TranZact

Manufacturing in India requires 3 irreversible decisions made before you move. Most founders mess this up by starting with capital or a building. The 1st decision is structural. Are you solving a problem that exists in Indian manufacturing or are you building a business model from scratch? The 2nd decision is capital intensity. If you need less than 2 crore upfront, you can run on revenue. If you need more, you’re dependent on investors who will dictate your path. Choose which race you want to run. This changes everything about your timeline, your margin targets, and who your early customer has to be. The 3rd decision is the margin you can defend. Manufacturing is a margin business. If your economics only work at 35% gross margin but the market consolidates at 15%, you’ve built a business that can never be competitive. Run the unit economics backwards from what you can actually sell into the market. Not what you hope to sell. After that, execution is just discipline. Location matters less than people thought it does now. Compliance matters more, and your first customer should never be someone you know. #manufacturing #growth #strategy #insights #business

A year ago I told a factory owner: “Stop running this yourself.” I said: “AI should run this” he laughed Today, two of the most important names in AI made the same bet with us. TranZact has been selected for the inaugural cohort of the Agentic AI Accelerator by Anthropic and AWS (one of just 40 startups across India) Here’s the thing: AI doesn’t need to think better. It needs to act better. Most AI products are consultants. They give you answers you still execute. But a factory owner doesn’t need answers. He needs: > sales running without him > Purchases happening on their own > Inventory staying right. That’s your AI teammate right there. Being in the first cohort isn’t just a milestone. It’s a responsibility. Because now the frontier is building alongside us. That means we build faster and bolder for the 10,000 manufacturers already with us, and the millions who come next. So what now: We build in the open across 8 weeks. You’ll see what works, what breaks, what changes. This is manufacturing in India changing. Agentic AI Accelerator, TranZact

What if a manufacturer could actually let go of the day-to-day and work on the business instead? We’ve spent 9 years building that. TranZact now runs in 10,000+ factories across India. It doesn’t just report what happened. It flags what’s about to break and adjusts the plan automatically. Simple example: a customer order comes in for 500 units. The system instantly checks raw material availability, production capacity across three lines, and committed orders. If you’re short on material, it can generate a PO to your fastest supplier from last quarter. If a production line is booked, it recommends which line can absorb it with the least schedule impact. Lastly, The owner gets one summary instead of running through spreadsheets and phone calls. What’s the constraint you’re tired of managing manually? #manufacturing #Operation #MSME

The WEF's Future of Jobs Report says the fastest-growing roles are in AI, strategic advisory, and digital content. The slowest to disappear are the ones that require genuine judgment. I've been thinking about what that actually means for how we hire. > For most of the last decade, experience was the proxy for judgment. > We hired for years logged, companies worked at, titles held. It was a shortcut that mostly held. > What the data now suggests is that the shortcut is breaking down, and the underlying question it was meant to answer ‘Can this person think clearly under pressure, adapt when the context changes, and make good decisions without a playbook?’ has become the question itself. Skills can be measured & credentials can be verified. Judgment is harder to find, and almost impossible to develop in someone who doesn't already have the instinct for it. The organisations that will build well over the next decade are probably already asking different questions in the room. #leadership #hiring #strategy

Same product with 3 different names. One problem nobody talks about. It happens more than you'd think. You make one component. But your domestic team calls it Product A, your export team calls it Product B, and a key client insists on calling it Product C. The item is identical. But now your system is tracking three separate products and your inventory is slowly drifting into chaos. The usual response is manual fixes. Someone moves stock between buckets. Nobody logs it properly. A month later, the numbers don't add up and nobody remembers why. The fix is simple: 1. Log every stock movement between variants as a formal transfer, not a quick correction 2. Add an approval step so no adjustment happens without someone signing off That's it. Now every movement has a paper trail. Every discrepancy has an owner and your team stops spending weekends reconciling numbers that should have never been misaligned. Small process change. Surprisingly large impact. The organisations I respect most are the ones that fix the informal before it becomes unmanageable. #inventory #supplychain #warehouse #operations #ERP

Global buyers are rebuilding their supplier lists. After years of depending on the same markets, they got burned: delays, shortages, geopolitical risk. 1. Now they want options 2. They want reliability 3. Increasingly, they're looking at India (https://lnkd.in/dx28svGS) Engineering goods, auto components, chemicals, textiles, processed foods, electronics: export orders across all of these are climbing. Not because Indian manufacturers undercut everyone on price, but because they showed up when others couldn't. That's a different kind of reputation to build and a harder one to lose. But the real work starts now: Winning an export order is a moment but delivering on it consistently, at scale, across time zones and compliance requirements & that's what turns a one-time buyer into a long-term partner. The window is open. The manufacturers who treat this as a systems problem, not just a sales opportunity, are the ones who will still be growing 10 years from now. #globalbuyers #manufacturers #export

A rubber manufacturer we worked with had a rejection problem. Parts were being flagged at two points, during production and before dispatch. But nobody could tell you what happened to those parts in between. Repairable stock was getting mixed with scrap. Nothing was being tracked. Every week the team was guessing how much they had actually lost because the numbers simply did not exist. It is a visibility problem. Here is what we changed. 1). Every rejected part now goes into a dedicated holding area before any decision is made about it.  2). Nothing jumps straight to scrap. From there, parts that can be repaired go into a proper repair process with clear tracking at each step.  3). Every single movement, from production to holding, from holding to repair, from repair to finished goods or scrap, is recorded with someone's name attached to it. Before this, the team was guessing. After this, they could see exactly what they produced, what they lost, what they recovered, and what it all cost them. Rejections will always happen in rubber manufacturing. Losing track of them is a choice, and an expensive one. #manufacturing #quality #operations

India's middle class is spending more than ever before. More people are buying appliances, packaged food, construction materials, EVs, and everyday lifestyle products. It's a generational shift in how hundreds of millions of people live and what they expect. The manufacturers growing fastest right now are not always the biggest. They are the ones who can scale quickly when demand arrives. Because in a market moving this fast, the limiting factor is rarely the customer. It's capacity. Building a factory is one thing. Building a factory that can double output without compromising quality, timelines, or supplier relationships; that is the real competitive edge. 1. Market share won during a demand surge tends to stay 2. The manufacturer who shows up reliably when it matters earns a position that competitors find very hard to take away The demand is already here. The manufacturers who are ready for it will look back at this decade as the one that defined them. #manufacturer #factory #supplier #demand

Someone asked me recently what underrated skill has shaped my career most. I thought about it for a moment. The answer wasn't a technical skill or a business framework. It was RELATIONSHIPS. Not networking in the way people usually mean it: events, business cards, LinkedIn requests. The real kind. Built slowly, through genuine interest in the other person, with no immediate outcome in mind. Earlier in my career, I learned quickly that what opens doors isn't a title or a track record. It's people who trust you enough to make an introduction or pick up the phone. The people I've seen build the strongest networks weren't trying to build one. They were just consistently useful, consistently present, and genuinely interested in others. The network followed naturally. If I could tell my younger self three things, it would be this: 1. Invest in people long before you need anything from them. 2. Relationships built out of necessity are transactions. 3. Relationships built over time, without keeping score, become something you can lean on when it really matters. That kind of foundation has carried me through more difficult moments than any plan ever did. #relationships #networking #career #growth #leadership