Redefining Speed in Jindal Stainless
The Challenge
As a market leader, Jindal Stainless began identifying opportunities to further optimise its supply chain operations. Lead times were higher than global benchmarks, certain capabilities within the SAP ERP system were not being fully leveraged, and process variations across functions occasionally created bottlenecks.
Sales, procurement and logistics were operating with limited cross-functional integration, which led to delays, additional approval steps and gaps in coordination. This sometimes resulted in customers experiencing variations in delivery timelines, reduced visibility and higher costs driven by surplus inventory.
The absence of a fully unified, data-driven system also meant that management did not always have seamless real-time oversight, which could slow down decision-making. To strengthen competitiveness, Jindal Stainless saw the need to build a faster, more transparent and customer-focused supply chain supported by greater automation, agility and alignment across teams.
The Approach
PBOPlus was engaged to redesign the supply chain and end-to-end service cycle with the mission of making Jindal Stainless faster, more transparent, and customer-centric. Under the diagnostic and approach phase, PBOPlus mapped system gaps and defined steps to enhance efficiency across operations.
Conducted a 1-month diagnostic
To identify systemic gaps in sales, procurement, and logistics.
Defined baseline
Performance and aligned management on measurable KPIs.
Designed agile
Cross-functional processes to reduce lead time across sales order management, purchase requisitions, and truck turnaround.
Introduced dashboards and visibility
Tools to give customers real-time updates on their orders.
The Execution
Process Re-Design (7 Chakra Model)
Realigned supply chain processes with defined time norms, escalation matrices, and alternate approvers to eliminate bottlenecks.
ERP Reconfiguration
Leveraged SAP Hybris to automate order releases and improve process hygiene.
Truck Turnaround Optimisation
Re-engineered logistics with gate-to-delivery tracking and elimination of non-value-adding activities.
Customer-Centric Approach
Implemented a two-way model with supplier scoring and automated notifications, improving responsiveness and accountability.
Demand Sensing with ML
Integrated ML models to forecast demand, align sales funnels, and improve KPI tracking.
Non-Value Add (NVA) Elimination
Shifted focus from manual interventions to value-adding activities using structured tools, dashboards, and daily performance reviews.
The Results
The transformation delivered tangible, measurable impact across the supply chain:
70%+ reduction in Sales Order lead time (PO receipt to SO release).
60%+ reduction in Truck Turnaround Time, improving flow and reducing congestion.
60%+ reduction in Procurement lead time (PR to PO release).
30% improvement in depot order turnaround.
Real-time visibility for customers through automated notifications that significantly improved trust and satisfaction.
Employee Optimisation by reducing manpower needs in the supply chain through process automation and elimination of redundant activities.