Depth bar: Due-diligence dossier for Band A+ process account. Estimates marked [~]; directory phones [dir]; unverified claims [!]. Never invent bills, court outcomes, or emails.

1. Company overview & snapshot

1.1 Legal identity & corporate structure

SLMG Beverages Private Limited is the flagship Coca-Cola bottling company of the Lucknow-based Ladhani group. Public pages cite CIN U15490DL2017PTC315960, registered office at 3/16, G/F, Balraj Road, West Patel Nagar, New Delhi 110008, and corporate office at Shalimar Iridium / related Gomti Nagar addresses (sources vary between 2nd floor Iridium and 8th floor Rohtas Summit — confirm current HQ on call). GST records show 09AAYCS4927P5ZZ for an SLMG Beverages H.O. listing at Vibhuti Khand, Lucknow.

The operating map is multi-entity: SLMG owns modern greenfield plants (Kursi / Amethi) while legacy bottling continues through group companies such as Brindavan Bottlers, Amrit Bottlers, Brindavan Beverages, Brindavan Agro, and Bihar nodes including Patliputra Beverages. For Stamped, treat legal entity ≠ HT account ≠ plant code. Always match the invoice name to the FSSAI plant code on the company’s plant-address page.

Promoter / leadership publicly associated with the franchise includes the Ladhani family; Paritosh Ladhani is Joint Managing Director and board member. Group media and LNK Energy profiles describe SLMG as the largest independent Coca-Cola bottler in India / South West Asia, with revenue narrative >₹8,000 Cr in 2025 and ambition toward ₹10,000 Cr — treat as management/press figures [~], not audited plant P&L.

1.2 What they make & where money comes from

Core business is Coca-Cola Company franchise bottling: soft drinks, packaged water, and multi-pack formats (PET, cans, Tetra at newer plants). Revenue comes from territory exclusive distribution across large parts of UP, Uttarakhand and, more recently, Bihar. Modern plants (Amethi Trishundi ~₹700 Cr investment; Kursi Road greenfield) are capacity and technology anchors; older plants carry brand continuity and volume.

Energy-relevant mix: high-speed filling lines, syrup rooms, CIP skids, ammonia/ Freon refrigeration and cold rooms, compressors, boilers/hot water, effluent treatment, and warehouse HVAC. Summer SKU spikes drive simultaneous refrigeration and line MD. Export is secondary; domestic franchise volume dominates.

1.3 Plants, addresses & footprint

Published FSSAI plant table (slmgbeverages.com/plantaddress.html) includes among others:

Recommended pilot site: Kursi Road (KR) — modern capacity near Lucknow, clear plant identity, summer load story. Alternative: Amethi (TR) if management prefers newest largest lines. Confirm which DISCOM (likely MVVNL / UPPCL HT for Barabanki belt) holds the account.

1.4 Leadership & CRM map

Decision path for a ₹2–5L [~] 90-day program: JMD interest → Plant Head + Maintenance → finance shares two HT bills → IT/OT approves read-only export. Do not open via Coca-Cola India sustainability staff — franchise plant owns the Indian DISCOM bill.

1.5 Recent news (24 months) & timing for Stamped

• Amethi Trishundi plant inaugurated by UP CM (press: ~₹700 Cr; further ~₹200 Cr expansion announced).
• Group positioning as largest independent Coke bottler; CY2025 revenue stories ≥₹8,000 Cr.
• Public sustainability claims: water balance / replenishment; green energy ramp (Paritosh/LNK).
• CII Food Safety 2025 commendation narrative for Kursi plant (QSE LinkedIn posts).
• Timing: post-capex Amethi + summer peak season = prove bill-visible MD control on existing assets.

2. Energy profile

DISCOM / supply (name early): MVVNL / UPPCL HT for Barabanki–Lucknow plants [~ verify invoice] · Bihar plants differ (SBPDCL/NBPDCL) · Dehradun node if active would be UPCL — do not assume one bill covers the franchise.

2.1 Bill band, tariff & demand

No public plant electricity bills. For a modern high-speed bottling plant with refrigeration + CIP + multiple filler lines, a working hypothesis is ₹40 lakh–₹1.5 Cr+/month at peak summer for a large node [~]. Network aggregate electricity is higher. Hard gate ≥₹30L/mo must be verified per HT account. Inspect MD, ToD, PF incentive/penalty, and whether warehouse cold rooms sit on the same meter as production.

2.2 Generation, fuel & renewables

Paritosh Ladhani publicly cites >25 MW wind/solar investments via LNK Energy — group RE interest does not equal plant open-access. Ask: rooftop solar kWp per plant, OA/wheeled energy, DG size, and boiler fuel. Renewables do not remove MD/sequencing work.

2.3 EnMS, PAT, ISO, BRSR

Plant IMS signals: ISO 9001, ISO 14001, ISO 45001, FSSC 22000 (Coca-Cola QSE ecosystem). QSE LinkedIn describes energy-saving initiatives targeting MJ/litre ratio improvements and energy monitoring procedures. ISO 50001 not verified publicly. Private company — no BRSR. Lead with bill M&V that strengthens QSE narrative without replacing Coke KPIs.

2.4 Likely ₹ leak categories (hypothesis)

1. Summer refrigeration + filler start MD overlap
2. CIP / hot water / boiler-aux simultaneous with line restart
3. Compressed-air base load and weekend idle air
4. Cold-store setpoints vs night ToD
5. PF drift on large motor banks
6. Multi-plant inability to benchmark ₹/hl by feeder

Each is a hypothesis for meter traces + production calendar — not an allegation of poor operation.

3. Operations, equipment & digital stack

3.1 Process flow & critical loads

Water treatment → syrup prep → blend → filler → warmer/cooler → pack → warehouse refrigerate/dispatch. Critical electrical loads: chillers/compressors, air compressors, fillers, conveyors, CIP skids, ETP blowers, warehouses. Controllable events are starts, CIP windows, and cold-store pull-down — not Coca-Cola recipe chemistry.

3.2 Shifts, seasonality, production pattern

Beverage seasonality is extreme: summer peaks, festival spikes, monsoon logistics. Maintenance windows before peak season matter. Baseline any pilot against hectolitres / cases, not raw kWh alone.

3.3 Automation, metering, SCADA/EMS/DCS

Modern plants (Kursi/Amethi) almost certainly have line PLCs and some utility SCADA from OEM/system integrators; vendor names not public. Path A: read-only historian/meter export. Path B: CSV interval + production log. No PLC writes. Coke quality systems are sacred — position Stamped as bill layer, not process control.

3.4 Capex / tech projects affecting energy

Amethi greenfield and expansion, prior Kursi commission, Bihar franchise build-out. Post-capex ROI proof angle: verify that new lines do not inherit avoidable MD habits from ramp schedules.

4. Stamped Energy fit analysis

4.1 ICP scorecard

4.2 Fit score rationale

9/10 from lead report: scale, multi-plant benchmarking, summer MD story, energy-literate JMD. Deductions: Coke governance friction; entity/HT complexity; bill not yet seen.

4.3 Wedge (parser-critical)

The strongest wedge is: summer refrigeration plus CIP and compressor starts stacking into one MD window on a single UP HT account — assign ₹ owners per event and verify with evidence, then clone the playbook across plant codes.

4.4 Objections & competitors

4.5 Pilot design

Site: Kursi KR or Amethi TR. Scope: one incomer or refrigeration+utilities feeder cluster. Weeks 1–2: bills + production calendar. Weeks 3–8: weekly ranked prescriptions (MD sequencing, idle air, CIP window). Weeks 9–12: invoice reconcile normalised to hectolitres. Success: one owned action with defensible ₹ movement. Kill: bill <₹30L, no data, no plant owner.

5. Before you reach out

5.1 Discovery checklist

• Confirm legal entity on HT invoice for Kursi vs Amethi
• Verify monthly bill band ₹ lakh / Cr and CMD/MD
• Map DISCOM and ToD slots
• Identify summer vs winter peak drivers
• Ask who owns MJ/L KPI vs who owns the electricity invoice
• List chillers, CA compressors, CIP skids on the target meter
• Confirm solar/OA presence
• Confirm plant authority for 90-day opex spend
• Request two bills + 15-min demand if available
• Ask franchise constraints on third-party OT access

5.2 Do not lead with

• ESG or Coca-Cola global sustainability decks
• Carbon / water claims as primary pitch
• Dashboards / AI buzzwords
• Claiming franchise-wide savings without one verified feeder
• Invented bill amounts

5.3 Opening hooks

“Across multi-plant bottling, summer refrigeration and CIP often share one MD peak without a bill owner. We sit read-only, assign ₹, verify on the next UP HT invoice — 90 days, one feeder.”

6. Risks, flags, controversies & sources

6.1 Integrity / controversy / regulatory (search explicitly)

Search terms used (Jul 2026): “SLMG Beverages” + lawsuit / NGT / PCB / labour / GST / raid / controversy / pollution / Barabanki; Paritosh Ladhani fraud; Coca-Cola SLMG strike.

Do not allege wrongdoing from absence of news. Franchise media risk exists if any plant quality event arises — monitor, do not speculate.

6.2 Data quality flags

• HQ address variants (Iridium vs Rohtas Summit)
• Multi-entity bottling map — invoice entity critical
• Revenue figures are press/management [~]
• LinkedIn maintenance/QSE names need tenure confirm
• Email pattern inferred
• DISCOM assumption for Barabanki needs invoice proof

6.3 Sources consulted

• https://slmgbeverages.com / plantaddress.html / contact-us
• https://slmg.netventure.in / https://slmgbeverages.com/slmg-a-force-to-reckon-with/
• https://www.linkedin.com/in/paritoshladhani · company LinkedIn SLMG Beverages
• https://www.lnk.energy/leadership/paritosh-ladhani/
• GST aggregator pages for 09AAYCS4927P5ZZ
• OCMMS Barabanki consent search (negative for SLMG name)
• Lead report: leads/uttar-pradesh/lead-research-up-multi-vertical-2026-07.md
• ICP v2; Stamped messaging canon

Extended call-prep narrative (Stamped field use)

B1. First 20 minutes of discovery

Open with process respect, not software. Confirm legal entity on the invoice, DISCOM name, and who owns the largest feeder MD event in the last 90 days. Ask for two invoices and one production calendar export before any platform demo. If the champion cannot produce bills within a week, treat the opportunity as stalled — Bill Verification Program without invoices is theatre. Record whether Path A (historian/meter export) or Path B (CSV) is realistic given OT policy. Confirm the economic buyer who can approve a Rs 2–5 lakh [~] fixed 90-day fee without a full ERP tender.

B2. Prescription card discipline

Every recommendation must name: event, owner, due date, expected rupee line on the DISCOM invoice, operational constraint, and evidence of execution. Cards without owners are deleted. Cap weekly cards at five so plant teams are not flooded. Prefer MD sequencing and idle-hold cuts before exotic tariff products. Never propose changing validated recipe, membrane current, sterile pressure, or Tempcore quench parameters. If quality or safety forbids a schedule change, mark the lever as blocked and move on — credibility beats aggressive savings claims.

B3. Verifying savings without gaming

A lower bill alone is not success if tonnes, pairs, or batches fell. Normalise against a production proxy agreed in week 1. Document holidays, forced outages, new-line commissioning, captive/solar settlement changes, and weather-sensitive HVAC. Keep a decision ledger shared with the plant: recommendation, owner, status, expected vs observed invoice delta. Present kill or expand at day 90 with the same ledger — this is how Stamped differs from audit PDFs that never close.

B4. Competitive and incumbent handling

If the site has EMS/SCADA/BMS, OEM analytics, ISO consultants, or solar EPCs, congratulate the spend and ask what residual bill lines still surprise them monthly. Position Stamped as the closure layer: rupee assignments and invoice reconciliation. Refuse head-to-head dashboard bake-offs. If Gujarat, Panipat, or Noida corporate IT appears, keep plant electrical as the proof owner and let corporate rubber-stamp after a verified bill line — not before.

B5. Geographic and cluster logistics

Batch 3 spans Mandi Gobindgarh, Paonta/Derabassi/Rajpura, Ghaziabad/Muzaffarnagar, and Kanpur–Unnao. Plan field days by corridor. Carry printed one-pagers: Fit score, DISCOM hypothesis, strongest wedge sentence, and two discovery questions. After each visit, update extras field intel — especially corrected phones, electrical names, and whether the bill cleared Rs 30 lakh/month.

B6. Messaging hygiene for this batch

Owner-operated steel/leather accounts tolerate Hindi-friendly WhatsApp and short calls. Listed pharma/chemical accounts prefer email plus LinkedIn with technical depth. Never open with controversies (GST/Excise history, EuGMP observations, rating actions) — those are internal briefings only. Always name DISCOM early in research-backed prep sheets so call-prep UI can render correctly.

6.4 Evidence discipline

Separate verified public facts, operating hypotheses, and commercial estimates. After first contact: (1) entity + invoice, (2) two HT bills, (3) top three load events with Maintenance, (4) production constraints, (5) smallest 90-day boundary. Never imply PLC/recipe changes. Re-check contacts before send.

7. Extended call playbook & process deep-dive (SLMG)

7.1 Franchise governance and who actually owns the DISCOM bill

Coca-Cola franchise bottlers operate under system quality, water stewardship and energy-ratio expectations set by The Coca-Cola Company. Those KPIs are often reported in MJ per litre finished beverage. They are not the same artefact as an Indian HT electricity invoice issued by MVVNL/UPPCL or a Bihar DISCOM. Stamped’s commercial entry should never ask a QSE manager to replace Coke energy ratio. It should ask the Plant Head and Maintenance Head whether specific operating events — chiller bank start after CIP, simultaneous filler restart and cold-room pull-down, weekend compressed-air setpoint — create an avoidable maximum-demand or PF line on the local bill. Paritosh Ladhani’s public renewable-energy identity (LNK Energy) is useful rapport, not proof that Kursi or Amethi already close the bill loop. Treat him as an economic sponsor who can force a plant owner to share two anonymised invoices; treat Maintenance/QSE as the people who will live with the 90-day prescriptions.

The franchise also creates a procurement soft gate: some plants will insist Coca-Cola India IT/OT or system cybersecurity guidelines apply before any historian export. Anticipate that by offering Path B (meter CSV + production calendar + bills) as the default first 30 days. Do not argue with franchise policy; shrink the ask until a evidence-verified rupee line exists.

7.2 Plant-code routing for the first face-to-face week

If the team is already in Lucknow for Gyan Dairy or PTC, Kursi Road (plant code KR, Barabanki 225302) is the natural stop: roughly one hour depending on traffic, modern plant identity, FSSAI table clarity. Amethi Trishundi (TR) is the prestige newest capacity but farther; use it if Paritosh explicitly prefers the new plant. Safedabad / Unnao Brindavan nodes are entity-complex (Brindavan Bottlers) — only pursue after SLMG Beverages Pvt Ltd invoice teaching is done. Bihar (Patna/Buxar) is a separate DISCOM field trip; do not mix into the first UP pilot scope. Always copy the invoice header: legal name, GSTIN, sanctioned load, consumer number.

7.3 Beverage-process energy model (hypothesis, not audit)

A modern PET/can/Tetra bottling hall typically carries process refrigeration for syrup and product, warehouse cold rooms, large air compressors for pneumatics and PET handling, CIP with heated caustic/hot water, fillers and packers with frequent micro-stops, and ETP aeration. Summer MD often coincides with pull-down after a weekend or after a CIP when product rooms and warehouses are simultaneously cold. The first Stamped observation week should mark every CIP start, every chiller stage-on, and every filler restart on a shared time axis with 15-minute demand. The question is not whether chillers are inefficient — it is which two events, if separated by 15–30 minutes, remove a billing-demand ratchet without risking product temperature. That is plant-owner language.

Water stewardship and plastic-waste (PWM) registrations shown on the plant table are compliance assets. Mention them only if the champion raises sustainability; otherwise stay on rupees per month. If they ask about carbon, answer: evidence-verified M&V produces the evidence; carbon accounting is a by-product.

7.4 Competitive and messaging traps

Incumbent OEM service contracts on fillers will claim they already optimise. Reply: we do not touch filler PLC recipes; we sequence utility events against the DISCOM clock. ISO consultants will offer annual energy audits. Reply: we need weekly owner-assigned cards reconciled to the next invoice. Solar/EPC vendors attached to Ladhani renewable interests may collide. Reply: celebrate RE; MD still needs owners. Never imply Stamped sells power or wheeling.

7.5 Expanded discovery questions (use after open)

1. What is peak summer vs winter HT bill for Kursi?
2. How many chillers and what staging logic?
3. Is warehouse cold storage on the same HT meter as production?
4. What is current MJ/L target and who reports it to Coke?
5. Who signs a ₹2–5 lakh verification program?
6. Can Maintenance export 15-minute demand for 90 days?
7. Any rooftop solar or wheeled RE on the pilot meter?
8. Which weekends show abnormal MD?
9. CIP schedule vs peak tariff slots?
10. After Amethi ramp, did Kursi baselines stay comparable?
11. Any franchise ban on third-party OT?
12. Preferred kill criteria wording for day 90?

7.6 Evidence pack and next research actions

After first contact collect: two HT bills; consumer number; plant code confirmation; production hectolitres calendar; chiller stage log; CIP calendar; any solar generation statement. Calculate demand, energy and PF separately; never claim a percentage before normalisation. Re-verify Paritosh email and Maintenance tenure the week of send. Keep corporate HQ Gomti Nagar separate from Barabanki plant authority in CRM notes.