SS Techno Limited - TranZact AI

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SS Techno Limited

From scattered sheets to one workflow: SS Techno Limited's ops reset

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

26%

Reduction in daily coordination time for auto ancillary work

26%

Reduction in daily coordination time for auto ancillary work

18%

Reduction in excess inventory across store and production

18%

Reduction in excess inventory across store and production

9→2 days

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

9→2 days

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

SS Techno Limited at a glance

SS Techno Limited is a medium 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

Medium

Company Size

Medium

Company Size

Pune, India

Location

Pune, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

Production plan changed multiple times a day due to capacity conflicts and material gaps.

Rate differences and consumption variances created disputes with subcontractors.

WIP quantity was unknown across stages, so dispatch dates moved every evening.

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 fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

Earlier, job-work material movement was tracked in registers and return status was unclear. This broke down on returns; shortages and rate differences led to repeated reconciliations. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Material sent out and received back was logged against job-work orders, making shortages visible immediately. 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. For auto ancillary operations in Pune, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

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