Stratgem Projects and Engineering Pvt Ltd

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How Stratgem Projects and Engineering Pvt Ltd reduced firefighting using a single system of record

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

55%

Reduction in daily coordination time for engineering work

55%

Reduction in daily coordination time for engineering work

33%

Reduction in excess inventory across store and production

33%

Reduction in excess inventory across store and production

7→3 days

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

7→3 days

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

About Stratgem Projects and Engineering Pvt Ltd

Stratgem Projects and Engineering Pvt Ltd is a micro engineering 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.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Pune, India

Location

Pune, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

Use Cases

Challenges

QC holds were not reflected in available stock, leading to accidental usage.

Store stock looked fine on paper but production bins were empty when job cards started.

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

Implementation: Centralised workflow with clear owners

Earlier, QC holds and rework notes were kept on paper and were not visible to planning. This broke down during rejections; without traceability, isolating root cause took days and blocked dispatch. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. QC marked holds against lots, and planners saw only cleared stock as available for production. 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. 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, 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 smoother handovers between departments and more predictable daily execution.

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