Stakall LLP - TranZact AI

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Stakall LLP

Stakall LLP improved delivery predictability with structured execution

Turning daily follow-ups into a repeatable workflow across departments.

34%

Reduction in daily coordination time for engineering work

34%

Reduction in daily coordination time for engineering work

30%

Reduction in excess inventory across store and production

30%

Reduction in excess inventory across store and production

8→1 days

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

8→1 days

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

Inside Stakall LLP

Stakall LLP is a micro engineering manufacturing unit based in Thane. 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.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Thane, India

Location

Thane, India

Location

Multi-stage production planning + WIP control

Use Cases

Multi-stage production planning + WIP control

Use Cases

Challenges

Month-end reporting became a rework exercise because data lived in multiple files and chats.

Transporter availability was confirmed late, so finished goods piled up near the gate.

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

Before: Too many moving parts, no single view

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. 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.

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was smoother handovers between departments and more predictable daily execution.

Dispatch readiness built into the daily routine

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. The practical outcome was smoother handovers between departments and more predictable daily execution.

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