S & T Products - TranZact AI

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S & T Products

From scattered sheets to one workflow: S & T Products's ops reset

A practical shift from WhatsApp/Excel coordination to trackable daily execution.

30%

Reduction in daily coordination time for auto ancillary work

30%

Reduction in daily coordination time for auto ancillary work

19%

Reduction in excess inventory across store and production

19%

Reduction in excess inventory across store and production

6→3 days

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

6→3 days

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

S & T Products at a glance

S & T Products is a small auto ancillary manufacturing unit based in Pune. 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

Small

Company Size

Small

Company Size

Pune, India

Location

Pune, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

Same item had different names in Excel and accounting exports, so reports never matched store reality.

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

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

Cleaning masters to make reports match reality

Earlier, masters and transactions were split across Excel, accounting exports and WhatsApp updates. This broke down at month-end; teams rebuilt the same report multiple times and still debated the numbers. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. 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.

Dispatch readiness built into the daily routine

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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