Loom Solar Pvt. Ltd. - TranZact AI

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Loom Solar Pvt. Ltd.

From scattered sheets to one workflow: Loom Solar Pvt. Ltd.'s ops reset

Bringing purchase, production and dispatch on one timeline—without adding complexity.

28%

Reduction in daily coordination time for chemicals work

28%

Reduction in daily coordination time for chemicals work

12%

Reduction in excess inventory across store and production

12%

Reduction in excess inventory across store and production

5→1 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

5→1 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

About Loom Solar Pvt. Ltd.

Loom Solar Pvt. Ltd. is a small chemicals manufacturing unit based in Faridabad. Their day-to-day work involves coordinating orders, material availability, production execution and dispatch commitments. Earlier, updates were shared through a mix of Excel sheets, calls and WhatsApp, which made it hard to keep everyone aligned. By moving to a centralised workflow, the team standardised handovers, reduced rework in reporting, and improved execution predictability.

Chemicals

Industry

Chemicals

Industry

Small

Company Size

Small

Company Size

Faridabad, India

Location

Faridabad, India

Location

Batch production + lot traceability + QC holds

Use Cases

Batch production + lot traceability + QC holds

Use Cases

Challenges

PO approvals got stuck with managers, leading to last-minute buying and frequent expedite.

Receivable status changed daily because part-payments were not tagged to specific invoices.

Production plan changed multiple times a day due to capacity conflicts and material gaps.

Cleaning masters to make reports match reality

Earlier, vendor follow-ups were call-driven and depended on whoever remembered to push. This broke down during peak load—approvals got delayed and committed dates slipped without a simple exception view. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. The practical outcome was smoother handovers between departments and more predictable daily execution.

Dispatch readiness built into the daily routine

Earlier, collections follow-ups were scattered and disputes reopened older invoices. This broke down on part-payments; the receivable view changed daily and escalations increased. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

Before: Too many moving parts, no single view

Earlier, the daily plan was decided in fragments—by urgency, not by capacity and material signals. This broke down as soon as urgent orders came in; jobs were half-started and WIP piled up across stages. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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