ERP · Textile manufacturing
An ERP that finally understood how a textile mill runs.
A vertically integrated textile group in Faisalabad: spinning, weaving, finishing.
- 3 days
- Month-end close, from 14
- +6.2%
- Yield improvement
- 93%
- On-time delivery, from 74%
- −22%
- Inventory holding
The challenge.
Two off-the-shelf ERPs in five years, both customised so heavily that upgrades broke production reporting. Spinning, weaving, and finishing ran as three silos, yarn lived in spreadsheets, and month-end reconciliation took two weeks of finance overtime. Generic ERP couldn't model the unit-of-measure conversions and by-product flows that define textile operations.
How we worked
The ADAS framework, applied to this build.
Architect
Spent five weeks on the shop floor before designing, mapping every material movement from raw cotton to finished fabric, and modelled the business in its own terms before picking any tech.
Deliver
Built the core ERP around their actual production model: spinning, weaving, and finishing as connected stages with shared inventory and real-time WIP, with machine-level data integrated from the looms.
Advise
Layered finance, sales, and procurement on top of the operations core, and stayed as their ongoing technology partner, advising on capacity planning, compliance reporting, and the next horizon.
Scale
Architected the system so new mills, product lines, and export markets plug in without re-implementation. The ERP grows with the group, it doesn't get replaced every five years.
The outcome.
Order acceptance became data-driven instead of optimistic, yield improved as waste became visible at the source, and month-end close went from two weeks to three days, all without the system breaking as new lines and mills came online.
Off-the-shelf ERP failed them twice because it tried to make textiles look like every other industry. We built one that respected what makes textiles, textiles.
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