| Responder | Response | Outcome |
| Merchandiser | Buyer Costings were created using an excel spreadsheet instead of using the ERP system. | Unable to generate buyer-costing vs budgeted costing variance report for the next season’s customer negotiation. |
| Sampling Manager | Reluctant to manage the Time & Action calendar by senior merchants. | Unable to track a holistic view of sampling progress and final delivery target timelines for customer communication. |
| Auditor/Group Finance Manager | Sales orders against buyer liability and raw material against supplier liability functions were not operational. | Unable to generate liability asset-valuation report for financial analysis & decision-making process. Poor material allocation for liability raw materials and excess inventory. |
| Director/ Managing Director/ | - No consolidation for raw material POs and forwarder bookings. - No supplier ageing reports for general purchases. - No visibility of supplier purchasing and customer sales trends. - Unable to obtain a consolidated form of reports and dashboards. - Unable to obtain budget vs actual details for capacity planning and negotiation with the customers. | - Due to this poor consolidation of the supplier purchase order, the company incurs huge import (transportation) costs. - Unable to demand the supplier for better pricing and customer delivery extensions as well as for margin hike-up. - Poor planning results in capacity wastage. - Unable to review on-time reports for effective decision-making. - Manual data feeding for trade finance and still one legacy system is in operation. |
| QC Manager | Receiving and dispatching the raw materials without updating the defect percentage status in the system. | Unable to review supplier wise raw material defect percentage and values for supplier evaluation and price negotiation. |