Research

Head of Procurement, and met on both calls. 5 of the twelve findings land on their number, worth ₹3.5 Cr a year. Open with this: You told us onboarding a new supplier takes about three weeks. That is the number we would go after first. It is the one that stops your plants. What to avoid: do not open with invoice processing. It sits with Finance, and leading there tells him the research was not about his function.

Chief Financial Officer, and not met yet, so everything here is inference. 2 of the twelve findings land on their number, worth ₹1.7 Cr a year. Open with this: You are collecting early-payment discounts on one invoice in eight. Closing that is ₹2.1 Cr of margin, less about ₹1.1 Cr to fund it, because you pay 35 days early. Call it ₹1 Cr net. What to avoid: do not present process elegance, and do not call a discount 'free cash'. Capturing it spends working capital. She buys cash released and audit exposure closed, in that order.

VP Supply Chain, and not met yet, so everything here is inference. 3 of the twelve findings land on their number, worth ₹3.5 Cr a year. Open with this: You are carrying 38 days of finished goods against a sector best of 22. Take out eight of those days and about ₹18 Cr of cash comes back once, with ₹1.6 Cr a year of carry behind it. What to avoid: do not frame spreadsheets as the problem. He built the planning spreadsheet and it is currently the thing holding the operation together.

Accounts Payable Lead, and met on both calls. 2 of the twelve findings land on their number, worth ₹1 Cr a year. Open with this: Nine people clearing 96,000 invoices a year is benchmark headcount. You are not overstaffed. The problem is the 42% that falls out of matching, and it starts at the plant gate, not at your desk. What to avoid: do not describe the work as low value, and do not arrive with a headcount case. Nine people against 96,000 invoices is benchmark. His team absorbs the failure of every upstream process and he knows it.

The common case, and this direction's weak point. If you do not know who is in the room, open by asking: whose numbers do these land on, yours or Finance's? The answer picks the person above and the rest of this page becomes usable. Until it does, fall back to the findings that cross every function rather than to one owner's subtotal, because naming the wrong owner is worse than naming none. The subtotals here add to ₹9.7 Cr, of which ₹60 L is one saving counted twice across two people, so the four columns cannot simply be added.