SAI SIDDHI CORPORATION

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How SAI SIDDHI CORPORATION reduced firefighting using a single system of record

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

35%

Reduction in daily coordination time for auto ancillary work

35%

Reduction in daily coordination time for auto ancillary work

12%

Reduction in excess inventory across store and production

12%

Reduction in excess inventory across store and production

3→3 days

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

3→3 days

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

Inside SAI SIDDHI CORPORATION

SAI SIDDHI CORPORATION 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

Consumable/tooling control with daily WIP view

Use Cases

Consumable/tooling control with daily WIP view

Use Cases

Challenges

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

Store stock looked fine on paper but production bins were empty when job cards started.

No simple view of vendor-wise delays, so the same issues repeated every month.

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. The practical outcome was smoother handovers between departments and more predictable daily execution.

Before: Too many moving parts, no single view

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

Controlling rework through traceability and holds

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. For auto ancillary operations in Pune, this reduced dependence on a single person for updates. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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