MCS Coca-Cola Mongolia

Lack of real-time and data-driven production control

MCS Coca-Cola is a part of MCS Group holding, which is involved in projects in information, communications, construction, real estate, industry, and infrastructure industries. The MCS Group is working towards the global development of the economy of Mongolia.

MCS Coca-Cola is a beverage manufacturer, which produces around 140 types of products under nine brands. There are 860 employees in the company.

Historically operations management and production planning, product accounting and inventory management, ROI calculation, and data collection for essential performance indicators assessment were carried out almost manually, using Excel tables.

The management team lacked an opportunity to assess essential business metrics and reports in real-time, sales representatives often placed orders for products that are not in stock, the amount of manual work associated with accounting was continually growing, which led to data discrepancies and errors.

The main goal of the project was the development of an IT system that will solve the following tasks:

During the implementation, the following business processes were automated:

One of the project's critical specific attributes was the necessity to implement an accounting of reusable containers. MCS Coca-Cola ships the end products in glass bottles. These bottles then can be returned to the plant washed, and stacked in boxes, which are also reusable. There are several formats of container shipment to customers, all these peculiarities should be taken into consideration.

MCS Coca-Cola uses a complex discount system with multiple terms and conditions. During the implementation project, mechanisms for automatic bonus accretion and redemption for different loyalty programs were developed from scratch.

The 1C:ERP was integrated with two-way information exchanges with a system for sales representatives. Information about goods, documentation, sales data and stock balances can now be accessed in real-time.

Algorithms for planning and automatic control of maintenance services and orders distribution by trucks were implemented. Also, now there are mechanisms for the automated formation of financial and warehouse documents and shipping documents printing.

The standard mechanism for sales-based production planning was updated to account for production and warehouse capabilities. The algorithm of the automatic reorganization of production plans during high seasons was developed. Also, about 20 different printing forms and reports required in the work of the company have been designed.