Can you trust the number, and how current is it? Every governed domain's source system (SAP S/4, plant MES, DMS distributor management, franchise-bottler & Nielsen retail-audit feeds), owner, freshness against SLA, record count and data grain — so a decision knows what it's standing on.
Grain tells you how bankable a domain is (Actuals = site-grain SAP ledger; Allocated/Region-only = estimated while the cutover completes). Status flags anything past its SLA.
| Domain | Source system | Owner | Last sync | Cadence | SLA | Status | Records | Grain | Note |
|---|---|---|---|---|---|---|---|---|---|
| External signals — GST / Regulatory | GST / regulatory adapter | Head — Finance & Controlling | 2026-06-15 06:00 | Daily | 24h | Late | 5 | Actuals | GST Council rulings (5% juice / 40% carbonated); last poll missed SLA. |
| Franchise-bottler / co-packer | Franchise-bottler adapter | Head — Supply Chain & Logistics | 2026-06-16 21:00 | Daily | 24h | Stale | 70 | Region-only | Bailley franchise & co-packer volumes; manual reconciliation (open blocker). |
| General Ledger / P&L | SAP S/4 (core ERP) | Head — Finance & Controlling | 2026-06-17 04:10 | Nightly | 24h | Fresh | 1,850 | Actuals | Core segments on the common ledger (MCA-filed basis). |
| Accounts Receivable | SAP S/4 AR | Treasury | 2026-06-17 04:12 | Nightly | 24h | Fresh | 40 | Actuals | Open-invoice level; drives DSO & collections. |
| Distributor Management (DMS) | DMS (secondary sales) | Head — Sales & Distribution | 2026-06-17 03:40 | Daily | 24h | Fresh | 7,500 | Allocated | 7,500+ channel partners; secondary sales & rural sub-distributors. |
| Plant MES / Line Telemetry | Plant MES + line bus | Manufacturing | 2026-06-17 02:30 | Hourly | 4h | Fresh | 1,800 | Allocated | Filling rate, PET blow-moulding, dairy lines, OEE & utilization. |
| CRM / Channel accounts | SAP CRM + legacy | RevOps | 2026-06-17 03:50 | Hourly | 4h | Fresh | 2,400 | Allocated | Entity resolution applied; some rural / franchise records pre-migration. |
| Retail audit / Nielsen | Nielsen retail-audit feed | Marketing & Brand | 2026-06-17 04:00 | Weekly | 168h | Fresh | 900 | Actuals | On-shelf availability, share & category tracking (mango / sparkling / water). |
| HR / Workforce | HRMS | CHRO | 2026-06-17 04:00 | Nightly | 24h | Fresh | 5,500 | Actuals | Workforce, skilling, utilization across plants & sales. |
| External signals — News | News adapter (RSS/API) | Strategy | 2026-06-17 05:01 | Streaming | 2h | Fresh | 6 | Actuals | Watchlist: GST on carbonated, PET/crude, monsoon/summer, Campa, Q-commerce. |
| Treasury / Debt | Bank feeds + lender portal | Treasury | 2026-06-17 04:05 | Nightly | 24h | Fresh | 4 | Actuals | Cash, leverage, debt stack (borrowings ₹622 Cr). |
| Commodity feeds (PET / pulp) | Commodity price adapter | Head — Procurement (Mango pulp · PET) | 2026-06-17 05:09 | Daily | 24h | Fresh | 24 | Actuals | PET resin (crude-linked) & mango-pulp price tracking for cost planning. |
Each governed metric must equal the sum of its components (residual ≈ 0). Run live on the dataset — the flags are the known modelling gaps, not silent errors.
| Group | Identity | Components vs total | Residual | Status |
|---|---|---|---|---|
| Revenue roll-up | Revenue = Σ segmentsΣ segment revenue = total revenue | ₹3,284 Cr vs ₹3,284 Cr | ₹0 Cr | ✓ ties |
| Revenue roll-up | Revenue = Σ geographiesΣ geography revenue = total revenue | ₹3,284 Cr vs ₹3,284 Cr | ₹0 Cr | ✓ ties |
| Revenue roll-up | Revenue = Σ end-marketsΣ end-market revenue = total revenue | ₹3,284 Cr vs ₹3,284 Cr | ₹0 Cr | ✓ ties |
| Revenue roll-up | Revenue = Σ sitesΣ site revenue = total revenue | ₹3,284 Cr vs ₹3,284 Cr | ₹0 Cr | ✓ ties |
| Profit | P&L → PAT bridgeRevenue − COGS − A&P − opex − D&A − interest − tax = PAT | ₹115 Cr vs ₹115 Cr | ₹0 Cr | ✓ ties |
| Profit | Run-rate normalization ladderReported + QoE add-backs + annualized GST-relief & new-category − carbonated-GST drag = Run-rate | ₹400 Cr vs ₹400 Cr | ₹0 Cr | ✓ ties |
| Power-brand revenue | Power-brand revenue bridgeBeg + core & distribution growth − GST / competitive drags = Ending | ₹2,630 Cr vs ₹2,630 Cr | ₹0 Cr | ✓ ties |
| Power-brand revenue | Power-brand = brand-line bookbridge close = Σ power-brand brand-line revenue | ₹2,630 Cr vs ₹2,630 Cr | ₹0 Cr | ✓ ties |
| Capital / value | Value → book net-worth bridgeIndicative EV − net debt − unrecognised brand value = book net worth (private) | ₹1,929 Cr vs ₹1,929 Cr | ₹0 Cr | ✓ ties |
| Capital / value | Leverage = Net debt / EBITDAcurrent leverage = end debt ÷ LTM EBITDA | 1.40x vs 1.40x | -0.001 | ✓ ties |
| Cash | AR = DSO-implied receivablesΣ AR aging ≈ revenue × DSO ÷ 365 | ₹216 Cr vs ₹216 Cr | ₹0 Cr | ✓ ties |
| Growth initiatives | Initiative pricing identitycapex = multiple × revenue × EBITDA% (worst of 7 initiatives) | max residual ₹0 Cr across 7 initiatives | ₹0 Cr | ✓ ties |
| Cross-grain (flags) | Plant assets = Σ site assetsasset metric = Σ site.devices | 1,800 vs 1,800 | 0 | ✓ ties |
| Cross-grain (flags) | Power-brand = Σ site power-brandpower-brand revenue = Σ site.arr | ₹2,630 Cr vs ₹2,540 Cr | ₹90 Cr | ⚠ flag |