Scandron Private Limited

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How Scandron Private Limited reduced firefighting using a single system of record

Bringing purchase, production and dispatch on one timeline—without adding complexity.

32%

Reduction in daily coordination time for packaging work

32%

Reduction in daily coordination time for packaging work

22%

Reduction in excess inventory across store and production

22%

Reduction in excess inventory across store and production

7→3 days

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

7→3 days

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

About Scandron Private Limited

Scandron Private Limited is a small packaging manufacturing unit based in Bangalore. 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.

Packaging

Industry

Packaging

Industry

Small

Company Size

Small

Company Size

Bangalore, India

Location

Bangalore, India

Location

Material planning for films, inks & adhesives

Use Cases

Material planning for films, inks & adhesives

Use Cases

Challenges

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

Customer statements took hours to reconcile due to scattered notes and missing debit/credit references.

Vendor committed dates were verbal; delays were discovered only after repeated calls.

After: Predictable execution, fewer escalations

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 that teams stopped re-entering the same data and acted on exceptions early.

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

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 packaging operations in Bangalore, 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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