Gargo International is a Delhi-based manufacturer started in 1968 specializing in synthetic oils and industrial lubrication products. With our Adrol brand, we cater to 280+ distributors across 23 states, industrial clients, and various sectors that require high-performance lubrication solutions. Over the years, we have focused on maintaining consistent product quality and expanding our distribution network across multiple regions.

For a brand like Adrol, manufacturing isn't just "mixing oil in a tank." It is a high-precision chemical engineering process where the margin for error is nearly zero. Oil manufacturing is a complex Bill of Materials (BOM) consisting of different blends of base oils and additives to achieve the right viscosity while maintaining standard temperature and preventing cross-contamination.

Our operations involve handling multiple product variants, batch manufacturing, distributor management, and timely dispatch coordination. Since product demand varies frequently, production planning and inventory control are extremely important for us.

Before ERP, most processes were managed manually through Excel sheets and separate software systems. Departments worked independently, which caused delays, duplicate work, and lack of real-time visibility.

Manufacturing, inventory, dispatch, procurement, sales, and finance were all affected. Since information was not centralized, coordination between departments became time-consuming.

Production planning depended heavily on manual calculations and experience-based decisions. Inventory tracking was largely maintained through Excel, which made stock monitoring difficult and sometimes inaccurate.

One department often did not have real-time updates from another. Sales commitments sometimes changed production priorities, procurement delays affected manufacturing schedules, and dispatch planning lacked proper synchronization.

Yes, inventory visibility was one of our biggest concerns. It was difficult to get accurate stock positions instantly, especially across raw materials, finished goods, and dispatch-ready inventory.

There was a very high dependency on Excel sheets and manual reporting. A lot of time was spent preparing reports instead of analyzing business performance.

Management decisions often depended on delayed reports. Since data was scattered across departments, getting accurate business insights required a lot of follow-up and manual consolidation.

Sometimes production teams would start planning based on estimated stock availability, but later we discovered raw material shortages because inventory data was not updated in real time. This affected production schedules and dispatch timelines.

As the business grew, manual systems were no longer sustainable. We needed a centralized platform to streamline operations, improve visibility, and support future growth.

Our production capacity had grown to lakhs of litres per year and "business as usual" had stopped working. We envision becoming a ₹100 crore+ brand in the next three years. To achieve our business goals, we required more than just a ledger — we needed a digital backbone.

We wanted a partner who understood manufacturing operations deeply, could customize workflows according to our business processes, and provide long-term support.

We were looking for a solution that covered all the important aspects of manufacturing, sales, inventory, and accounting practices and was easy to adopt. The ideal fit was to look for a solution which followed an opex model with minimal capex expenditure. Since we are looking to expand our business portfolio in the next three years, the system should be scalable with capability to create customized workflows in future and support third-party integrations.

Odoo turned out to be the best fit for our business needs and our budget — it integrated all departments on a single platform. The user interface is simple and our teams found it easy to use. We were particularly impressed by the modular approach in Odoo at no extra cost, which stood out from other systems in the market.

Choosing the right implementation partner was a critical aspect of our ERP journey. Digital Order Technology had a proven success record in the SME industry and we received good feedback from their existing clients. During our initial conversations, we realized that the consultants at DOT were well aware of industry best practices. They guided us to adopt Odoo with its standard workflows in the initial stage and were flexible enough with our ideas and new requirements.

The implementation journey was structured and collaborative. The team worked closely with our departments — studying our production cycles, inventory movement, dispatch processes, and approval systems — before configuring the ERP and gradually transitioning us into Odoo.

Initially there was some hesitation because teams were used to Busy software for invoicing, inventory and accounting, and manual processes/Excel for the rest of the operations like quality, CRM, approvals, employee expenses, sales targets, and MIS. Behavioural change always takes time. The Digital Order team provided proper training, and their on-site as well as off-site quick response and support helped employees adapt to Odoo quickly.

Master data was fragmented across different Excels and Busy software. Data collation and cleansing were a big challenge during this transition. We also appointed an internal SPOC to avoid operational delays and faster decision-making.

The Digital Order Technology team provided import-friendly Excel formats and guided us during the data consolidation exercise.

I think the phase-wise implementation approach was very practical and it gave us confidence. Gradually, teams became more comfortable with the new system and standardized workflows.

We now have much better operational visibility, improved coordination between departments, and faster decision-making.

The biggest improvements came from centralized inventory management, integrated production planning, and real-time reporting.

Production planning is now more data-driven and aligned with actual inventory and sales demand.

Yes, inventory tracking is significantly more accurate now. We can monitor stock movement and availability in real time.

Management can now access reports instantly instead of waiting for manual consolidation. This has improved response time and planning accuracy.

Departments now work on a common platform, which has reduced communication gaps and process delays.

We now have centralized visibility into production status, inventory levels, procurement, sales orders, dispatches, and financial reports.

Yes, dispatch planning and order tracking have improved significantly, helping us serve customers more efficiently.

Reporting, duplicate data entry, approvals on WhatsApp, inventory reconciliation, sales and distributor scheme calculations have reduced considerably.

The biggest impact has been operational efficiency, improved inventory control, reduced process dependency on individuals, and better profitability visibility.

The ERP system has created a scalable operational foundation. We can now expand operations without proportionally increasing manual management complexity. With the systems in place, we are now prepared to expand our sales team across both domestic and international markets. We also have plans to scale our production and warehouse capacity in the near future.

With ERP in place, we can now explore advanced analytics, automation, mobile approvals, distributor portals, and deeper operational digitization.

Manufacturing businesses that are still dependent on spreadsheets should seriously consider Odoo ERP implementation because operational complexity increases rapidly with growth.

Having an experienced implementation partner like Digital Order Technology helps in building a reliable system which brings more visibility for all departments and achieves business growth goals.

It was absolutely a great experience working with Digital Order Technology. The team understood our operational challenges, suggested practical ideas, and supported us throughout the transformation journey. The experience was professional, collaborative, and solution-oriented.

Yes, definitely. We would recommend your company to manufacturing businesses looking for a reliable ERP implementation partner — with a strong operational understanding and the ability to deliver precise business solutions.