Valence Advanced Materials Private Limited

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Valence Advanced Materials Private Limited tightened shop-floor control with a centralised workflow

Standardising approvals and handovers so teams work off the same numbers.

37%

Reduction in daily coordination time for chemicals work

37%

Reduction in daily coordination time for chemicals work

23%

Reduction in excess inventory across store and production

23%

Reduction in excess inventory across store and production

7→2 days

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

7→2 days

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

About Valence Advanced Materials Private Limited

Valence Advanced Materials Private Limited is a small chemicals manufacturing unit based in Bangalore. 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

Bangalore, India

Location

Bangalore, India

Location

RM consumption visibility and reorder discipline

Use Cases

RM consumption visibility and reorder discipline

Use Cases

Challenges

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

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

Dispatch dates slipped because packing list, invoice and transporter booking were not in sync.

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. For chemicals operations in Bangalore, 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.

Before: Too many moving parts, no single view

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. QC marked holds against lots, and planners saw only cleared stock as available for production. 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.

Controlling rework through traceability and holds

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. The practical outcome was smoother handovers between departments and more predictable daily execution.

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