Case study · Textile
Since 2005, Ijaz Group has bought cotton, planned spinning, costed every count and sold its yarn on Wizmen — with finance reading the same numbers as the mill floor.
Overview
Textile is where Wizmen began, and it remains the industry we know best. Spinning is a business of thin margins and heavy volumes: the price paid for cotton, the blend on the frames and the efficiency of every shift decide whether a count earns money. Ijaz Group joined Wizmen in 2005 to connect those decisions end to end. Two decades on, the group still runs procurement, production, costing and sales on the same system.
01The challenge
A spinning mill makes hundreds of small decisions a day that only show up in the accounts weeks later. The group needed the cost of every count to be known while it could still be acted on.
Cotton arrives with varying weight, moisture and quality, and each lot has to be valued and paid for correctly.
Blend and spin plans needed to be set against frames, spindles and targets — with stoppages recorded as they happen.
Costing had to reach down to the count, so pricing and product mix could be decided on real figures.
Sales, tax and receivables had to post into the same ledger as procurement and production.
02Our approach
We mapped the system to the way material moves through a mill, so each department records its step once and hands the next one a complete record.
Cotton contracts, receipt, weighing and moisture deductions were brought into the Cotton Procurement System, with weighing scales feeding the ERP directly.
The Spin Plan System records blends, frames worked, stoppages and target production, giving daily and monthly output against plan.
Spinning Costing pulls material, conversion and overhead into the cost of each count, with variance analysis against standard.
Yarn sales, sales tax and receivables close the loop, posting into one general ledger with multi-level document authorisation.
03The solution
The deployment is built on Wizmen’s Textile Industry Management System, running on the Wizmen Oracle ERP backbone.
Built on Textile Industry Management System
Explore the platform04The outcome
Two decades in, the system is part of how the group runs — not a reporting layer added on top.
Weight and moisture are captured as cotton arrives, so the price paid and the stock value agree from day one.
Target and actual production sit side by side, with stoppages and frames worked recorded on each shift.
Management sees what each count costs to make, and where it varies from standard, while there is still time to act.
Procurement, production and sales post into the same accounts, so the mill and the finance team never reconcile two versions.
21
Years and counting
We began in textile in 2001. Two decades of mills have shaped a system that understands the work, not just the accounts.
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