AAKRUTI PROCESS TECHNOLOGIES PRIVATE LIMITED

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Making daily execution predictable at AAKRUTI PROCESS TECHNOLOGIES PRIVATE LIMITED

Planning became steadier once orders, materials, and dispatch checks were linked.

Reduction in rework/rejection loops

14%

Improvement in on-time dispatch

14%

Improvement in on-time dispatch

₹13 L/yr

Annual savings from avoided expediting

₹13 L/yr

Annual savings from avoided expediting

About AAKRUTI PROCESS TECHNOLOGIES PRIVATE LIMITED

AAKRUTI PROCESS TECHNOLOGIES PRIVATE LIMITED operates from Vadodara and builds speciality blends for OEM customers. As a small-scale chemicals unit running extended shifts during peak weeks, they work with a make-to-stock model and single stores. They needed a centralised workflow to reduce daily follow-ups and keep commitments predictable.

Chemicals

Industry

Chemicals

Industry

Small

Company Size

Small

Company Size

Vadodara

Location

Vadodara

Location

RM lot/expiry control and requirement-driven buying

Use Cases

RM lot/expiry control and requirement-driven buying

Use Cases

Challenges

Filtration status was tracked via planner’s notebook, so WIP clarity broke during single shift.

Drums shortages showed up late, causing emergency buys and delays on industrial coatings.

Dispatch dates were scheduled before checks for QC holds, causing reshuffles (bulk dispatch at month-end).

WIP visibility without chasing especially during peak weeks.

Earlier, AAKRUTI PROCESS TECHNOLOGIES PRIVATE LIMITED relied on planner’s notebook and calls to confirm packing progress. When priorities changed, different teams carried different versions of the plan. A centralised workflow captured stage updates at source, so WIP moved with clear ownership. The daily review shifted from collecting updates to resolving exceptions. Supervisors started closing handovers on time, improving predictability during staggered shifts.

Shortage list with vendor dates during shift changes.

Earlier, buying for additives was triggered after shortages hit the shopfloor. Follow-ups lived in personal reminders, so receipts slipped during busy days. Requirements were linked to live orders and resins, creating a daily shortage list. Vendors were followed up against dates, not memory, and approvals became faster. The team reduced emergency purchases and avoided excess on slow movers across separate RM and FG stores.

Dispatch readiness checks during shift changes.

Earlier, dispatch dates were committed before checks on QC holds. Packing, QA clearance, and paperwork were tracked in different places. Readiness gates were added so jobs were released only when documents were complete. Customers got clearer dates, and escalations reduced because holds had visible reasons. Dispatch planning became steadier even with a mix of make-to-stock and make-to-order model and OEM customers.

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