TANVI FOODS (INDIA) LIMITED

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From scattered sheets to one workflow: TANVI FOODS (INDIA) LIMITED's ops reset

A practical shift from WhatsApp/Excel coordination to trackable daily execution.

22%

Reduction in daily coordination time for electrical work

22%

Reduction in daily coordination time for electrical work

30%

Reduction in excess inventory across store and production

30%

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

Inside TANVI FOODS (INDIA) LIMITED

TANVI FOODS (INDIA) LIMITED is a micro electrical manufacturing unit based in Hyderabad. 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.

Electrical

Industry

Electrical

Industry

Micro

Company Size

Micro

Company Size

Hyderabad, India

Location

Hyderabad, India

Location

BOM-based production for panels/wiring kits

Use Cases

BOM-based production for panels/wiring kits

Use Cases

Challenges

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

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

Same item had different names in Excel and accounting exports, so reports never matched store reality.

After: Predictable execution, fewer escalations

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Before: Too many moving parts, no single view

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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.

Cleaning masters to make reports match reality

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. For electrical operations in Hyderabad, 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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