POWER CONTROL ENGINEERS & CONTRACTORS

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How POWER CONTROL ENGINEERS & CONTRACTORS reduced firefighting using a single system of record

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

26%

Reduction in daily coordination time for engineering work

26%

Reduction in daily coordination time for engineering work

12%

Reduction in excess inventory across store and production

12%

Reduction in excess inventory across store and production

8→1 days

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

8→1 days

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

Inside POWER CONTROL ENGINEERS & CONTRACTORS

POWER CONTROL ENGINEERS & CONTRACTORS is a medium engineering manufacturing unit based in Nashik. 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.

Engineering

Industry

Engineering

Industry

Medium

Company Size

Medium

Company Size

Nashik, India

Location

Nashik, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

Use Cases

Challenges

Rate differences and consumption variances created disputes with subcontractors.

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

Transporter availability was confirmed late, so finished goods piled up near the gate.

Cleaning masters to make reports match reality

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 smoother handovers between departments and more predictable daily execution.

After: Predictable execution, fewer escalations

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. 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.

Vendor coordination with structured PO follow-ups

Earlier, dispatch readiness depended on people coordinating invoice, packing and transporter on calls. This broke down when transporter slots moved; finished goods were ready but paperwork and packing lagged behind. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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