TSK HOSPITALITY LLP - TranZact AI

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TSK HOSPITALITY LLP

TSK HOSPITALITY LLP tightened shop-floor control with a centralised workflow

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

45%

Reduction in daily coordination time for chemicals work

45%

Reduction in daily coordination time for chemicals work

31%

Reduction in excess inventory across store and production

31%

Reduction in excess inventory across store and production

9→1 days

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

9→1 days

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

TSK HOSPITALITY LLP at a glance

TSK HOSPITALITY LLP is a small chemicals manufacturing unit based in Vadodara. 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

Vadodara, India

Location

Vadodara, India

Location

Recipe/BOM control with expiry-aware inventory

Use Cases

Recipe/BOM control with expiry-aware inventory

Use Cases

Challenges

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

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

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

Dispatch readiness built into the daily routine

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. For chemicals operations in Vadodara, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Stabilising planning with live WIP and material signals

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. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For chemicals operations in Vadodara, this reduced dependence on a single person for updates. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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