SGE CONTROLS AND SWITCHGEAR PRIVATE LIMITED

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SGE CONTROLS AND SWITCHGEAR PRIVATE LIMITED improved delivery predictability with structured execution

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

40%

Reduction in daily coordination time for electrical work

40%

Reduction in daily coordination time for electrical work

21%

Reduction in excess inventory across store and production

21%

Reduction in excess inventory across store and production

5→1 days

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

5→1 days

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

How SGE CONTROLS AND SWITCHGEAR PRIVATE LIMITED operates

SGE CONTROLS AND SWITCHGEAR PRIVATE LIMITED is a micro electrical manufacturing unit based in Ghaziabad. 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.

Electrical

Industry

Electrical

Industry

Micro

Company Size

Micro

Company Size

Ghaziabad, India

Location

Ghaziabad, India

Location

Sales enquiry to dispatch workflow with approvals

Use Cases

Sales enquiry to dispatch workflow with approvals

Use Cases

Challenges

Quotation versions were scattered; the team was never sure which rate was final.

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.

Reducing month-end surprises with traceable transactions

Earlier, enquiries and quotations were handled in different places, so reminders were inconsistent. This broke down when key people were busy; hot leads cooled because follow-ups were not standardised. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Sales worked a standard follow-up cadence with reminders and visibility of the latest quotation version. 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.

Controlling rework through traceability and holds

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.

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 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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