Discovery & Blueprinting
Mapped the full “clay to carton” process end to end - procurement, every production stage, and dispatch logistics - before configuring anything.
Case Study · Manufacturing
Nine warehouses, 68 distributors,
Nine warehouses, 68 distributors,
one system that finally agrees
Happy Enterprise ships 12,000+ boxes of tile a day out of Morbi through a four-tier distribution network. Two earlier attempts to fix production planning had ended back in Excel - this one stayed live, and lead times are down 35%.
The Outcome
What changed, in numbers
35%
Lead Time Saved
Order-to-dispatch time fell once sales could see real production and stock status.
99%
Inventory Accuracy
Stock on the system now matches what is actually on the rack, across all nine sites.
9
Warehouses Unified
Every site on one instance, with bin-level tracking instead of a phone call to check.
60%
Reporting Lag Cut
Production and sales dashboards update in real time instead of after month-end.
About the Client
A tile producer that outgrew
A tile producer that outgrew
spreadsheets twice over
Happy Enterprise runs a production unit in Morbi and its headquarters in Ahmedabad, shipping 12,000+ boxes of tile a day through a four-tier network of 68 domestic distributors and four export markets.
Growth had outpaced the systems running it. Stock sat across nine warehouses with no shared visibility, production planning was reactive, and month-end books closed weeks after the month itself did.
Two earlier attempts to fix production planning with off-the-shelf tools had both ended back in Excel. This time the implementation started on the shop floor, not in a meeting room.
Project at a glance
- Industry
- Tile Manufacturing
- Location
- Morbi & Ahmedabad, India
- Daily Output
- 12,000+ boxes
- Warehouses
- 9 locations
- Distribution
- 68 domestic distributors, 4 export markets
- System
- ERPNext v15
- Manufacturing
- Inventory (WMS)
- Buying
- Selling
- Quality Inspection
- Accounts
The Challenge
Growth had already broken
Growth had already broken
the systems running it
None of these four problems were visible on their own. Together, they meant nobody could say with confidence what was actually happening on any given day.
Inventory blindness
With stock split across nine warehouses and no shared system, finding a specific batch was a guessing game. Dead stock built up in one site while another ran short.
Production disconnect
Sales teams had no visibility into what was actually in production. Planning was reactive, orders were promised against guesswork, and the factory floor absorbed the resulting downtime.
Financial lag
Books closed weeks after the month ended. By the time a profitability report existed, the decisions it should have informed had already been made.
Quality gaps
Quality checks were recorded on paper. When a defect surfaced downstream, tracing it back to the production batch that caused it was close to impossible.
The Solution
Two weeks on the floor, before a line of configuration
The implementation started by mapping how tile actually moves through the plant - not by installing modules and hoping the process would adapt to them.
Multi-Warehouse Stock
All nine warehouses digitised on one instance, with bin-level tracking for raw material and batch tracking through to the finished tile.
Multi-Level BOMs
Bills of material with strict version governance, so a production run can only pull from the approved recipe - never an outdated one.
Quality Inspections
Inspection checkpoints built into the Work Order at the stages that matter, so a defect is caught - and traced to its batch - before it reaches a distributor.
Available-to-Promise Selling
The Selling module gives distributors real visibility into what stock is actually available, rather than what a spreadsheet said yesterday.
The Implementation
Four phases, each one
Four phases, each one
signed off before the next began
Digital Warehousing
Digitised all nine warehouses with bin-level tracking for raw material and batch tracking for finished tiles.
Manufacturing & QC
Configured multi-level BOMs and built quality inspections into the checkpoints where defects actually originate.
Go-Live & Selling
Rolled the Selling module out to distributors, giving sales visibility into Available-to-Promise stock for the first time.
Client verdict
35%
Lead Time Saved
"We had tried to fix our production planning twice before and both times we ended up back in Excel. Exalix Tech was different because they spent the first two weeks on our shop floor instead of in a meeting room. With ERPNext we finally have a 360-degree view of the operation - what is on order, what is in production and what is actually on the rack, all in one place. Lead times are down by more than a third and our stock figures finally match the floor."Alkesh Patel Managing Director, Happy Enterprise
Questions
Manufacturing ERP FAQs
ERPNext lets you define as many warehouses as you need. Raw material sits in a Store warehouse, moves into WIP during production, and finished tiles land in a Finished Goods warehouse - with every movement tracked through Stock Entries. Happy Enterprise runs all nine sites on one instance this way.
Yes. Valuation is built from raw material cost plus operating costs - electricity, labour, rent - allocated through the Work Order, giving a real cost per unit for every batch produced rather than a blended estimate.
Through bill of material version governance. Each BOM has one approved, active version, and a Work Order can only be raised against it. Superseding a recipe retires the old version instead of leaving two live at once.
Yes, when inspections are attached to the Work Order at the stage where the check happens. If a defect surfaces later, the batch and the inspection record are linked, so tracing it back is a lookup rather than an investigation.
It means a sales order is checked against real, current stock and confirmed production - not a static number from yesterday's report. For a four-tier distribution network that stops promises being made against stock that has already moved.
It ran in four phases: process discovery and blueprinting, digitising the nine warehouses, configuring manufacturing and quality control, then rolling the Selling module out to distributors. Each phase was signed off before the next began.
Yes, and it is simpler with fewer sites. The same BOM governance, batch tracking and quality inspection setup applies - there is just less warehouse configuration to do before go-live.
Start a Conversation
Running multiple sites
Running multiple sites
on spreadsheets and hope?
That is exactly where Happy Enterprise started. The gap between what the floor is doing and what the office believes is where lead time, dead stock and untraceable defects all come from.
No generic brochures. Your first call is with a lead consultant who will talk through your actual production and warehouse setup.
Call +91 77780 25099 · Email info@exalixtech.com
Request received
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