A Custom 360° Analytics Ecosystem for
Poultry Feed Business
When we took on this project, the client was essentially flying blind, managing a complex poultry feed operation through a fragmented mix of Google Sheets and MS SharePoint files. Without a centralized “truth,” sales reps couldn’t prioritize leads, and leadership lacked any real-time visibility into whether their heavy spending on dealer commissions was actually translating into profitable sales. They needed more than just a dashboard; they needed a ground-up reconstruction of their data culture to bridge the gap between their mills and their markets.
To solve this, we engineered a three-tier analytics ecosystem designed for different levels of the business. We started by building a daily intelligence layer that tracked delivery orders and dues collection across various feed types like fish, chicks, and cattle, complete with a cumulative monthly curve to visualize progress against targets. This was supported by a high-level executive command center that offered a 360-degree view of the business—from MoM expenditure comparisons to top-performing raw materials—giving leadership the power to filter and drill down into any region or timeframe instantly. Finally, we linked these sales insights to mill production data, creating a transparent view of closing stocks versus delivery capacity to ensure the supply chain was always in sync.
The technical heavy lifting involved using Python and Pandas to wrangle and clean the disparate data sources, followed by advanced Power Query transformations to ensure the SharePoint data stayed live and accurate. We authored complex DAX measures to uncover the “hidden” stories in the numbers, specifically focusing on the relationship between dealer incentives and actual revenue. This led to the project’s most significant breakthrough: identifying that the company was over-investing in commissions for dealers who weren’t delivering volume. By surfacing this “commission burn,” we didn’t just give them a report—we gave them the evidence they needed to restructure their partner program and protect their bottom line.
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