Pune manufactures for other people’s assembly lines, and an assembly line does not wait. Supply against schedules, vendor-managed stock at the customer’s plant, rejections that come back weeks later, and payment terms set by somebody much larger than you — that is the working reality in Chakan and Pimpri.
| Part | Scheduled | Supplied | Balance |
|---|---|---|---|
| Bracket assembly LH | 12,000 | 9,400 | 2,600 |
| Bracket assembly RH | 12,000 | 9,400 | 2,600 |
| Mounting plate | 6,000 | 6,000 | 0 |
A sales order that stays open against a monthly schedule, with supplied and balance visible daily rather than reconstructed at month end.
Material returned by a customer weeks after supply, credited against the original invoice and the replacement tracked separately.
Machining, plating and heat treatment out and back, with stock staying yours at each vendor.
Material, operations and overhead per part, with planned against actual on every production run.
Ageing on the terms your customer actually imposed, so the cash position is real.
Two and three shift rosters with unpaid breaks deducted and overtime computed against the shift worked.
Yes. The schedule sits as an open sales order, deliveries are made against it, and scheduled-versus-supplied-versus-balance is a live figure rather than something assembled at the end of the month.
As a credit note against the original invoice, restoring stock and reversing the tax, with any replacement supply tracked as its own document so the two are not confused in the margin.
Yes — planned against actual per production run, with material, labour and overhead separated, which is where the variance on a tight-margin component actually shows up.
Yes, as branches of one company, each with its own stock and its own costs, with consolidated and branch-wise reporting from the same postings.
Start free, open a sales order against a call-off, and watch the balance update as you supply.