Cases
Familiar operating challenges. Practical ways forward.
From group transformation to formula and shelf-life management in process manufacturing, then coexistence beside an existing system and batch traceability built from paper, Zaodashi works on one question: how to turn complex operating challenges into clear build priorities and daily ways of working. The first two come from delivery experience, the last two are validated engineering samples.
Two delivery experiences, two engineering samples
01 · Delivery experience: transformation blueprint and data governance
A global high-performance industrial hose group: multi-unit digital transformation blueprint and supply chain master-data governance
Global operations, group governance, sales delivery, supply chain, plant operations and data capability placed on one roadmap.
Industry and company background
The group serves energy, emergency response and industrial applications, with R&D, manufacturing, sales and overseas operating units. It is a typical multinational semi-process manufacturer.
The operating challenge
As global expansion accelerated, group control, data and coordination had to be upgraded in step. Orders, quotation, delivery, customer service and overseas operations lacked end-to-end transparency, and material and customer master data followed different definitions across business units.
What Zaodashi delivered
- Designed the transformation architecture around group operations, global governance, operational excellence and customer service; built current-state facts through cross-functional and cross-level interviews; and used the seven ABOS views to find end-to-end breakpoints
- A layered blueprint and implementation path for the group, sales, R&D, plants and project-based units, with cross-department responsibilities (RACI) rebuilt
- One build sequence covering sales delivery, fast quotation, supply chain, data platform, finance, MES / WMS / APS, equipment management and factory transparency
The operating mechanism that resulted
- A phased system roadmap across the group and several business units, produced in about four months, which turns capability gaps into sequenced investments and tasks
- Clear cross-border master-data definitions and owners, with key process digitisation, lean manufacturing digitisation and decision intelligence advanced in stages
02 · Delivery experience: formula coordination and inventory operations in process manufacturing
A large nutrition and CDMO manufacturer: PLM formula coordination, IBP supply-demand planning and lasting obsolete-stock governance across 5,000+ SKUs
Replacing a one-off clean-up with a mechanism where formulas, shelf life, planning and disposal ownership keep running.
Industry and company background
The company handles a very large range of products and raw materials, over 5,000 SKUs, with complex formulas and ingredients bound by shelf life and batch limits. Safety stock, strategic stock and risk stock had long been mixed in one table.
The operating challenge
Formula changes and ingredient shelf-life limits did not reach purchasing and scheduling in time, obsolescence definitions differed by department, and future consumption plans were disconnected from disposal. After each clean-up, purchasing and planning created new risk stock.
What Zaodashi delivered
- Aligned PLM formula versions, material master data and IBP planning so that demand plans, supply plans and ingredient shelf-life limits sit in one view
- Unified definitions and data fields for five inventory classes, set ageing and shelf-life bands, connected demand and consumption plans, and built tiered control
- Built a four-step mechanism of identification, decision, execution and prevention, with a six-function responsibility matrix, disposal tracking, analytics and warnings
The operating mechanism that resulted
- One obsolescence definition, with an accountable department and disposal progress for every item of risk stock
- New risk can be traced to the planning, purchasing or formula-change action that caused it, and prevented at the source
Order-to-delivery & supply chain Inventory & obsolescence governance
03 · Engineering sample · Route 2: Coexistence
A coexistence sample for large cleanroom enclosure and building-materials manufacturers: keep the existing business system, add bulk-material readiness and a finance subledger
The existing production and BOM system keeps running, and coordination and a finance subledger are added beside it.
Synthetic business data validation sample: it verifies the route and capability and does not represent a client production go-live, delivery or acceptance.
Who it is for
A project-configured manufacturer that takes orders by project and uses its existing business system for projects, five-category bills of materials, purchasing and inventory movements.
The typical operating challenge
It needs a finance subledger connected to the group BIP system, plus cross-department visibility of in-transit materials, shortages and batch progress, while keeping current production and approval processes uninterrupted. Replacing the system is not an option.
Solution and configuration
- A data bridge and a business-finance subledger added on the existing production and BOM system, producing period-end accruals, invoice-triggered reversals and settlement entries, allocating differences across on-hand and issued materials, and pushing to the group finance system with document-by-document reconciliation
- An ABOS Suite enterprise instance that receives business events from the original system through a signed, encrypted channel
- Steel-coil transit statistics, status exports for cut material, batch completion by area or quantity, BOM version comparison, shortage views and overdue alerts for warehouse, materials control and production teams
Capability and validation status
- The original system keeps transactions and approvals, and approvals jump back to it in one step, so working habits do not change
- The full flow was validated in an isolated mirror environment with a 12-step live demonstration using synthetic business data. The coexistence baseline was validated, and a data-synchronization specification and a group finance document interface specification were produced
ABOS transition routes Project and engineered manufacturing solution
04 · Engineering sample · Route 1: Greenfield
A greenfield sample for precision rubber and automotive component suppliers: from paper and spreadsheets to compound quick-test release, dual-unit barcode flow and two-way batch traceability
For component suppliers starting from paper and Excel: batch, tooling and quality release configured as daily practice.
Synthetic business data validation sample: it verifies the route and capability and does not represent a client production go-live, delivery or acceptance.
Who it is for
Rubber seal-strip suppliers for automotive and industrial customers that run production on paper and Excel. Their process combines batch mixing with rest period and Mooney quick checks, continuous extrusion and vulcanization, and discrete cutting and corner joining.
The typical operating challenge
In companies like this, compound rest periods and quick-test status are recorded by hand, so the batch trace chain breaks on paper. Nobody counts the life of extrusion dies and injection moulds, and after a customer complaint it is hard to follow a batch back to its materials and operations.
Solution and configuration
- Configure the ABOS Suite process and batch manufacturing solution with product profile numbers, kilogram-per-metre dual-unit conversion, and compound rest-period and quick-test release blocks
- Configure extrusion-die, corner-joining and injection-mould registers that accumulate metres or cycles from shop-floor reporting and trigger maintenance reminders
- Configure a two-way trace chain from finished-carton barcodes to extrusion batches, mixed-compound batches and supplier batches of raw materials, with quality containment and customer complaint 8D closure
Capability and validation status
- Unreleased compound batches cannot be issued in the system, so quality release becomes a precondition of production rather than a record made afterwards
- Two-way batch and carton traceability with a retention period configurable to client needs, targeting 15 years
- Supported route: rapid greenfield rollout from spreadsheets (Route 1); how it combines with an existing ERP is assessed per project
Process and batch manufacturing solution Manufacturing & quality traceability
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