AKSHAR ENGINEERING WORKS

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Connecting materials to live orders at AKSHAR ENGINEERING WORKS

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

₹19 L/yr

Annual savings from avoided expediting

₹19 L/yr

Annual savings from avoided expediting

20%

Reduction in inventory mismatch cases

20%

Reduction in inventory mismatch cases

8 days

Order lead time improvement

8 days

Order lead time improvement

About AKSHAR ENGINEERING WORKS

AKSHAR ENGINEERING WORKS operates from Vadodara and builds fixtures for distributors. As a micro-scale engineering unit running two shifts, they work with a make-to-order model and separate RM and FG stores. They needed a centralised workflow to reduce daily follow-ups and keep commitments predictable.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Vadodara

Location

Vadodara

Location

Purchase planning for critical bought-outs linked to job schedules

Use Cases

Purchase planning for critical bought-outs linked to job schedules

Use Cases

Challenges

Packing status was reconciled via Excel-based plan, so WIP clarity broke during staggered shifts.

Castings shortages showed up late, causing emergency buys and delays on sub-assemblies.

Dispatch dates were dispatched before checks for drawing revisions, causing reshuffles (vendor billing cut-off rush).

Workcentre progress captured at source when multiple orders overlapped.

Earlier, AKSHAR ENGINEERING WORKS relied on planner’s notebook 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 single shift.

Shortage list with vendor dates around month-end dispatches.

Earlier, buying for tools 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 sub-assemblies, 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 single stores.

Promise dates with readiness gates when the planner was on leave.

Earlier, dispatch dates were committed before checks on promise-date accuracy. 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 make-to-order model and export buyers.

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