saved per week by the administrative team
6h
Pharmaceutical wholesale depends on coordinating commercial activity, administration and stock planning. In this project, the information needed to support those decisions was available, but the connections between sales, billing and outstanding receivables were insufficient.
The administrative team needed visibility into billing and collections, while inventory planning needed more reliable forecasts. The project brought these needs together around a shared data foundation and business-specific applications.
Challenge
Billing was prone to errors and lacked a dedicated monitoring dashboard. Outstanding customer receivables were difficult to follow, leaving collection work without a clear order of priority. Unreliable stock forecasts contributed to recurring stockouts and overstock.
These issues shared a common cause: the data existed, but it was not connected in a way that supported timely decisions. Finance and inventory teams needed a consistent foundation for understanding what had been sold, what remained outstanding and what stock would be needed.
Solution
The project established a centralized ETL process to bring sales, billing and customer receivables into a single source. On top of that foundation, the team introduced a real-time billing dashboard and a dedicated business application for forecasting.
Centralized sales, billing and outstanding receivables through an ETL pipeline.
Introduced a real-time dashboard for monitoring billing activity.
Made outstanding receivables easier to follow and collection priorities easier to establish.
Built a dedicated business application for sales and inventory forecasting.
Results
The administrative team saved six hours per week. After three months, customer collection delays had fallen by 20%. The source also reports a 35% reduction in stockouts and overstock from the first month.
The improvements addressed both administrative workload and operational visibility. Connected financial data supported more focused collection work, while the forecasting application helped teams plan inventory with a clearer view of expected sales.
These figures are the project results reported in the supplied case material. The source does not specify the detailed measurement methodology or separate the stockout and overstock measures.
