SPARSA DIGITAL PVT LTD

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SPARSA DIGITAL PVT LTD tightened shop-floor control with a centralised workflow

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

54%

Reduction in daily coordination time for chemicals work

54%

Reduction in daily coordination time for chemicals work

30%

Reduction in excess inventory across store and production

30%

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

SPARSA DIGITAL PVT LTD at a glance

SPARSA DIGITAL PVT LTD is a small chemicals manufacturing unit based in Gurgaon. 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

Small

Company Size

Small

Company Size

Gurgaon, India

Location

Gurgaon, India

Location

RM consumption visibility and reorder discipline

Use Cases

RM consumption visibility and reorder discipline

Use Cases

Challenges

Dispatch dates slipped because packing list, invoice and transporter booking were not in sync.

No single schedule linked orders, material availability and machine loading.

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

Cleaning masters to make reports match reality

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. The practical outcome was smoother handovers between departments and more predictable daily execution.

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Implementation: Centralised workflow with clear owners

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. The practical outcome was smoother handovers between departments and more predictable daily execution.

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