Technology
ERP Solutions: Enhancing business intelligence with ERP
Published
4 years agoon
By
admin
Today, the cement industry is highly cost-conscious and is applying IT solutions to the hilt to streamline its business processes. The industry stands to gain a lot from embracing Enterprise Resource Planning tools.
The Indian cement industry is highly competitive, a place where the price gap between different brands is very small. So how can a company reap more profits than its competitor? The answer is: cost effectiveness. The higher the cost effectiveness, the higher the profit margin.
A company that consistently delivers high quality products and is able to meet customer commitments on time is always preferred by the market. Some of the day-to-day challenges that managers at cement plants constantly grapple with include planning and stocking right, managing regulatory compliances, keeping pace with rapid industrial innovations, responding to changing customer preferences and being ready with strategies for an ever-changing, socio-political-business climate. Tackling these issues becomes easy with IT- enabled processes and Enterprise Resource Planning (ERP) which gives managers the necessary cutting edge tools to deal with these issues.
Maximising asset utilisation
ERP tools can be integrated with existing process management systems and the data gleaned could be presented in a neat Management Information System (MIS). The business intelligence gained from the MIS can be applied for effective plant management.
Process control
With ERP integrated in manufacturing process controls, industries can achieve optimal performance levels at their plants while combating the technological, environmental, and contractual constraints.
ERP can help process managers to:
- Optimise processes and establish advanced process control systems with utmost ease.
- Reduce costs of operations, ensure high availability of assets and maintain product quality.
- Achieve optimal performance levels in plants, by keeping production efficiency high.
Maintaining assets
- The highest levels of capacity utilisation can be achieved using
- IT- enabled plant maintenance solutions tailored to cement plants.
With IT driven maintenance strategies, manufacturers can:
- Schedule and adhere to preventive maintenance schedules, and reduce downtimes.
- Eliminate unplanned plant shutdown and extend asset life through routine maintenance.
- Get complete control of maintenance cost and budget to optimise maintenance expenses.
Optimising power consumption
Power-intensive cement plants can optimise power consumption by applying intelligent systems that control lighting, HAVAC, etc. Taking energy control to the next level, using plant setup and capacity configuration, coupled with real-time integration of equipments, manufacturers can now have complete control over power consumption.
Manufacturers can reduce power wastage as they can:
- Use power optimally and lower production overheads.
- Achieve consistency in operations and increase productivity.
- Increase generator utilisation factor in captive power plants and reduce power consumption by monitoring operations in real time.
Logistics Management
Lower logistics cost is a critical success factor in the cement manufacturing industry. Information technology can be used to manage logistics effectively.
ERP on a Cloud computing platform can help cement manufacturers control end-to-end logistics operations, from raw material procurement to shipping. Manufacturers can ensure a hassle-free supply chain and monitor inventory in real-time, as well as manage raw material and fuel requirements efficiently.. Cloud sharing has made it possible to check for stock availability and book orders through mobile devices, drastically shortening the order servicing cycle time. Accessing information on smart phones can let executives get real time information about operations, sales, etc, in making well-informed and timely decisions.
Meeting raw material requirements efficiently
Raw material proximity and coal availability should no longer be a major concern. Manufacturers can plan and meet raw material requirements efficiently through IT solutions, for supply chain management. ERP-on-Cloud enables managers to make sure that the right amount of raw material is available at the right place, at the right time.
With ERP-on-Cloud, manufacturers can:
- Negate the raw material proximity issue by making long-term and short-term procurement plans.
- Take control of fuel supply using blanket purchase orders; firm up their fuel plans well in advance.
- Analyse fuel efficiency in terms of calorific value and market price in order to achieve an optimal fuel mix.
- Synchronise cement production with mining to meet raw material requirements.
- Manage the performance of captive mines, equipment and shifts effectively.
- Deliver on time
- With ERP on Cloud, the company can plan shipment well ahead of time, help reduce wastages in packing and increase revenue potential in many other ways.
The technology enables manufacturers to:
- Follow up pending orders closely with the order management system, execute customer orders within 24 hours and ensure customer satisfaction.
- Analyse freight and plan logistics effectively using shipment planning.
- Process shipment documents efficiently using mass processing capabilities; improve shipment volumes.
Business process management
Apart from logistics, ERPonCloud for manufacturers is typically suited to other industry verticals.
The functionalities that can be covered by ERP include:
- Customer Relationship Management (CRM).
- Enterprise Asset Management (EAM).
- Human Capital Management (HCM).
How Google can help
Google offers several Application Programming Interfaces (API) to software developers. Basically an API is a specification used by software components to communicate with each other. Madras Cements (MCL) combined ERP data from Ramco Systems with the API for Google Maps to add an extra layer of information to its data. This allowed the company to visualise information such as distributor performance comparison and location mapping of their wagon movements. The company was also able to understand the real issues affecting operations and performances across the region. A V Dharmakrishnan, Chief Executive Officer, Madras Cements, commented that traditional means of reporting using Microsoft Excel sheets were complex and time-consuming, hindering business decision-making. They needed a data visualisation solution, one that offered richer, dynamic, interactive graphics that could integrate with RamcoÆs ERP offering.. Ramco Systems added location-awareness and visualisation capabilities of Google Maps to its Cloud ERP product. With this integration, MCL was able to get a real-time view of their business, anytime, anywhere. By superimposing its data onto Google Maps, the company got a rich data visualisation tool that facilitated idea generation and improved productivity. All across India, over a thousand employees access reports and transactions on a daily basis from the Ramco ERP system integrated with Google Maps. Management at MCL uses Google Maps as a tool to help them monitor and identify discrepancies and develop appropriate strategies for business growth.
The field sales team now has the capability to easily view information ranging from competitor distribution networks in their area to the performance of the dealers, on their mobile devices. This not only enables them to make faster sales strategies on-the-go, it also helps the management improve their market penetration strategy and competitiveness as they can locate their cement warehouses and key customers on Google Maps. Google Maps also illustrates data at various levels like which regions were experiencing strong growth, which dealers were performing best or had the most potential for growth.
Reaping profits
Google Maps, together with their in-house SMS notification system and the Ramco ERP solution, has formed a solid communication infrastructure. This helped Madras Cements reduce penalties, losses and damages arising during the wagon clearance process by up to 70 per cent, and improved consignment clearance time by up to 40 per cent.
Google Maps has also made it easier to identify and analyse performing markets with the potential for growth. Since implementing Google Maps, the company has successfully captured 20-30 per cent of the market share. Robust IT backbone has played a pivotal role in helping Madras Cements gain a 6-7 per cent market share in the Indian cement business; with its data visualisation, the company multiplied the benefits gained via Ramco ERP data.
Unlimited possibilities
There is a huge scope for IT to facilitate both manufacturing and the business process. Real benefits start showing up when the two are integrated with ERP. Managers can focus on making strategic decisions rather than being unnecessarily burdened with the nitty-gritty of managing the business. Indeed, IT has a lot to offer cement industries at various levels.
Case Study
- Although there are several ERP solution providers in the market, Ramco Systems stands apart from the rest. Having a strong cement manufacturing background, ERP solutions offered by Ramco fit the needs of the cement industry like a custom-made suit. A clear understanding of the entire process and the peculiarities associated with it has enabled Ramco to craft a perfect package specifically for the cement industry.
- RamcoÆs ERP on Cloud has features such as limestone-gypsum-silica source tracking and reservation, production scheduling both kiln-wise and clinker-wise, waste recycling/reprocessing from electrostatic precipitator, power and fuel consumption tracking per unit quantity of output, JIT management for packing and delivery, vendor managed inventory for coal-limestone, quality control based on attributes, forward and backward lot tracking, monitoring energy both equipment-wise and unit-wise, integrated daily/shift production report, yield analysis, variances with respect to plan and design, and more.
- Ramco Process Control & Automation Systems enables engineers to design, configure, install and commission the control and automation system, from crusher to packer for cement industries, using a state-of-the-art OPTO22 Ethernet- based distributed control system and client/server- based SCADA and historian systems.
- Madras Cement, one of the six largest cement operators in India, the flagship company of the Ramco Group, has gained tremendously by implementing ERP solutions from Ramco Systems. The ERP solutions provided by Ramco Systems helped Madras Cements bag a net profit of Rs 68.85 crore for the quarter ended June 2013.
- Ramco Systems, a part of the USD 1 Billion Ramco Group, is one of the leading software companies focused on consulting, products and services business. Started as an R & D division of Ramco Industries Limited in 1992, Ramco Systems was later established as an independent company in 1999. Headquartered in Chennai, Ramco has over 150,000 users from more than a thousand customer organisations, globally since its inception.
AV Dharmakrishnan, CEO, Madras Cements
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Economy & Market
RAHSTA Roundtable Sets Agenda for Smarter, Safer Highways
Published
1 week agoon
March 16, 2026By
admin
Roundtable discussions focus on innovation for safer highways.
Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the RAHSTA Roundtable brought together stakeholders from across the highways and infrastructure ecosystem to shape the agenda for the 16th RAHSTA 2026, scheduled for 8–9 July 2026 at the Jio Convention Centre, Mumbai. The session focused on key industry themes including road construction, technology, safety and long-term sustainability.
Opening the discussion, Pratap Padode, Founder, FIRST Construction Council, said the roundtable marked the beginning of a broader consultative process leading up to the July event. The aim, he noted, is to bring together industry stakeholders to refine the agenda for discussions on the future of roads, bridges, tunnels and allied infrastructure.
Padode noted that while central road project awards have slowed in recent years, states are increasingly driving the next phase of infrastructure growth. Maharashtra, with its long-term road development plans and agencies such as MSRDC and MSIDC, is expected to play a significant role in this expansion.
RAHSTA Expo 2026 as a specialised platform dedicated to road infrastructure, covering highways, tunnels, bridges and flyovers along with construction technologies, safety systems and maintenance solutions. He also highlighted the growing importance of rural connectivity and said the organisers are engaging with government bodies to highlight rural road development initiatives.
Tanveer Padode, CIO, ASAPP Info Group, presented insights from IMPACCT, the group’s infrastructure intelligence platform. He pointed to a strong project pipeline despite slower highway awards earlier in the year, noting that states such as Maharashtra, Odisha and Arunachal Pradesh are emerging as key drivers of new projects. The data also revealed that only a small group of contractors participates in large-value infrastructure bids.
Lt Gen Rajeev Chaudhary, former Director General, Border Roads Organisation and Chairman of the RAHSTA Expo Committee, emphasised the need for stronger collaboration across the ecosystem, including policymakers, contractors, technology providers and financiers. He also called for addressing systemic issues within the sector and encouraged greater participation of women in infrastructure leadership.
The discussion also explored the evolving economics of road development. Phani Prasad Mandalaparthy, Associate Director, CRISIL Intelligence, noted that the slowdown in project awards reflects a shift towards higher-value logistics corridors rather than simple road widening projects. However, private participation through BOT and TOT models remains limited.
From the contractors’ perspective, Sudhir Hoshing, Whole-Time Director, Ceigall, said companies are becoming more selective in bidding, favouring projects with clearer payment mechanisms and efficient processes. While NHAI continues to offer greater operational clarity, states such as Uttar Pradesh and Bihar were cited as relatively supportive environments for project execution.
Durability and sustainability also emerged as key themes. Himanshu Agarwal, COO – Road & Infrastructure, Zydex Group India, highlighted the need to prioritise lifecycle performance and resilient pavements, while participants discussed the potential of alternative materials such as plastic waste, steel slag and industrial by-products in road construction.
Dr LR Manjunatha, Vice President, JSW Cement, emphasised that India has abundant fly ash, slag and other industrial materials that can improve durability and sustainability if integrated into specifications and policy frameworks.
Technology and equipment challenges were also discussed. Dr Lakshmana Rao Mantri, Dy General Manager, Afcons Infrastructure, highlighted the shortage of tunnel boring machines (TBMs), which is delaying several underground infrastructure projects. Participants agreed that developing domestic TBM manufacturing capabilities will be critical for future infrastructure expansion.
The future of concrete pavements was another area of discussion. Dr V Ramachandra, President, Indian Concrete Institute, stressed that the debate should focus on lifecycle performance rather than material choice alone, noting that evolving design standards are improving the feasibility of concrete roads.
Prof Dharamveer Singh of IIT Bombay added that while India has made significant progress in infrastructure development, stronger capacity building and better execution practices are essential to ensure consistent road quality.
The discussion also touched upon technology adoption in the sector. Rushabh Mamania, Partner & CBO, Roadvision, highlighted the growing role of AI in road infrastructure, noting that AI-driven monitoring systems are already being deployed across large stretches of national highways.
Overall, the roundtable underscored that the future of highway infrastructure will depend not only on the pace of construction but also on durability, safety, technology integration and sustainable materials. The discussions offered valuable insights that will help shape the agenda for RAHSTA 2026 and guide future collaboration within the industry.
Economy & Market
CTS Roundtable Charts Tech-Led Roadmap for Construction
Published
1 week agoon
March 16, 2026By
admin
CTS Roundtable Maps Technology Roadmap for Construction
Ahead of the Construction Technology Show (Con Tech Show) 2026, industry leaders, technology innovators and academia came together in Mumbai to deliberate on how digitalisation, automation and industrialised construction can reshape the sector. The discussion made one thing clear: construction can no longer afford to treat technology as optional.
Held on 12 March 2026 at Courtyard by Marriott, Mumbai, alongside the Infrastructure Today Airport Conclave, the CTS Roundtable served as a precursor to the Construction Technology Show 2026, scheduled for 19–20 August 2026 at NESCO, Mumbai.
A platform to move from discussion to deployment
Opening the session, Pratap Padode, Founder and Editor-in-Chief, ASAPP Info Global Group, said construction technology has long remained close to his heart, especially given the sector’s traditionally slow pace of technology adoption. He noted that over the years, the Construction Technology Summit had steadily built interest, and the next step was now to expand it into a larger, more meaningful platform that could bring together technology providers, users, startups and innovators under one roof.
Padode said the vision for CTS is not limited to software alone. The platform aims to embrace all forms of technology that can improve construction efficiency, quality and execution—from digital tools and project management systems to lean construction, off-site fabrication and startup-led innovation. He also highlighted plans to deepen startup participation and create space for young companies to showcase emerging construction solutions.
Industry at a turning point
Moderating the roundtable, Naushad Panjwani, Chairman, Mandarus Partners, set the context by pointing out that the global construction industry, despite being a multi-trillion-dollar sector, continues to lag in productivity. He noted that while manufacturing has consistently improved efficiency, construction has remained slow to modernise.
Referring to both global and Indian trends, Panjwani underlined that the industry is now at a decisive moment. India, he said, is entering a major build cycle, and delivering the next phase of infrastructure and real estate growth through traditional methods alone is no longer viable. The goal of the roundtable, therefore, was not to debate technology in isolation, but to identify the most critical conversations that would bridge the gap between innovation and implementation.
His central message was clear: CTS 2026 must be shaped around themes that make CEOs, CIOs and CTOs feel they cannot afford to miss the event.
From BIM to AI, data to governance
A major theme that emerged through the discussion was the need for better data, better visibility and better decision-making. Dr Venkata Santosh Kumar of IIT Bombay echoed this, saying that the underlying data infrastructure itself needs attention. Construction projects, particularly remote ones, often face issues around connectivity, data collection and data use. Without this foundation, more advanced technologies cannot deliver their full value.
Chandra Vasireddy, CEO & Co-founder, Inncircles, expanded the discussion to governance, arguing that technology must help connect the many moving parts of a construction business. For him, the real value of digital transformation lies in creating better governance, clearer visibility and stronger business outcomes.
Tejas Vara of Inncircles stressed the importance of timely site data for leadership teams, especially in large and remote projects where decisions on materials, machinery and manpower often get delayed because information does not reach headquarters in time.
The role of AI also featured prominently. Rushabh Mamania, Partner and CBO, Roadvision said that while AI and machine learning are now common terms, vision intelligence and language intelligence have still not deeply penetrated the construction sector. He emphasised that startups in India are building relevant AI-led solutions and are already attracting international interest, showing that innovation need not be imported—it can be built locally and scaled globally.
Industrialised construction gains ground
The roundtable also placed strong emphasis on industrialised construction methods. Kalyan Vaidyanathan, CTO – Construction & R&D, Tvasta, called for greater focus on off-site fabrication and the broader industrialisation of construction. Bhargav Jog, General Manager, Dextra, highlighted precast technology and alternative sustainable materials as areas with immediate relevance.
Several participants agreed that modular, precast and pre-engineered approaches are no longer niche ideas. They are increasingly becoming practical responses to the sector’s challenges around labour shortage, timelines, quality control and predictability.
Anup Mathew, Sr VP & Business Head, Godrej, argued that the industry needs a fully integrated approach—from design and procurement to execution and asset management. Unless these are connected, technology adoption will remain fragmented and sub-optimal. He pointed to pre-engineered and modular systems as examples of how industrial thinking can compress timelines, improve quality and reduce dependence on difficult on-site conditions.
Adoption remains the biggest hurdle
While there was broad agreement on the promise of technology, the discussion repeatedly returned to one fundamental challenge: adoption.
Abhishek Kumar, COO, LivSYT, observed that the market is crowded with solutions, but many buyers still struggle to evaluate which technology suits which use case. According to him, the industry needs clearer frameworks to help users select, compare and adopt solutions, rather than expecting a single platform to solve every problem.
Dr Tenepalli JaiSai, Associate Professor, School of Construction(SoC), NICMAR University, noted that isolated technologies will not solve the productivity problem by themselves. What is required is an integrated Construction 4.0 approach, where digital, physical and cyber-physical systems work together rather than in silos.
That concern around silos was reinforced by Subodh Dixit, former Director, Shapoorji Pallonji, who said the issue is not just that technologies are disconnected, but that stakeholders are as well. Clients, consultants, contractors and partners often operate with different priorities. Unless these silos are broken, technology will struggle to percolate across the full project value chain.
Harleen Oberoi, Project Management, Tata Realty shared a practical perspective from the client side, saying that successful BIM implementation requires investment across the ecosystem, not just within one organisation. Trade partners, vendors and other stakeholders must also be trained and aligned if the technology is to deliver its intended results.
Beyond buzzwords
A notable takeaway from the session was that the industry is moving past the phase of treating technology as a buzzword. Participants repeatedly stressed that the real question is not whether technology should be used, but where it creates measurable value and how that value can be scaled.
The conversation also expanded beyond mainstream themes to include repairs and rehabilitation, construction and demolition waste, sustainability, circular economy, green sourcing, carbon measurement, design interoperability, generative design, robotics, and the role of horticulture and greener built environments.
Setting the agenda for CTS 2026
By the close of the session, the roundtable had surfaced a strong set of themes for the upcoming show: BIM and digital twins, AI and data platforms, industrialised construction, startup innovation, governance-led technology adoption, robotics, sustainable materials, and integrated project delivery.
More importantly, the session established CTS 2026 as more than an exhibition. It is shaping up to be a serious industry platform where users, technology providers, researchers and policymakers can collectively define the future of construction.
As Padode noted in his closing remarks, the conversation will continue through further consultations and possibly webinars in the run-up to the show. If the roundtable is any indication, CTS 2026 will aim not merely to showcase technology, but to push the industry towards meaningful adoption at scale.
Ponnusamy Sampathkumar, Consultant – Process Optimisation and Training, discusses the role of skilled operators as the decisive link between advanced additives, digital control and world-class mill performance.
The industry always tries to reduce the number of operators in the Centre Control Room. (CCR) Though the concept was succeeded to certain extent, still we need a skilled person in the CCR.
In an era where artificial intelligence (AI) grinding aids, performance enhancers, and digital optimisation tools are becoming increasingly sophisticated, it’s tempting to believe that chemistry alone can solve the challenges of mill efficiency. Yet plants that consistently outperform their peers share one common trait: highly skilled operators who understand the mill as a living system, not just a machine.
Additives can improve flowability, reduce agglomeration, and enhance separator efficiency, but they cannot replace the nuanced judgement that comes from experience. Grinding is a dynamic process influenced by raw material variability, moisture, liner wear, ball charge distribution, ventilation, and separator loading. No additive can fully compensate for poor control of these fundamentals.
Operators see what additives cannot
When I joined the cement industry in 1981, not much modernisation was available then. Mostly the equipment was run from the local panel. Once I was visiting the cement mills section. The cement mills were water sprayed over the shell to reduce the temperature to avoid the gypsum disintegration.
The operator stopped the feeding for one of the mills. When I asked the reason, he replied that mill was getting jammed, and he added that he could understand the mill condition by its sound. I also learned that and it was useful throughout my career. In another plant I saw the ‘Electronic Ear,’ which checked the sound of the mill and the signal was looped with feed control!
Whatever modernisation we achieve, it is from the human factor that the development starts.
Additives respond to conditions; operators interpret them.
A skilled operator can detect subtle shifts, like a change in mill sound, a slight variation in circulating load, or a drift in separator cut point. It’s long before instrumentation flags a problem. These micro-observations often prevent major efficiency losses.
Additives work best when the process is stable
I would like to share one real time incident. The mill was running on auto mode looped with the mill outlet bucket elevator kilowatt. (KW)There was a decrease in the KW, and the mill feed was increased by the auto control (PID). After a while, the operator stopped both the feed and the mill. He asked the local operator to check the airslide between mill outlet and the elevator. They found the airslide was jammed and no material flow to the elevator!
The operator deduced the abnormality by his experience by seeing the conditions and the rate of increase of the feed by the auto control.
It’s always the human factor that adds value to the optimisation.
Grinding aids are multipliers,
not magicians.
They deliver maximum benefit only when:
• Mill ventilation is correct
• Ball charge is balanced
• Feed moisture is controlled
• Separator speed and loading are improved
• Blaine targets are realistic
Without these fundamentals, even advanced additives may become costly investments. The operator is responsible for ensuring process stability, whether using a ball mill or a vertical mill. After ensuring the system is stable, the operator observes it briefly before transitioning to automatic control. If there is any anomaly in the system the operator at once takes control of the system, stabilises and bring back to auto control.
Skilled operators adapt in real time
It will be interesting to note that the operators who operate from local panel start to operate from DCS also. They have the experience and the ability to adapt the changes. Operator checks each parameter deeply. Any meagre change in the parameters is also visible to him.
Raw materials change. Weather changes. Wear patterns change.
A skilled operator adjusts:
• Feed rate
• Water injection
• Separator speed
• Grinding pressure (in VRMs)
• Mill load distribution.
These adjustments require intuition built from years of experience, something no additive can replicate.
Human insight prevents over reliance on additives
Plants sometimes increase additive dosage to mask deeper issues like:
• Poor clinker quality
• Inadequate drying capacity
• Incorrect ball gradation
• High residue due to worn separator internals.
A knowledgeable operator finds root causes instead of chasing temporary chemical fixes.
The real optimisation sweet spot is reached when:
• Operators understand how additives interact with their specific mill.
• Additive suppliers collaborate with plant teams.
• Process data is interpreted by humans who know the mill’s behaviour.
This constructive collaboration consistently delivers:
• Lower kWh/t
• Higher throughput
• Better product consistency
• Optimum standard deviation.
Advanced additives are powerful tools, but they are not substitutes for human ability. Grinding optimisation is ultimately a human driven discipline, where skilled operators make the difference between average performance and world class efficiency. Additives enhance the process but operators
control it.
About the author:
Ponnusamy Sampathkumar, Consultant – Process Optimisation and Training, is a seasoned cement process consultant with 43+ years of global experience in plant operations, process optimisation, refractory management, safety systems and training multicultural teams across international cement plants.


