MAC AUTO INDIA PVT LTD

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MAC AUTO INDIA PVT LTD improved delivery predictability with structured execution

Turning daily follow-ups into a repeatable workflow across departments.

56%

Reduction in daily coordination time for auto ancillary work

56%

Reduction in daily coordination time for auto ancillary work

15%

Reduction in excess inventory across store and production

15%

Reduction in excess inventory across store and production

4→3 days

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

4→3 days

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

How MAC AUTO INDIA PVT LTD operates

MAC AUTO INDIA PVT LTD is a medium auto ancillary 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Medium

Company Size

Medium

Company Size

Faridabad, India

Location

Faridabad, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

WIP quantity was unknown across stages, so dispatch dates moved every evening.

WIP at job worker was invisible, so internal planning was always a guess.

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

Dispatch readiness built into the daily routine

Earlier, store stock, WIP and finished goods were tracked in separate sheets and message threads. This broke down whenever priorities changed—material looked available, but the line stalled due to bin-level shortages. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

Earlier, job-work material movement was tracked in registers and return status was unclear. This broke down on returns; shortages and rate differences led to repeated reconciliations. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Material sent out and received back was logged against job-work orders, making shortages visible immediately. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

After: Predictable execution, fewer escalations

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. For auto ancillary operations in Faridabad, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

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