ACE INDUSTRIES INDIA PVT.LTD.

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Stabilising dispatch commitments at ACE INDUSTRIES INDIA PVT.LTD.

Exceptions started surfacing early, reducing daily firefighting and urgent purchases.

41%

Faster month-end reconciliation

41%

Faster month-end reconciliation

4 days

Order lead time improvement

4 days

Order lead time improvement

11%

Improvement in on-time dispatch

11%

Improvement in on-time dispatch

About ACE INDUSTRIES INDIA PVT.LTD.

ACE INDUSTRIES INDIA PVT.LTD. operates from Mumbai and builds fixtures for export buyers. As a medium-scale engineering unit running staggered shifts, they work with a make-to-stock model and job-site plus main warehouse. They needed a centralised workflow to reduce daily follow-ups and keep commitments predictable.

Engineering

Industry

Engineering

Industry

Medium

Company Size

Medium

Company Size

Mumbai

Location

Mumbai

Location

Enquiry-to-order control for custom jobs and drawing revisions

Use Cases

Enquiry-to-order control for custom jobs and drawing revisions

Use Cases

Challenges

Sub-Assembly status was reconciled via whiteboard planning, so WIP clarity broke during two shifts.

Raw Bars shortages showed up late, causing emergency buys and delays on tooling components.

Dispatch dates were committed before checks for promise-date accuracy, causing reshuffles (inventory closing pressure).

Workcentre progress captured at source when the planner was on leave.

Earlier, ACE INDUSTRIES INDIA PVT.LTD. relied on Excel-based plan and calls to confirm fitment 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 two shifts.

Requirement-driven buying rhythm when multiple orders overlapped.

Earlier, buying for castings 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 custom spares, 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 vendor delays.

Earlier, dispatch dates were committed before checks on outside processing. 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 export buyers.

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