ALLIED SARA PRIVATE LIMITED

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Improving planning discipline at ALLIED SARA PRIVATE LIMITED

A centralised workflow replaced scattered updates and last-minute rescheduling. when multiple orders overlapped.

8 days

Faster internal approvals cycle

8 days

Faster internal approvals cycle

33%

Time saved in daily follow-ups

33%

Time saved in daily follow-ups

29%

Reduction in emergency purchases

29%

Reduction in emergency purchases

About ALLIED SARA PRIVATE LIMITED

ALLIED SARA PRIVATE LIMITED operates from Meerut and builds structures for repeat B2B buyers. As a micro-scale fabrication unit running staggered shifts, they work with a mix of make-to-stock and make-to-order model and single stores. They needed a centralised workflow to reduce daily follow-ups and keep commitments predictable.

Fabrication

Industry

Fabrication

Industry

Micro

Company Size

Micro

Company Size

Meerut

Location

Meerut

Location

WIP tracking across cutting–welding–finishing with job sequencing

Use Cases

WIP tracking across cutting–welding–finishing with job sequencing

Use Cases

Challenges

Bending status was sequenced via WhatsApp-based follow-ups, so WIP clarity broke during extended shifts during peak weeks.

Gas shortages showed up late, causing emergency buys and delays on brackets.

Dispatch dates were promised before checks for surface finish, causing reshuffles (month-end GST pressure).

Stage-wise ownership and handovers during vendor delays.

Earlier, ALLIED SARA PRIVATE LIMITED relied on Excel-based plan and calls to confirm bending 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.

Shortage list with vendor dates when multiple orders overlapped.

Earlier, buying for angles 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 structures, 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.

Fewer last-minute dispatch changes especially during peak weeks.

Earlier, dispatch dates were committed before checks on surface finish. 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 OEM customers.

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