SM Drilling Pvt Ltd - TranZact AI

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SM Drilling Pvt Ltd

From scattered sheets to one workflow: SM Drilling Pvt Ltd's ops reset

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

44%

Reduction in daily coordination time for chemicals work

44%

Reduction in daily coordination time for chemicals work

31%

Reduction in excess inventory across store and production

31%

Reduction in excess inventory across store and production

7→1 days

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

7→1 days

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

Inside SM Drilling Pvt Ltd

SM Drilling Pvt Ltd is a medium chemicals manufacturing unit based in Jharsuguda. 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.

Chemicals

Industry

Chemicals

Industry

Medium

Company Size

Medium

Company Size

Jharsuguda, India

Location

Jharsuguda, India

Location

Batch production + lot traceability + QC holds

Use Cases

Batch production + lot traceability + QC holds

Use Cases

Challenges

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

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

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

Implementation: Centralised workflow with clear owners

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. 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.

Reducing month-end surprises with traceable transactions

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. 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.

Stabilising planning with live WIP and material signals

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. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

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