Technology · Multi-entity ERP · Gemstones · US, India, Sri Lanka and Bangkok
Four entities, three countries, one system.
The short version
PRIMA Gems is a gemstone group run from the US, with factories in Jaipur and Sri Lanka and a unit in Bangkok. Its material is sorted, shaped, sized and finished across those factories and shipped to global jewellery brands.
Those brands audit their suppliers, and PRIMA Gems’ previous audit had flagged gaps in traceability, reporting and inventory management. Everything ran on paper and spreadsheets, so closing those gaps meant a proper system.
We started in November 2025 on the India operations — scoping, standardising the processes, and building an ERP on Zoho Creator for sales orders, inventory, work orders and dispatch. In August 2026 the scope changed: the units in India, Sri Lanka and Bangkok became captive units of the US parent. A single-country system would no longer do. We redesigned and rebuilt the application end to end as a multi-entity ERP, added accounts, costing, reimbursements and P&L, and took it fully live across all three countries in October 2026 with more than twenty users.
Audits, traceability and a group of four
For a gemstone supplier the brand relationship depends on proof. PRIMA Gems needed a system for four reasons, and the last one changed the project.
Four entities. One system. One version of the truth.
From one country to four entities
Because steps one to three came first, the August rebuild reshaped the system without unsettling the floor. The factories already knew how they worked; only the structure around them changed.
One system for the stone and the group
A gemstone group buys by weight, sells by the piece or the carat, loses material at every wheel and re-sorts its lots constantly. PRIMA Gems also moves stock, cost and money across four legal entities. Most standard ERPs work in one fixed unit of measure, which a gemstone business cannot live with.
Also built in: stage-wise entry by the person doing the work in Jaipur and Sri Lanka, commercial and precision flows side by side, job work tracked out and back, photos on bags and stones, masters coded to international gemmological conventions, role-based access by entity, and barcode scanning on every bag.
Every stone traced. Every cost counted. Every entity in view.
When the business changed shape mid-build
The first system was designed for PRIMA Gems’ India operations. In August 2026 the group became a US parent with captive units in India, Sri Lanka and Bangkok. Goods, costs and reimbursements would now cross legal entities, and a single-country design could not carry that.
Patching it would have left a fragile system, so we chose to redesign and rebuild the application end to end around the new structure — and took it fully live across all three countries in October 2026, under three months later.
Keeping cost true while stones keep moving. In a gemstone factory, lots are constantly re-sorted, split and merged, and some stock is written off or turns out to be excess. Handled by hand, the cost stays stuck on the old record and the books drift from reality. We built cost movement into every one of those events, so value follows the stone through each split, merge, re-assortment, write-off and excess entry, in every entity.
Two countries, one way of working. Stage-wise entry had to work for production teams in Jaipur and in Sri Lanka, most of whom had always worked on paper. We kept every screen to what that person needed, backed it with barcode scanning, and trained each team on its own part of the process.
We built for the business PRIMA Gems was becoming, not the one it had been when the project started.
Live across four entities, audit gaps closed
How to read this
The rebuild is a strength, not a delay. The system went live on the structure PRIMA Gems actually runs today. A faster launch on the old design would have needed rebuilding within months.
The audit findings are answered, not yet re-audited. Every point from the previous audit is mapped to where the system now addresses it. The next brand audit is still ahead of us, and we are leading it. Until it has been run, this is readiness rather than a result.
Coverage, not performance. We can tell you what was built, for how many entities and users, and in what time. Cost per piece, yields by factory and planning accuracy become measurable once the system has run long enough to compare.
Who did what. We scoped, built and rebuilt the system, set up the hardware, ran the testing, trained the teams and are leading the audits. PRIMA Gems’ people in Jaipur and Sri Lanka agreed the new way of working with us and now run the business on it.
From implementation to partnership
The ERP is live across India, Sri Lanka and Bangkok, with more than twenty users and the group’s four entities on one system. We are leading the upcoming audits, making sure every point from the previous one is covered.
The work is now moving into a broader consulting role, using the data the system produces: comparing and improving cost per piece across the Jaipur and Sri Lanka factories, helping teams decide on what the system shows rather than on memory, improving production planning and demand forecasting across the group, and managing P&L, reimbursements and the movement of goods between the parent and its captive units.
What we will build next. A sourcing module and a CRM, and AI to remove manual entry points — creating sales orders and packing lists from a simple prompt, and checking every combination of attributes when a new SKU is created, so an incorrect SKU never enters the system.
The ERP was the foundation. Growth is the building.
What we now build in from day one
Let the last audit write the first requirements. Every finding from PRIMA Gems’ previous audit became a requirement before a single screen was designed, and each one was tested against before go-live.
Settle the process before the build. Because the factories’ way of working was standardised first, the August rebuild changed the structure without disrupting the floor. That is the whole reason a rebuild was affordable at all.
If your legal structure is about to change
Tell whoever is building your systems before it happens, not after. A single-entity design patched to handle four entities is fragile in exactly the places that matter — intercompany movement, transfer pricing, consolidated reporting — and the patch is usually discovered by an auditor rather than by you.
Rebuilding cost us weeks here and it was the cheaper option. The expensive version is going live on a design that has to be replaced within a year.
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Every figure sourced from the client’s own systems, with the basis stated and the exclusions named.100 Ops by Debox
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Measurement note. Scope, entity count, user numbers, modules and timelines are from our own project records. Previous audit findings are as recorded in the client’s earlier brand audit; the next audit has not yet been conducted, so findings are reported as addressed in the system rather than as re-audited and closed. This page reports what was built and delivered rather than operating performance.
