#dispatchplanning

In this segment, dispatch economics usually shift week to week. Rajasthan’s early January data tells a quieter story.

Normally, such calm would already be under pressure.

🔎 Coal and gas station costs showed near-zero week-on-week movement. ✅ Merit order rankings stayed intact across fuel types. ⚠️ Liquid-fuel units remained high-cost but predictable. 🔎 Gas-based tariffs clustered within a narrow range. ✅ Central-sector coal assets held the base of the stack. ❌ No fresh adjustment followed the recent tariff update. ⚠️ The system is operating in a rare window of cost certainty.

Windows like this don’t stay open forever. When volatility returns, where does the stress surface first?

Planning dispatch is like a game of Lego. The pieces exist, which means assembling is possible. All you need-hours (and even days) of focused planning and judgment calls. The result – a less-than-optimal final structure, where · certain dealers may be excluded => poor order fulfilment · different product mixes from that expected may be sent => poor customer experience · a high number of dispatches may be planned => high costs

In dispatch planning, many sources of errors exist that lead to poor outcomes of performance.-Human judgment and data entry errors may lead to scenarios of constraint violation, wrong stock allocation, or wrong destination.

-Process inefficiencies may lead to missed opportunities for order fulfilment and inefficiencies of cost and throughput.Such inefficiencies can be eliminated with a new approach to planning, such as that utilized by Verdis DAP.

-Through automation, manual touch-points can be reduced and data collection and validation are undertaken with software logic.

-Through optimization, the actualization of value is driven by the effective utilization of the available resources within the existing constraints and rules of the environment.