Due to the scale of operations and global competition from major international brands, the company faced a variety of challenges in managing its business effectively:

• Lack of Centralized Item Coding: The organization struggled to maintain unified item codes across multiple locations, making data consolidation a time-consuming and error-prone process.

• Data Fragmentation: Disconnected systems within the same locations led to duplication of work and inconsistent data across functions.

• Delayed and Inaccurate Reports: Crucial business reports (e.g., sales, stock, and pending orders) were not available in real-time.

• Inadequate Financial Consolidation: Trial balances and profit and loss statements from different branches could not be easily compiled, affecting financial planning.

• Absence of Role-Based Access: Lack of user restrictions led to unauthorized data access and inconsistent business processes.

• Ineffective Credit Control: Dealer incentives and schemes were decentralized, lacking head office control, resulting in mounting outstanding receivables.

• Production Planning Gaps: The company lacked real-time production capacity utilization data and effective material requirement planning.

• Inefficient Returns & Claims Processing: Handling of defective returns, freight bills, and credit/debit notes lacked centralized monitoring and approval workflows.

• Market Insights Deficiency: Sales performance lacked alignment with market potential data such as per-capita income and population demographics.