Priyadarshini Handlooms, a part of the Karnataka Handloom Development Corporation (KHDC), with a share capital of $11M, has a rich legacy rooted in the vibrant textile traditions of Karnataka. It all started with a simple yet profound mission, to preserve the centuries-old weaving techniques and provide sustainable livelihoods to local artisans. Over the years, the organization has grown, not just in size but in influence, touching the lives of countless weavers and customers alike.
This project was a game-changer for Priyadarshini Handlooms because, until then, they were relying on an outdated paper-based registry for nearly every aspect of their operations. From inventory tracking to sales records and vendor management, everything was manually recorded, leading to significant errors, inefficiencies, and delays. Lost records, miscalculations, and the sheer time-consuming nature of paperwork often resulted in bottlenecks, affecting both productivity and customer satisfaction. The lack of real-time visibility into operations made it difficult for the management to make informed decisions, and scaling the business was nearly impossible without a modern system in place.
My journey with Priyadarshini Handlooms began through an unexpected connection while working on the Aranya website for the Karnataka Forest Department. Our company, Aves Infotech LLP, had built a solid reputation for delivering technological solutions, and it wasn’t long before our expertise caught the attention of the then Managing Director of Priyadarshini Handlooms. The project presented an incredible opportunity, not just for our company to expand into the textile and supply chain industry. The prospect of bringing efficiency to such a legacy-driven organization, while navigating the complexities of supply chain management, logistics, and ERP implementation, was both exciting and daunting. But if there’s one thing I thrive on, it’s tackling challenges head-on and turning them into opportunities for growth.
Project Kickoff
The initial discussions were quite straightforward at least, that’s what I thought at the time. The newly appointed director was eager to make big changes, and he had ambitious ideas about transforming the organization. We covered a lot in that first meeting talking about the company’s structure, its multiple locations, and even diving into the intricate process of how a saree is made, from sourcing raw materials to final sales. It felt like I was getting a solid overview of what to expect, and I confidently started drafting the first version of the Product Requirements Document (PRD).
But little did I know, I had just poked a hornet’s nest. As I dug deeper into their processes, what initially seemed like a simple modernization effort quickly unraveled into a complex web of legacy systems, deeply rooted habits, and conflicting priorities across departments. What started as a high-level discussion soon turned into an intricate exploration of operations, revealing gaps, inefficiencies, and resistance that I hadn’t fully anticipated. Looking back, that first meeting was just the tip of the iceberg, and I was about to embark on a journey far more challenging than I had imagined.
Preparation Phase
Next came the part I enjoy the most, user interactions and stakeholder interviews. This is where I truly shine, asking the right questions that matter for building a great product. For me, understanding how something works inside out is the foundation of creating something amazing; that’s my philosophy. To do this, I immersed myself in their world traveling to multiple factories, meeting the weavers, watching how a saree is crafted from scratch, and meticulously taking notes. Observing their daily challenges, workflows, and inefficiencies firsthand gave me invaluable insights that no document or report could provide. Once I had a deeper understanding, I turned to the stakeholders, asking pointed questions to uncover their needs, concerns, and aspirations for the future.
To structure my approach, I leaned on the product management discovery framework, which helped guide my efforts in systematically gathering data and setting expectations. Using techniques from frameworks like the Double Diamond Model (here I was in the first half of the diamond), I focused first on discovering the current state of operations (problems, inefficiencies, and opportunities), and then moved into defining clear requirements. I got a hold of how different teams interacted with the system and identified key pain points. Stakeholder interviews were conducted using an empathy-driven approach, ensuring every voice from factory workers to senior leadership was heard and considered.
I was able to shift the focus from just automation to understanding what each department was truly trying to achieve whether it was reducing order processing time, improving inventory tracking, or simplifying vendor interactions. Setting expectations early on and clear documentation also played a crucial role in aligning the different stakeholders and ensuring everyone had clarity on their roles and responsibilities.
This phase was more than just data gathering; it was about immersing myself in their ecosystem, understanding their workflows in granular detail, and laying a solid foundation for what would eventually become a transformational project.
Challenges Faced in Requirements Gathering
Man, the requirements were endless. Every time I thought I had mapped out the process, another layer would unfold, revealing deeper complexities I hadn’t anticipated. A simple task, like tracking saree production, was intertwined with multiple factors—raw material sourcing, artisan availability, dyeing processes, quality checks, and even regional variations. Just when I thought I had a solid grip on things, reality would hit me with yet another set of unexpected dependencies. It felt like diving into an endless rabbit hole, and some of the requirements didn’t even make sense in the grand scheme of things.
Take the silk saree process, for example—it took us nearly three months just to gather and document the requirements for that one product line. And that was just the beginning. They had cotton sarees, handloom products, and other fabric categories, each with entirely different workflows, supply chains, and production methods. The deeper I went, the more I realized how unique and disconnected each process was.
At one point, staring at the ever-growing requirements sheet, I found myself questioning whether Agile was even the right approach for this project. Agile, with its iterative cycles and flexibility, should have been ideal, but the sheer volume of dependencies and cross-functional challenges made it feel like we were constantly playing catch-up. Requirements evolved faster than we could build, and the sprint cycles felt never-ending. I started wondering if I needed to create a framework 🙈
Budget constraints only added to the challenge. What we initially estimated didn’t even come close to the actual scope that kept expanding with each new discovery. It was clear that this project wasn’t just about technology, it was about balancing tradition with transformation, people with processes, and expectations with reality.
In hindsight, this phase taught me a crucial lesson, no framework is a perfect fit. Sometimes, you need to bend the rules, adapt methodologies, and carve your own path to get things done
Build vs. Buy Decision
One thing was certain, I knew that building a product of this massive scale from scratch was nearly impossible given the man-hour estimates and ever-growing product requirements. The complexity was staggering, and after a few feasibility assessments and margin calculations, it became clear that a custom-built solution would drain resources and stretch timelines beyond what was feasible. That’s when I started exploring existing ERP solutions and stumbled upon ERPNext, an open-source platform that seemed like a perfect match. It offered a comprehensive suite of features that aligned with our needs, inventory management, procurement, sales, and accounting, all wrapped in an intuitive interface that could be customized to suit Priyadarshini Handlooms’ unique workflows.
But finding the right tool was just the beginning. The real challenge lay in customizing ERPNext to fit the complex warehousing, logistics, and operational requirements of the organization.
Custom Development Considerations: Tackling Discounts and Warehouse Management
Warehousing was one of the most intricate parts of the implementation. Sarees, unlike standard retail goods, have their own unique storage and handling requirements, categorized by fabric type, weaving style, and even seasonal demand. To address this, we had to customize ERPNext’s warehouse management module by incorporating inventory categorization and multi-location tracking.
Using techniques like ABC analysis (categorizing stock based on value and movement) and Just-in-Time (JIT) methodologies, we optimized stock levels to reduce overstocking and minimize holding costs. Additionally, we introduced dynamic discounting systems that adjusted pricing based on stock age and seasonal trends, a critical feature that wasn’t available out of the box as KHDC had custom discounting model.
Damaged goods tracking was another significant hurdle. The existing manual processes led to frequent mismanagement and unaccounted losses. We leveraged barcode tagging, integrated with ERPNext, to create a transparent and efficient tracking system. By applying reverse logistics principles, we established clear workflows for identifying, documenting, and processing damaged inventory, ensuring minimal financial impact and faster resolution cycles. You think it’s done? There is also something called user adaptability which I learnt the hard way.
User Psychology and Adaptability: Overcoming Resistance to Change
Implementing a new ERP system in a traditionally run organization was met with significant resistance. Employees were comfortable with their decades-old paper-based workflows, and the idea of shifting to a digital system triggered apprehension and pushback. I knew that overcoming this resistance required a thoughtful approach rooted in user psychology and adaptability.
To address this, I focused on:
Gradual exposure – Introducing the system in phases, starting with non-critical operations like attendance and procurement tracking.
Hands-on training sessions – Conducting workshops where users could interact with the system in a risk-free environment.
There were moments when resistance turned into outright pushbacks. Some departments were skeptical about the accuracy of the digital system, while others feared job redundancy. The biggest pushback came from the finance and procurement teams, who were reluctant to abandon their existing processes. To navigate this, I Built a pilot project for a single product line, demonstrating efficiency improvements in real-time and engaged department heads as champions of change, making them stakeholders in the decision-making process. This eased some tensions and was able to successfully demonstrate the effectiveness of digitizing workloads.
Integration Efforts: Payment and Shipping Systems
Integration was another beast altogether. Priyadarshini Handlooms relied on multiple payment providers and shipping partners, each with their own set of APIs and compliance standards. To streamline the process, we integrated ERPNext with payment gateways such as Razorpay, ensuring seamless online transactions with real-time reconciliation. Shipping providers like Ship Rocket, using API connectors that automated order tracking, dispatch, and delivery notifications.
To maintain efficiency, we employed middleware solutions, acting as a bridge between ERPNext and third-party services, ensuring a smooth data flow without compromising performance.
Practical Takeaways for Logistics and Supply Chain Management
Forecasting and Production Scheduling: Predicting demand accurately requires a combination of data insights and industry experience. We had to refine our forecasting models multiple times before achieving realistic schedules.
Buffer stocks and contingency plans are non-negotiable. Despite our best efforts, supply chain disruptions are inevitable.
Transportation and Warehousing: Efficient warehousing is all about categorization and flow optimization. Implementing systematic layouts and automated reordering saved significant time and reduced stockouts.
Transportation management requires end-to-end visibility. Without real-time shipment tracking, delays can snowball into major operational bottlenecks
Results
The results of this project were nothing short of transformative. We rolled out a barcode labeling system with unique SKU assignments, which brought a new level of precision to inventory management. Gone were the days of manual stock counting errors, real-time tracking helped reduce stock discrepancies by a remarkable 25%, ensuring better visibility and control over inventory movement across multiple locations.
To take it a step further, we introduced IoT-based scanning for SKU updates, integrating smart devices that provided instant data updates across the supply chain. This not only boosted supply chain accuracy but also improved responsiveness, allowing for quicker decision-making and reducing lead times.
On the sales front, digital payments and e-commerce integration became a game-changer. By implementing Razorpay for secure online transactions and linking our ERP system with Shiprocket for automated delivery tracking, we created a seamless shopping experience for our customers. This expansion into digital channels not only made operations more efficient but also opened up new avenues for revenue.
And the numbers speak for themselves, a 19% boost in annual revenue, translating to over $870K generated through digital channels and POS.
It was proof that with the right technology and approach, even the most heritage-rich businesses can scale to new heights.
Lessons Learned: A Journey of Challenges and Growth
I remember one particular visit to a weaving center where I sat with a master weaver, watching him work. As he explained the different steps involved, I realized that what seemed like a straightforward “production process” on paper was, in reality, a deeply layered operation, with dependencies that weren’t immediately obvious. Without understanding these nuances, any system we built would fall apart. And then there were the stakeholders, everyone had their own perspective on what was important. If the finance team wanted cost efficiency, the warehouse team prioritized ease of access, while the procurement team wanted flexibility. Aligning everyone on a common goal was no small feat, and I quickly learned that without stakeholder buy-in, even the best technical solution would fail
Looking back, this project was nothing short of a rollercoaster ride, one that tested my patience, skills, and perseverance at every turn. The sheer complexity of managing an end-to-end digital transformation for a legacy-driven organization like Priyadarshini Handlooms was overwhelming. Thinking about it now, I’m still amazed at how I managed to pull it off. The sleepless nights, countless meetings, and never-ending revisions felt like an uphill battle, but in hindsight, every struggle was a steppingstone to invaluable lessons. If there’s one thing I took away from this experience, it’s a newfound respect for supply chain specialists, this field is a beast of its own, with an intricate web of processes that demand relentless attention to detail. Despite the challenges, I know I would have regretted not taking on this project. The lessons I learned outweigh the suffering, shaping my understanding of logistics, ERP systems, and change management in ways I never imagined.