership. The org redesign came last, once margin by SKU family made the old volume-based roles obviously wrong.
What we built
We redesigned the workflow around the model, then built the pieces that make it run every day.
ERP-native connectors mapping all 10 plants into one schema
SKU-level revenue and margin model, refreshed daily
Power BI dashboard as the single source for sales reviews
Regional structure redrawn around SKU-family profitability
Inside the build
Live revenue and margin by SKU family, traceable to the transaction, refreshed daily from all 10 plants.
Tools & systems
Results
Revenue growth achieved since 2021
Real-time analytics across all locations, replacing a 2-day manual Excel
Organization redesigned for the next 3 years of growth
The same data, but structured; every figure traces to a transaction
The business has roughly tripled its revenue since 2021 across the period this engagement covers, but that growth reflects the client's overall commercial performance, new distribution and category expansion included. The dashboard and the resulting reorganization gave leadership better visibility into where that growth was coming from and where margin was leaking, but they were one input among several, not the sole driver of the top-line result.
How it stuck
The dashboard replaced the pre-meeting reconciliation ritual outright. Within two cycles the regional call stopped opening with whose numbers to trust and started with which SKU family lost margin where. It stuck because it was simply more current than any spreadsheet anyone could bring back to argue with.
“Before, I'd brace for an argument about whose spreadsheet was right. Now the argument is which SKU family we fix first, a much better meeting to be in.”
Regional Plant Controller, South Zone
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