Research
Where the operation loses time and control
The same 12 findings Financial prices, read as failures of the operation instead. Grouped by the part of the business they happen in, with no rupee figure on any of them: what breaks, and how sure we are it is real.
Everything between an invoice arriving and money leaving the bank. Four things go wrong here. Invoices are hand-keyed into SAP. Three-way match fails on 42% of invoices. Early-payment discounts are going uncollected. Approvals happen on email and WhatsApp with no audit trail. All four are confirmed, and all four are the same invoice moving through the same process, so they break together and they would be fixed together.
Choosing suppliers, agreeing rates, and getting them set up to trade. Three things go wrong here. Indirect spend bought outside negotiated rates. Vendor onboarding takes 21 days. Duplicate supplier records in SAP. The three-week onboarding is the one a plant feels, because it is the one that decides whether a line waits.
Freight, warehousing, and how much inventory sits still. Four things go wrong here. Freight is tendered manually, one carrier per lane. Planning runs on spreadsheets, so stock cover runs high. No warehouse module, so goods receipts are posted late. No supplier scorecard behind goods-receipt rejections. The weakest evidence in the direction. Both of the larger ones are inferred from the FY25 report, because nobody in logistics or planning has been spoken to yet.
Claims owed to Suvarna by distributors and suppliers. One things go wrong here. Distributor claims are reconciled by hand. One failure, and the only one here that is about money owed to Suvarna rather than money leaving it.