1. Company overview & snapshot

1.1 Legal identity & corporate structure

The Supreme Industries Limited is a publicly listed Indian plastics manufacturer and processor (NSE/BSE symbol: SUPREMEIND). It is not a similarly named local pipe dealer. The company is headquartered at Solitaire Corporate Park, Andheri East, Mumbai, and is governed as a listed enterprise: any group rollout will require procurement, information-security and finance scrutiny beyond plant enthusiasm. For a pilot, the account should be framed as a limited, read-only operating-improvement engagement with explicit data boundaries.

Public investor materials place FY25 operating revenue around ₹10,446 crore (the Q2 FY26 investor presentation is the reference used in this campaign). Older account documents quote ₹7,800 crore+, which is materially stale and should not be reused. Supreme describes itself as India’s largest manufacturer and processor of plastics and operates a nationally distributed manufacturing network. The company’s scale, publicly disclosed energy governance and assurance process make it a top-tier, sophisticated prospect—not a “teach them why energy matters” conversation.

1.2 What they make & where money comes from

Its principal businesses include plastics piping systems, industrial products, moulded furniture, material-handling products, protective packaging/films and composite-cylinder products. The portfolio serves construction and plumbing, agriculture, industrial handling, consumer/furniture, packaging and infrastructure markets. PVC pipe and fittings production is a large, electricity-dependent extrusion business, while injection moulding, blow/rotational processes, films and ancillary utilities create a varied load profile.

The company’s own history identifies the Jalgaon PVC pipes-and-fittings unit as an important early manufacturing investment and the 132-acre Gadegaon mega-complex as a later expansion producing diverse plastic products. The breadth is strategically helpful: a validated prescription library at one plant can be tested across comparable plants, while still preserving local process rules. It also means “group energy” is not a usable baseline for a Jalgaon bill; each meter, process and product mix needs its own scope.

Supreme markets nationally and exports to numerous countries, but public corporate material does not provide a current Jalgaon revenue, capacity, utilisation or product-mix breakout. Avoid trying to manufacture precision from consolidated disclosures. The sales case is stronger without it: pipe extrusion and large-scale moulding have known variable-load/utility patterns, while the actual bill and production data determine whether there is a financially meaningful residual opportunity.

1.3 Plants, addresses & footprint

Jalgaon/Gadegaon is the recommended first geography. Public contact and company records identify a Gadegaon facility around Gate No. 47–48, Gadegaon, Jamner, Jalgaon 425003, Maharashtra; historic references also mention MIDC D-101/102. Confirm the current unit name, customer number and gate before any site invitation: “Jalgaon” and “Gadegaon” can refer to related but distinct plants/consumer accounts. They are manufacturing sites, not merely regional offices.

Supreme’s publicly cited estate has PVC pipe/fittings and a diverse moulding footprint. Its nationwide plants and sales/distribution coverage are not a reason to promise a group rollout before a first proof run. Instead, build the initial design to be transferable: common bill template, common action taxonomy, production-normalisation rules and an audit trail acceptable to a listed-company finance team.

1.4 Leadership & CRM map

Vasudev (Vasu Dev) Sharma, Associate Vice President, Project Engineering & Environment, is a strong corporate energy route. Public LinkedIn information describes him as a BEE-certified energy auditor and EMS auditor with responsibility for energy management, sustainable development, RE/energy purchase, carbon-footprint accounting and greenfield/improvement projects: https://in.linkedin.com/in/vasu-dev-sharma-71b2a02a. The same public profile displays a telephone number, but it is an old public bio and must be re-verified rather than treated as an approved outreach contact.

Supreme’s FY26 BRSR identifies Sharma on the Business Responsibility and Sustainable Development Committee, chaired by Executive Director S. J. Taparia and including CFO P. C. Somani and Company Secretary R. J. Saboo. This tells us corporate governance is real; it does not mean the committee is the first operational buyer. The best initial team is the Jalgaon/Gadegaon works/plant head, electrical/utilities manager, maintenance lead and an energy/environment sponsor, with finance included early for bill-verification acceptance. Public account research identifies Abhay Chaudhari as a potential maintenance route, but current employment/title require confirmation.

1.5 Recent news (24 months) & timing for Stamped

Supreme’s public sustainability material records CII Excellent Energy Efficient Unit 2025 recognition for Jalgaon and Gadegaon, as well as national EHS and energy-management recognition. The awards are evidence of a capable plant team, and should never be used as a “you must have missed something” attack. They create a better opening: how are award/ISO opportunity registers converted into owner-level actions and verified on the tariff invoice after renewable and efficient-equipment investments?

FY26 reporting also strengthens the timing. Supreme has raised renewable electricity use, maintained reasonable assurance on BRSR Core KPIs and publicly discusses greenfield/project engineering. The organisational timing is right for a disciplined pilot that produces a finance-grade operational proof without challenging its sustainability programme.

The FY26 report also gives the outreach team a useful governance context: energy and sustainability metrics are not merely plant publicity. With BRSD committee and assurance mechanisms, an operating claim will need clear data provenance, baseline logic and an explanation of production exceptions. That is a strength for Stamped if positioned correctly. Rather than asking Supreme to accept a savings estimate, offer a controlled test that produces evidence usable by both plant leadership and finance. The first meeting should therefore be framed as scoping an evidence standard, not as a demonstration of generic software features.

2. Energy profile

DISCOM / supply (name early): MSEDCL. Jalgaon/Gadegaon should be scoped as an MSEDCL industrial supply environment pending confirmation from the live bill. The exact consumer account, HT/EHT category, tariff, contract demand and whether the pilot spans one or multiple feeders are not public.

2.1 Bill band, tariff & demand

No plant invoice was found. A plastics mega-complex combining extrusion, moulding and utilities is very likely above Stamped’s ₹30 lakh/month threshold. The appropriate working range is ₹1 Cr+/month [~] for a substantial Jalgaon/Gadegaon industrial consumer, but it is not a disclosed Supreme number and must not be quoted as fact. In a sophisticated site, remaining cost is often concentrated in maximum demand, power factor, time-of-day positioning, simultaneity of flexible loads, and control discipline around idle/holding loads—not in a simplistic total-kWh target.

Request four things before promising scope: recent MSEDCL invoices; interval demand data; a feeder/incomer map; and production/shift context. Specifically identify demand charges, recorded versus sanctioned demand, PF incentives/penalties, reactive-energy treatment, ToD blocks, open-access/RE adjustments and any multiple-account allocation. A revenue figure or group-energy total cannot substitute for this.

2.2 Generation, fuel & renewables

FY26 BRSR reporting states total energy consumption of 18,43,127.10 GJ, of which 4,53,040.18 GJ was renewable—24.58% renewable energy. The company reports 1,258.44 lakh kWh renewable electricity consumed in FY26. Earlier sustainability reporting describes a rooftop portfolio around 40.22 MWp, work in progress, longer-term solar/wind/hybrid PPAs and roughly ₹124 crore of RE investment through FY25. These are company-level figures; do not infer the Jalgaon renewable fraction from them.

RE changes the control problem rather than ending it. It can alter daytime marginal cost and dispatch opportunities, but poorly sequenced high-demand assets, PF issues, compressed-air leakage and holding loads remain bill-relevant. Ask whether Jalgaon has rooftop/third-party/open-access supply, settlement constraints, curtailment, DGs, thermal utilities or backup rules before designing any “solar-window” recommendation.

2.3 EnMS, PAT, ISO, BRSR

Supreme reports ISO 50001:2018 at 16 major energy-intensive plants and a plan to extend this discipline. It has a dedicated energy/environment governance function, SBTi-aligned/validated climate targets and BRSR Core reasonable assurance by BSI Group India. Its FY26 report also records energy, emissions and water-intensity performance; reported water intensity is 1.46 KL/MT, down from 1.59 KL/MT in FY25. None of this demonstrates a specific Jalgaon feeder’s loss, but it confirms that any proposal must complement, not replace, a mature EnMS.

2.4 Likely ₹ leak categories (hypothesis)

Likely recurring categories are coincident starts across extrusion/injection banks and utility packages; chiller, cooling-water, vacuum and compressor base loads; heater/temperature holding during product and tool changes; PF/APFC response; demand spikes around testing, grinding or material conveyance; and scheduling flexible work into the actual tariff/RE profile. At a mature plant, treat these as exception-management hypotheses. Validate them with interval data, process constraints and owner observation; do not assume a generic 15–20% saving.

3. Operations, equipment & digital stack

3.1 Process flow & critical loads

PVC pipes/fittings operations take resin and additives through compounding/mixing, extrusion, sizing/cooling, haul-off, cutting, printing and packing; fitting operations add injection moulding, tooling and material movement. At Gadegaon, the wider plastics estate may add high-density injection moulding, storage/material-handling processes, film/packaging or other product-specific equipment. Critical electrical loads are extruder drives and heaters, injection machines, mould temperature/chiller systems, compressors, vacuum, cooling-water pumps, granulators, material handling and central utilities. The real load map must be created from site engineering records rather than assumed from the portfolio.

3.2 Shifts, seasonality, production pattern

Public sources do not confirm a shift roster. Products likely include continuous/extended campaigns for high-volume pipe, batch or cycle-based moulding, planned tool/grade changes, maintenance shutdowns and demand peaks tied to construction and agriculture. The pilot must distinguish production-related load change from operational waste: record output, SKU/recipe, shift, downtime, scrap and ambient/process constraints. A demand reduction achieved by lost throughput is not a win.

3.3 Automation, metering, SCADA/EMS/DCS

The ISO 50001 footprint, BRSR measurement, large project-engineering function and energy awards make mature metering/EMS practices highly likely. Named Jalgaon SCADA, historian, meter, PLC or EMS vendors are not public, so the claim cannot go further. Stamped’s preferred entry is Path A: secure, read-only export from incomers and meaningful feeders plus bills and production context. If IT/OT review delays this, begin narrowly with bill/interval data and existing reports rather than proposing hardware or a competing dashboard.

3.4 Capex / tech projects affecting energy

Supreme has invested in RE, efficient equipment and plant expansion. Its environmental policy and greenfield project activity mean plant teams may already be evaluating VFDs, efficient machines and utility upgrades. Stamped should not compete for capex approval. It should test whether installed systems are operated to their promised economics and whether the company’s opportunity register closes into measured MSEDCL-line outcomes.

3.5 Measurement and operational guardrails

For an award-winning plant, the pilot’s credibility rests on measurement discipline. Each proposed action should have an explicit mechanism, owner, equipment/feeder boundary, time window, expected impact, production constraint and reversal condition. Capture shift, SKU/product family, output, scrap, planned downtime, ambient conditions where material, renewable availability and maintenance interventions alongside energy and demand data. This allows a comparison of like-for-like production windows rather than a misleading month-on-month bill comparison.

Classify recommendations before execution. Low-risk operating actions—confirmed unnecessary utility run, start sequencing of independently controllable assets, or correction of a known PF-control issue—can be trialled under normal works approval. Actions that touch melt temperature, cooling, vacuum, mould cycle, line speed or quality parameters need the production owner and quality team to specify guardrails. Capex, safety-system changes and modifications to existing OEM controls are out of scope for a first proof run. This separation reassures a sophisticated team that Stamped will not trade product quality or EHS discipline for an energy KPI.

The M&V memo should retain the original MSEDCL invoices and interval data, an agreed baseline method, production-normalisation assumptions, action records, exception log and both plant/finance review. The resulting evidence can feed an internal ISO 50001 opportunity register, but it is not a substitute for the company’s formal EnMS audit or BRSR reporting process.

4. Stamped Energy fit analysis

4.1 ICP scorecard

Jalgaon/Gadegaon passes the process, scale and likely bill gates; MSEDCL is a familiar industrial-distribution context; and the site has credible data maturity. It has a demanding enterprise decision path and probable existing incumbent tools, which is a sales-process challenge rather than an ICP disqualifier. Exact bill, data access and local champion are the remaining gates.

4.2 Fit score rationale

Fit score: 9/10. Supreme is one of the strongest account profiles in the campaign: very large recurring electrical loads, a pilot-friendly manufacturing estate and clear evidence that leadership values measured energy performance. The score is not 10 because public reporting is group-level, a mature EnMS may already close some opportunities, and listed-company procurement can lengthen the sale.

4.3 Wedge (parser-critical)

The strongest wedge is: a bill-verification closure layer for Jalgaon/Gadegaon’s award-winning EnMS—ranked MD, PF, idle/holding and dispatch prescriptions with named plant owners, reconciled to MSEDCL line items after RE and equipment capex are already in place.

4.4 Objections & competitors

“We have ISO 50001” is valid. The response is: that establishes management discipline; Stamped isolates a limited operating problem, assigns action and verifies the financial outcome, without replacing certification or staff. “We have solar/PPAs” is valid too; dispatch, demand and PF remain. “We have dashboards” should result in a read-only data-integration conversation. Internal energy teams, ISO consultants, OEMs, a digital ESG tool and generic EMS providers are adjacent alternatives.

4.5 Pilot design

Choose one Jalgaon/Gadegaon consumer account and one process/utility boundary. In weeks 1–2, establish MSEDCL billing anatomy, meter hierarchy, production baseline and safety/quality constraints. In weeks 3–4, jointly select no-regret actions with expected mechanism and owner. For the remaining 60+ days, track execution and exceptions, compare against like-for-like production periods and issue a joint finance/plant M&V memo. Success means reproducible invoice-relevant improvement without quality, safety or dispatch damage; the rollout option is the remaining ISO 50001 sites, not an automatic commitment.

The pilot should include a simple governance cadence: weekly plant action review, a fortnightly evidence review with the energy lead, and an end-of-period finance review. It should ask for the least privilege necessary—read-only data exports, not PLC control—and document cybersecurity/data-retention expectations before data moves. This approach respects both a mature EnMS and listed-company controls. If it cannot produce a clear, production-normalised invoice result, the honest outcome is a stopped pilot rather than a vague “insight” renewal.

5. Before you reach out

5.1 Discovery checklist

• Confirm Vasu Dev Sharma’s current title and identify the Jalgaon/Gadegaon plant energy sponsor.
• Establish which exact MSEDCL consumer and meter hierarchy will be pilot truth.
• Obtain recent invoices, sanctioned demand, interval data and ToD/PF detail.
• Separate Jalgaon and Gadegaon processes, legal entities and feeder boundaries.
• Ask how ISO 50001 opportunities are currently assigned, closed and financially verified.
• Map extrusion/moulding/utility loads, shift patterns and production-normalisation data.
• Ask about rooftop/OA/third-party RE, DGs and constraints on flexible-load dispatch.
• Agree information-security, data-export and M&V sign-off requirements before a technical workshop.

5.2 Do not lead with

• Do not lead with ESG/CDP, solar, “AI dashboards,” audit language or an EMS replacement.
• Do not imply CII awards or ISO 50001 mean the plant has failed.
• Do not cite an assumed ₹1 Cr+ monthly MSEDCL bill as a fact.

5.3 Opening hooks (email / call / WhatsApp)

“Jalgaon and Gadegaon have already done the visible work—ISO 50001, renewable sourcing and energy awards. We help operations teams close a smaller gap: which MD/PF/idle actions actually survive into the MSEDCL invoice, with an owner and finance-grade proof.”

“Could we scope one read-only 90-day proof run that uses your existing meter/EnMS exports rather than another dashboard?”

6. Risks, flags & sources

6.1 Integrity / controversy / regulatory (search explicitly)

Searches for “The Supreme Industries Limited scam”, “Supreme Industries NGT”, “Supreme Industries pollution”, “Supreme Industries Jalgaon lawsuit”, and “Supreme Industries fraud” found no credible company-specific scam or controversy that should be asserted in an outreach dossier. Search results that surface an NGT/Supreme Court “noise” item are not about The Supreme Industries Limited and must not be attributed to it. This negative search result is not a legal clearance; the listed company’s formal exchange disclosures, exact factory entity and regulator records should be reviewed for contracting-level diligence.

6.2 Data quality flags

• The ₹10,446 crore FY25 operations figure is from the cited Q2 FY26 investor material; older campaign material quoting ₹7,800 crore+ is stale.
• FY26 energy and RE figures are consolidated BRSR metrics, not Jalgaon-only consumption.
• Exact plant addresses, MSEDCL bills, contract demand, meter boundaries and local leadership are unverified.
• Public phone/profile data should never be treated as consent to outreach.

6.3 Evidence to request in the first technical exchange

Request a bounded evidence pack rather than a broad corporate-data demand: three MSEDCL invoices for the proposed consumer account; interval demand and PF/ToD detail; an incomer/feeder map; production, shift and downtime context; the local ISO 50001 opportunity-register workflow; and the RE supply/settlement configuration. The plant can redact commercially sensitive detail not needed for a baseline. This packet lets Supreme determine whether Stamped adds measurable closure value before an IT/OT integration or group procurement process starts.

6.4 Sources consulted

• prospective-clients/supreme-industries/account-brief.md
• https://www.supreme.co.in/
• https://www.supreme.co.in/sustainability
• https://www.supreme.co.in/contact-us
• https://www.supreme.co.in/uploads/images/CW3wEUaRD83KShFkT09NQjLautVzLg3zE4K5cTq3.pdf
• https://in.linkedin.com/in/vasu-dev-sharma-71b2a02a
• https://scanx.trade/stock-market-news/companies/supreme-industries-files-brsr-for-fy26-with-24-58-renewable-energy/42187988