Raw Material
Management Dashboard
From fragmented spreadsheets and gut-feel reordering to a real-time operational intelligence platform across 50+ plants
50+ plants. Zero shared view.
Ordering on instinct.
Concrete production runs on raw materials — binders, sand, aggregates — that must be available at the right plant, at the right time, in the right quantity. Across 50+ plants, nobody had a clear picture of any of it.
Each plant operated independently, tracking inventory across disconnected systems. The HQ purchasing team spent 2–3 hours every morning switching between multiple screens — ERP, plant databases, spreadsheets — manually compiling enough data to make reorder decisions. By the time the daily order plan was ready, the numbers it was built on were already stale.
Reordering was reactive and gut-driven. There was no forecasting, no visibility into what was en route, and no way to know which plant's need was most urgent. Suppliers would call plants directly to reconfirm orders — orders that may not have been the highest priority at all.
Real-time operational
intelligence across 50+ plants.
Build a custom web dashboard that unifies raw material inventory, en-route delivery tracking, and automated reorder planning into a single real-time view — eliminating the daily manual compilation process and giving the HQ purchasing team data-backed decisions instead of gut-feel ordering.
The platform would ingest from multiple source systems across all plants using a consolidated cloud data foundation, with dbt-driven Medallion architecture transforming raw plant data into business-ready forecasts, alerts, and reorder recommendations. All configurable settings managed in the existing low-code enterprise platform to avoid any developer dependency on operational changes.
Three deployments, one obstacle,
and an architecture built on trust.
The dashboard required data from the ERP system — inventory levels, material pricing, supplier records. Management had signed off. The project was underway. Then the IT lead responsible for the ERP refused to provide data access.
The stated reason: pricing data inside the ERP was sensitive. Exposing it through a data warehouse risked leaking competitive information. The concern was legitimate. But the response was a hard stop — no access, no data, no project.
The escalation went to top management. A review was requested before any reapproval could happen. The external development contract was terminated. The team had to deprioritise the dashboard entirely and pivot to other projects while the impasse was resolved.
The delay: six months.
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