One additive tree — Geography → Category → Plant — scoped to your role, with live revenue, organized + export revenue and the data-grain that says how far you can trust each number.
The footprint rolls up to 14 plants across 10 categories & growth engines, but the transformation isn't finished: ~₹34 Cr of untapped margin is still locked in 4 mid-transformation engines and ₹475 Cr of cross-category whitespace is in play. Point the org at capturing the margin and integrating the spice streams.
4 of 4 headline metrics improving vs prior · still off target: Total Revenue ₹2,500 Cr vs ₹2,800 Cr, Organized-channel + Export Revenue ₹900 Cr vs ₹1,200 Cr, Organized-channel + Export Mix % 36.0% vs 45.0%
4 growth engines are mid-transformation, led by Pure / Ground Spices (Haldi · Dhania · Jeera) at ~₹17 Cr of untapped EBITDA — margin that only lands as the engine scales and savings capture finishes.
14 plants across 10 categories rolled up additively
Extend blends, win modern trade + q-commerce, launch new formats to defend #1/#2.
Blended Masalas ~55% of revenue (₹1,375 Cr); category leadership contested head-to-head with MDH.
₹475 Cr of cross-category (blended + pure + whole) distributor capture sits across the channel base; Export market entry — US ethnic retail & Gulf (International & New Formats, ₹110 Cr) leads the queue.
5 external demand signals tracked
Scale MT / e-comm / q-comm listings + the 80+ country export book to 45% mix.
Modern trade + e-comm / q-comm + exports at ₹900 Cr (36% mix) and compounding fastest.
The roll-up lens, made operable. Pick the role you're signed in as and the tree opens at your scope; every level sums additively from the site grain. The Everest twist: each plant is tagged site-grain actual, SAP-allocated, or region-only estimate — so the headline isn't just the number, it's how much of it you can bank. Categories carry their category, transformation state and GM straight from the registry.
Set an access level, drill the tree, rank plants within a cohort, and see who owns each unit — each plant links to its Plant 360, each category to its Categories & Brands 360.
23% is site-grain actual; the rest is SAP-allocated from area/region postings while the S/4 cutover completes — shown as an estimate, reconciled to the geography total.
| # | Site | Site-grain coverage | Grain | |
|---|---|---|---|---|
| 1 | Umbergaon, Gujarat (flagship plant · grinding · blending · packing · steam-sterilization), GJ · Garam Masala & Signature Blends | 97% | Actuals | |
| 2 | Vapi, Gujarat (plant · grinding & steam-sterilization), GJ · Pure / Ground Spices (Haldi · Dhania · Jeera) | 94% | Actuals | |
| 3 | Nashik, Maharashtra (plant · blending & packing), MH · Kitchen King & Regional Blends | 82% | Allocated | |
| 4 | Ahmedabad / Gujarat depot, GJ · Pure / Ground Spices (Haldi · Dhania · Jeera) | 80% | Allocated | |
| 5 | Mumbai HQ & West India distribution (C&F + depots), MH · Garam Masala & Signature Blends | 70% | Region-only |
| Geography · Category · Plant | Revenue | Org + export | Gross ~34% | Assets | Coverage | Health | Grain / link |
|---|---|---|---|---|---|---|---|
| (3)34% | ₹850 Cr | ₹420 Cr | ₹285 Cr | 403 | 8998% | 1/5 ⚠ | — |
| (2)19% | ₹470 Cr | ₹250 Cr | ₹157 Cr | 195 | 9183% | ✓ | Category 360 → |
| (2)10% | ₹250 Cr | ₹110 Cr | ₹84 Cr | 118 | 9064% | ✓ | Category 360 → |
| (1)5% | ₹130 Cr | ₹60 Cr | ₹44 Cr | 90 | 8200% | 1/1 ⚠ | Category 360 → |
| (3)25% | ₹620 Cr | ₹225 Cr | ₹208 Cr | 40 | 7526% | 1/3 ⚠ | — |
| (1)12% | ₹300 Cr | ₹120 Cr | ₹101 Cr | 20 | 8400% | ✓ | Category 360 → |
| (1)7% | ₹170 Cr | ₹55 Cr | ₹57 Cr | 10 | 6800% | ✓ | Category 360 → |
| (1)6% | ₹150 Cr | ₹50 Cr | ₹50 Cr | 10 | 6600% | 1/1 ⚠ | Category 360 → |
| (3)17% | ₹430 Cr | ₹160 Cr | ₹144 Cr | 31 | 7898% | 1/3 ⚠ | — |
| (1)8% | ₹200 Cr | ₹80 Cr | ₹67 Cr | 15 | 8800% | ✓ | Category 360 → |
| (1)5% | ₹130 Cr | ₹45 Cr | ₹44 Cr | 8 | 7200% | ✓ | Category 360 → |
| (1)4% | ₹100 Cr | ₹35 Cr | ₹34 Cr | 8 | 7000% | 1/1 ⚠ | Category 360 → |
| (1)13% | ₹325 Cr | ₹300 Cr | ₹109 Cr | 0 | 7600% | ✓ | — |
| (1)13% | ₹325 Cr | ₹300 Cr | ₹109 Cr | 0 | 7600% | ✓ | Category 360 → |
| (2)11% | ₹275 Cr | ₹85 Cr | ₹92 Cr | 18 | 6891% | 1/2 ⚠ | — |
| (1)7% | ₹175 Cr | ₹55 Cr | ₹59 Cr | 12 | 7400% | ✓ | Category 360 → |
| (1)4% | ₹100 Cr | ₹30 Cr | ₹34 Cr | 6 | 6000% | 1/1 ⚠ | Category 360 → |
The transformation isn't finished. Three queues that turn the org tree into a plan: engines still scaling, cross-category whitespace, and the external signals pulling demand.