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Industries we serve

Every industry breaks in its own particular way

Orina supports businesses across Gujarat's major industrial and service sectors, combining sector knowledge with financial, market and policy analysis. Generic advice is worthless in a specialised business. A dairy union, a ceramic unit and a civil contractor have almost nothing in common except that each one is usually losing money somewhere it has never looked. Here is where we look first, sector by sector.

Jump to a sector

Dairy & cooperatives Manufacturing & engineering Agriculture & food processing Chemicals & pharmaceuticals Steel & metals Ceramics Healthcare & hospitals Renewable energy Textiles Logistics & supply chain Retail & distribution Infrastructure & construction
01

Dairy & cooperatives

Milk unions · Chilling centres · Value-added dairy · Cattle feed

Dairy is a volume business running on thin per-litre margins, which makes it unusually sensitive to procurement price, cold chain losses and the mix between liquid milk and value-added products. Cooperatives carry an extra layer: the same surplus has to satisfy member payout expectations and fund the next capital expenditure.

What usually goes wrong

  • Procurement price rises faster than realisation, and the gap is absorbed rather than measured
  • Flush and lean season swings are managed by instinct instead of a working capital plan
  • Value-added products are launched without knowing their true contribution margin
  • Cold chain and transit losses sit inside overheads where nobody sees them
  • Capital expenditure is approved on capacity logic rather than payback

Where we come in

  • Product-wise profitability across liquid milk, powder, paneer, ghee, curd and whey
  • Procurement to realisation spread tracked per route and per chilling centre
  • Seasonal working capital modelling for flush and lean cycles
  • Feasibility and DPR for plant expansion, cattle feed units and cold chain
  • Member payout against surplus retention, modelled over five years
Discuss your dairy & cooperatives business Most relevant service Project reports, DPR & CMA data
02

Manufacturing & engineering

Fabrication · Machining · Job work · Components · Capital goods

Most engineering units know their turnover and almost none know their cost per machine hour. That single blind spot is behind an enormous share of the pricing mistakes we see: work is quoted on a rule of thumb, the loss-making jobs subsidise nothing, and capacity fills with orders that were never worth taking.

What usually goes wrong

  • Quoting is based on material plus a percentage rather than actual machine hour cost
  • Capacity utilisation is unknown, so expansion is discussed before the existing plant is full
  • Job work and own-product lines are mixed together in one profit figure
  • Receivables stretch quietly from 45 days to 90 and are treated as normal
  • Automation is evaluated on the machine price rather than the labour and rework it removes

Where we come in

  • Cost per machine hour, and a quoting model your team can actually use
  • Order and customer profitability, including the ones worth losing
  • Capacity utilisation study before any expansion case is written
  • Automation and modernisation payback with honest assumptions
  • Working capital release from receivables, inventory and creditor terms
Discuss your manufacturing & engineering business Most relevant service Financial review & profitability
03

Agriculture & food processing

Grading · Cold storage · Processing · Packaged foods · Exports

Food processing combines the two hardest financial problems in one business: a raw material price you do not control and a season you cannot extend. Profitability is decided in the buying window, months before the product is sold, which makes procurement strategy a finance question rather than a purchasing one.

What usually goes wrong

  • Raw material is bought on availability rather than against a costed sales plan
  • Cold storage and processing capacity sits idle for months without a second use
  • Wastage and grading losses are absorbed into cost of goods and never isolated
  • Export pricing is set without landed cost, freight and currency movement built in
  • Scheme funding is discovered after the capital expenditure is already committed

Where we come in

  • Season-linked procurement and working capital planning
  • Yield, wastage and grading loss analysis with a rupee value attached
  • Cold chain and processing feasibility studies and DPRs
  • Export costing, incentive mapping and market entry evaluation
  • Food processing scheme eligibility checked before the project is registered
Discuss your agriculture & food processing business Most relevant service Project reports, DPR & CMA data
04

Chemicals & pharmaceuticals

Bulk chemicals · Intermediates · Specialty · Formulations · API

Chemical manufacturing is capital intensive, environmentally regulated and exposed to imported intermediates whose price can move faster than any contract allows. Compliance is not a side cost here. Effluent treatment, safety and consent conditions sit directly on the profit and loss, and a shutdown is a solvency event rather than an inconvenience.

What usually goes wrong

  • Import dependency on key intermediates is not quantified until the price moves
  • Environmental and effluent treatment costs are treated as fixed overhead, not per-tonne cost
  • Product mix stays unchanged while margins in individual grades quietly invert
  • Capacity expansion is planned without testing the duty and anti-dumping landscape
  • Incentive schemes are pursued after commissioning, when eligibility has already closed

Where we come in

  • Grade-wise contribution analysis and product mix rationalisation
  • Import exposure, duty structure and anti-dumping impact on landed cost
  • Compliance cost modelled per tonne so it can be priced rather than absorbed
  • Capital expenditure evaluation, funding structure and debt capacity
  • Incentive and scheme mapping timed to the project approval sequence
Discuss your chemicals & pharmaceuticals business Most relevant service Government subsidy & policy research
05

Steel & metals

Rolling mills · Induction furnaces · Casting · Fabrication · Trading

Steel is a spread business. You buy a commodity, add conversion, and sell a commodity, which means the entire result sits in the gap between input and output price and in how quickly inventory turns. A mill can be busy, well run and still lose money if it is holding the wrong stock when the market moves.

What usually goes wrong

  • Inventory is valued at cost while the market has already repriced it
  • Power and fuel cost per tonne is not tracked against the conversion margin
  • Price increases are passed on late, so the whole lag is absorbed as loss
  • Scrap, sponge and billet sourcing decisions are made on habit rather than landed cost
  • Yield loss across the rolling process is never converted into a rupee figure

Where we come in

  • Conversion margin tracked per tonne, per shift and per product
  • Inventory holding policy matched to price volatility and cash cycle
  • Power, fuel and yield loss analysis with clear recovery targets
  • Pricing pass-through mechanism so input moves reach customers faster
  • Restructuring and turnaround where the balance sheet has taken damage
Discuss your steel & metals business Most relevant service Financial review & profitability
06

Ceramics

Wall & floor tiles · Vitrified · Sanitaryware · Exports

Ceramics runs on gas, and gas price is the single largest swing factor in the sector. Add heavy export exposure and the constant risk of anti-dumping action in destination markets, and you have an industry where a decision about which market to chase is really a decision about which trade regime you can survive.

What usually goes wrong

  • Fuel cost per square metre is not tracked, so kiln efficiency losses go unnoticed
  • Export markets are chosen on order size rather than duty exposure and payment risk
  • Anti-dumping investigations in buyer countries are discovered through customers
  • Design and SKU proliferation raises inventory without raising realisation
  • Capacity is added into a soft market because the neighbouring unit did the same

Where we come in

  • Fuel and energy cost per square metre with kiln-level efficiency comparison
  • Export market evaluation including anti-dumping, countervailing and safeguard duty risk
  • SKU rationalisation, with the slow movers costed rather than defended
  • Working capital review across inventory, receivables and export realisation cycles
  • Expansion, merger and joint venture evaluation in a consolidating market
Discuss your ceramics business Most relevant service Market & industry research
07

Healthcare & hospitals

Multi-speciality · Trust hospitals · Diagnostics · Day care

Hospitals fail financially for reasons that have very little to do with medicine. Equipment is bought ahead of demand, insurance and scheme receivables stretch far beyond plan, and the specialities that lose money are protected because nobody has ever measured them separately.

What usually goes wrong

  • Department-wise profitability is not measured, so cross-subsidy is invisible
  • Insurance, TPA and government scheme receivables age well past the working capital plan
  • Equipment is purchased on clinical enthusiasm rather than utilisation forecast
  • Bed occupancy is reported as an average, hiding weekday and speciality gaps
  • Expansion is planned without a catchment and payer mix study

Where we come in

  • Speciality and department-wise profitability, including allocated overhead
  • Receivable ageing by payer, with a realistic collection plan
  • Equipment capital expenditure evaluation against utilisation and payback
  • Occupancy, case mix and pricing review
  • Expansion feasibility, funding structure and DPR for lenders
Discuss your healthcare & hospitals business Most relevant service Project reports, DPR & CMA data
08

Renewable energy

Solar · Wind · Hybrid · Captive & open access · Rooftop

A renewable project is a thirty-year financial instrument dressed as an engineering job. The equipment matters far less than the tariff, the offtake agreement, the evacuation approval and the debt structure. Projects rarely fail because the sun stopped shining. They fail because the numbers were built on an assumption that did not survive year three.

What usually goes wrong

  • Generation estimates are taken from the vendor without independent sensitivity testing
  • Offtake and power purchase terms are accepted without modelling a default scenario
  • Evacuation and approval timelines are assumed rather than costed as delay risk
  • Debt is structured on capital cost instead of on realistic cash flow
  • Captive and open access options are not compared against grid tariff over the full term

Where we come in

  • Project feasibility with generation, tariff and degradation sensitivity
  • Captive, open access and rooftop compared over the full project life
  • Financial model, debt sizing and DSCR testing for lenders
  • Policy, incentive and banking regulation review
  • Investment evaluation with IRR, NPV and payback under multiple scenarios
Discuss your renewable energy business Most relevant service Government subsidy & policy research
09

Textiles

Spinning · Weaving · Processing · Garments · Technical textiles

Textile profitability lives inside a spread, most visibly the gap between cotton and yarn. It is a cyclical, power-hungry, capital-heavy business where a good year and a bad year can look identical on the shop floor and completely different on the balance sheet.

What usually goes wrong

  • The input to output spread is not tracked as a daily operating number
  • Power cost per kilogram is unmanaged in a business where it decides the margin
  • Capacity is added at the top of the cycle, when funding is easiest and returns are worst
  • Count and quality mix stays fixed while the market shifts underneath it
  • Debt is serviced from fresh borrowing rather than operating cash

Where we come in

  • Spread tracking and count-wise contribution analysis
  • Power, labour and conversion cost benchmarking
  • Cycle-aware expansion timing, including the case for waiting
  • Debt restructuring and turnaround planning
  • Scheme, subsidy and modernisation incentive evaluation
Discuss your textiles business Most relevant service Financial review & profitability
10

Logistics & supply chain

Fleet · Warehousing · 3PL · Cold chain · Freight forwarding

Logistics looks like an operations business and behaves like a finance one. Margins are narrow enough that fleet utilisation, empty running and contract structure decide the outcome, while the cash cycle is set by clients who pay in sixty days for a service that consumed diesel yesterday.

What usually goes wrong

  • Vehicle-wise profitability is unknown, so loss-making assets keep running
  • Empty return running is accepted as unavoidable rather than costed
  • Contracts are signed without a fuel escalation clause
  • Warehouse yield per square foot is not tracked against rent and handling cost
  • Growth is funded by adding vehicles before the existing fleet is fully utilised

Where we come in

  • Vehicle, route and client-wise profitability
  • Fleet utilisation and empty running analysis with recovery targets
  • Contract structuring, including escalation and minimum guarantee terms
  • Warehouse yield and network optimisation
  • Capital expenditure planning and funding for fleet or facility expansion
Discuss your logistics & supply chain business Most relevant service Financial review & profitability
11

Retail & distribution

Multi-branch retail · Distributors · Dealer networks · Wholesale

Distribution businesses grow by extending credit and die by extending credit. The turnover figure rises steadily while cash sinks into dealer receivables and slow-moving stock, and because both feel like growth, the problem is usually recognised only when a bank limit is refused.

What usually goes wrong

  • Dealer credit is extended on relationship rather than on a credit policy
  • Inventory turns are measured across the whole business, hiding dead stock by branch
  • Branch-wise profitability is not calculated, so weak locations are cross-subsidised
  • Scheme and discount structures are set without measuring what they actually buy
  • Growth is funded by stretching creditors until supply terms harden

Where we come in

  • Branch, product and dealer-wise profitability
  • Credit policy design with ageing discipline and collection targets
  • Inventory turn analysis and dead stock identification
  • Discount and scheme effectiveness measurement
  • Working capital restructuring and bank limit preparation
Discuss your retail & distribution business Most relevant service Financial review & profitability
12

Infrastructure & construction

Civil contractors · Developers · Government tenders · EPC

Contracting is the only business where you can win everything and still run out of money. Cash is locked in retention, security deposits, bank guarantees and slow certification, while the next tender demands fresh mobilisation. Profit on the project report and cash in the bank often have almost no relationship.

What usually goes wrong

  • Tenders are bid on competitor pricing rather than on costed capacity and cash impact
  • Retention money, deposits and guarantees are not tracked as blocked capital
  • Project-wise profitability is finalised only after completion, far too late to act
  • Escalation and variation claims are raised weakly or not at all
  • Overhead is spread evenly across projects regardless of duration or complexity

Where we come in

  • Project-wise costing and profitability, tracked while the job is running
  • Blocked capital analysis across retention, deposits and guarantees
  • Bid evaluation discipline, including which tenders to decline
  • Claim, escalation and variation strategy
  • Working capital, bank guarantee limits and lender documentation
Discuss your infrastructure & construction business Most relevant service Financial review & profitability

Not on the list?

The method does not change with the sector. If your business has numbers, competitors and a policy environment, we can work with it. Tell us what you do.

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