Chilled orders had to come from today’s birds.
The unit buys live birds from contract farms and processes them the same day. Most orders are chilled. When a breast order and a leg order were each assigned a full bird, planning treated two cuts from the same bird as two separate requirements.
Planning what each bird can supply.
Neuron connected the order, carcass weight band and cutting plan. Sales, live-bird purchasing and production could see how many birds the day’s orders actually required.
The scarce cut was allocated first. Other cuts from birds already in the plan filled orders that could accept them. Live-bird purchasing then used the count required by that combined plan.
Graded by carcass weight band
Illustrative breast and leg example from the case. Both orders are supplied by birds already in the day’s plan.
The same demand, a smaller live-bird purchase.
The daily requirement fell from 75,000 birds to 65,000 for the same orders. The case reports ₹24 lakh less spent purchasing live birds per day and a 15% faster stock turn. The saving comes from sharing cuts across the orders already in hand.
The comparison behind the result.
| Measure | Before | With combined cutting plan |
|---|---|---|
| Daily bird requirement | 75,000 | 65,000 |
| Orders filled | Same orders | Same orders |
| Live-bird purchase reduction | — | 10,000 birds/day |
| Reported reduction in spend | — | ₹24 lakh/day |
Poultry processing operations. Chilled orders are filled from birds processed that day. Purchase spending is the reported daily reduction, not a profit measure.
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