Context

The client, a manufacturer of customized liquid packaging machines, was highly dependent on the edible oil sector and struggled with long delivery cycles that hampered order conversions. The business faced operational bottlenecks, weak inventory planning, and limited cross-sector sales focus, all of which constrained scalability.

Approach

Our intervention focused on diversifying the sales engine and executing deep operational transformation to enable faster delivery and higher win rates:

1. Market Diversification & Sales Expansion

• Shifted sales strategy beyond edible oil into beverage companies, public sector undertakings (PSUs), and niche export markets.

• Strengthened order conversion by leveraging shortened lead-time as a competitive advantage.

  
  

2. Lead-Time Compression & Order Flow Visibility

• Introduced Sales-Operations-Integrated-Planning (SOIP) Meetings to align demand forecasts with operational planning.

• Deployed reverse production planning to start from committed delivery dates and work backward across departments.

• Implemented ERP-based inventory visibility to support real-time stock decisions and reduce procurement lag.

  
  

3. Store & Supply Chain Optimization

• Redesigned store layout to enable faster material retrieval and smoother movement of WIP goods.

• Diversified supplier base to reduce dependence on high-lead-time vendors and create leverage in price negotiations.

• Linked outsourcing decisions to manpower capacity — routing non-core activities externally during internal load peaks.

  
  

4. Process & Accountability Strengthening

• Created a Bill of Material (BOM) Repository for each product variant to standardize input planning and avoid rework.

• Rolled out performance-linked delivery targets with cross-functional accountability matrices across design, procurement, production, and dispatch.

• Instituted weekly delivery reviews for ongoing order tracking and bottleneck resolution.

  
  

Results

• 42% YoY Revenue Growth, driven by improved win rates and new sector penetration

  
  

• 92 Days Reduction in average delivery cycle, significantly improving customer confidence and reducing working capital lock

  
  

• ~30% Increase in order conversion rate, especially in new verticals like beverages and government institutions

  
  

• Fully integrated production and planning workflows, reducing internal conflicts and firefighting

  
  

Conclusion

For capital equipment manufacturers, sustainable growth hinges on synchronized delivery operations and targeted sales diversification. Our combined focus on speed, visibility, and accountability enabled a step-change in revenue scale and operational agility.