Reo-Gpd Inductive Components Private Limited

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From scattered sheets to one workflow: Reo-Gpd Inductive Components Private Limited's ops reset

Standardising approvals and handovers so teams work off the same numbers.

51%

Reduction in daily coordination time for engineering work

51%

Reduction in daily coordination time for engineering work

14%

Reduction in excess inventory across store and production

14%

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

Reo-Gpd Inductive Components Private Limited at a glance

Reo-Gpd Inductive Components Private Limited is a small engineering manufacturing unit based in Vadodara. 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

Small

Company Size

Small

Company Size

Vadodara, India

Location

Vadodara, India

Location

Quotation-to-order conversion + dispatch coordination

Use Cases

Quotation-to-order conversion + dispatch coordination

Use Cases

Challenges

Short/excess at dispatch led to urgent rework and multiple trips between store and floor.

Payment follow-ups depended on WhatsApp threads; disputes re-opened invoices at month-end.

Shortage was detected only when the supervisor walked the floor, not when planning was done.

Cleaning masters to make reports match reality

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For engineering operations in Vadodara, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Before: Too many moving parts, no single view

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 fewer escalations, faster decisions, and dates that changed less often.

Reducing month-end surprises with traceable transactions

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. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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