Project Overview

Hodek was established in Pune, India by Mr. Prabhat Karkhanis (Chairman of Hodek Group) in 1976 to supply precision machined components of dampers for IC Engines. The entrepreneur in him envisioned the evolution of modern-day Internal combustion engines and the growth of the automotive industry. He collaborated with Holset UK in 1980 to develop Torsional vibration dampers. He is credited for pioneering technology in India. Today Hodek stands as a technology leader and supplier of choice for the industry. In 2011 Acquisition of AMBA Foundry at Dharwad Having a Capacity of 150 Tons Per Month & In 2017 Started Machining Plant at Belgaum. Started First Export Dispatch from Dharwad Plant.

The integration of Bways ERP at Amba Foundry brought significant improvements in operational efficiency and control. All stock points across multiple locations were clearly defined within the system, and a standardized material master was created using proper naming conventions and categorization for accurate tracking and reporting. Pre-configured voucher types and workflows were implemented for each transaction type, allowing for clear segregation and streamlined control of both Foundry and Machine Shop (Job Work) activities, including outsourced processes. Centralized MIS reporting was made available to the Head Office in real-time, supported by dashboards and summary reports that help monitor branch operations and stock movements effectively. The system was also configured for statutory compliance, including GST and TDS, with automated return generation and ledger maintenance, eliminating the need for duplicate efforts. Furthermore, defined user roles and access rights were established based on job functions, with a role responsibility matrix approved by the Head Office to ensure data accuracy and accountability.

Team working on a project
Developer writing code

The Challenge of the Project

  • Inefficient Stock Management Across Locations Difficulty in tracking inventory due to the absence of a centralized system, resulting in stockouts or excess inventory.
  • Lack of Real-Time MIS Reporting Head Office lacked timely access to MIS reports from branches, hindering effective monitoring and strategic decision-making.
  • Manual Effort in Statutory Compliance Compliance data for GST, TDS, etc., was manually maintained and re-entered, increasing workload and audit risks due to potential human error.
  • Poor Inter-Branch Communication Inconsistent coordination between branches and Head Office caused delays and reduced accountability in operations.
  • Untrained and Unassigned Users Lack of trained personnel and clearly defined responsibilities led to process inefficiencies and unreliable data.