Job workers hold our material too long
Match issued job-work challans with acknowledged receipts and expected return dates. Use what you find to change the way this work is handled this week.
The purchase manager usually hears about this through a phone call or a last-minute request. Material sent out for plating, machining or stitching comes back late. A usable fix starts with evidence and one person accountable for the next decision.
What it looks like
- The purchase manager has to search the purchase order and goods receipt file before answering a routine question.
- Material sent out for plating, machining or stitching comes back late.
- Staff cannot locate the acknowledged PO and goods receipt note for the latest case.
- People spot the gap after a production need is discovered after the supplier can no longer deliver on time.
- The open case has no documented owner, due date or proof of closure.
Why it happens
The specific failure is left unchecked. Material sent out for plating, machining or stitching comes back late. If there is no recorded owner for that condition, the effect travels to the next team.
The work and its evidence move separately. Supplier calls and PO records often show different promised dates or conditions. Purchase cannot act early on an unconfirmed commitment.
A later hand-off exposes the gap. The store, buyer and production planner may each keep a different view of incoming material and its priority.
The less obvious cause: A control may exist on paper but still fail in practice. Test whether someone actually performs this check: count work still at each job worker by operation.
Find the first failed hand-off before changing staff targets. A completed register alone cannot prove that physical work happened.
What to check first
- Match issued job-work challans with acknowledged receipts and expected return dates. Compare dates, quantities and references. Mark an unconfirmed difference as unverified. Finish the first pass in under 30 minutes and name the missing source if needed.
- Count work still at each job worker by operation. Record the affected item or party and the person who can verify the detail. Finish the first pass in under 30 minutes and name the missing source if needed.
- Check whether in-process rejection or transit delays explain late returns. Mark each exception open, waiting for evidence or resolved, with a named next owner. Finish the first pass in under 30 minutes and name the missing source if needed.
How to fix it
- Start with one live case. Match issued job-work challans with acknowledged receipts and expected return dates. Keep the source reference before changing the record.
- Make the control explicit. Keep outside-processing stock visible by job and supplier. Put the rule in the register or sheet that staff already use.
- Set a second guardrail. Confirm partial returns and quality status before planning next operation. Confirm the exact grade, rate, quantity and due date before asking a supplier to change a commitment.
- Assign the next decision. The purchase manager records the action and its due date. A separately authorised person signs off changes affecting money, safety or customer terms.
- Review the open list. Start with items affecting today or tomorrow. Keep third-party commitments separate from completed actions.
- Check whether the rule holds. For four weeks, count open purchase lines with no reliable promised date or unresolved difference. Reopen repeat cases and identify where the control failed.
Copy this supplier commitment and exception register into a register or sheet:
| Reference / item | What went wrong | Evidence checked | Action owner | Promised date | Status / decision |
|---|---|---|---|---|---|
| P030 (example) | job worker delays | Match issued job-work challans with acknowledged receipts and exp | Purchase manager | Set at review | Open |
Retain the source reference and limit access to authorised staff.
A worked example
Illustrative example only. A plating vendor holds 460 components worth ₹92,000 beyond the agreed return date. Start by locating the source that would verify these amounts or quantities. The purchase manager records the exact exception, gives it an owner and checks the next relevant event. This example shows how to structure the decision. It does not claim that a business achieved a saving or avoided a loss.
How you know it is fixed
- Completeness: Count open purchase lines with no reliable promised date or unresolved difference at the same time every week. Record the count and the oldest item, rather than just saying things are better.
- Timeliness: Check whether the assigned person took the next action before the agreed cut-off. Keep missed dates visible instead of replacing them silently.
- Proof of closure: Sample three closed cases and locate the acknowledged PO and goods receipt note. A tick without supporting evidence is still an open control gap.
When it is more serious
Long-held material involves missing ownership or tax-compliance exposure. Hold irreversible decisions until the material facts are verified. For contracts, tax, wages or legal rights, retain source documents and consult a qualified adviser. Repeated exceptions after four reviews may require changing the control.
This works if someone does it every day. In most businesses, that someone is you.
Questions people ask
What should we check before taking action?
Match issued job-work challans with acknowledged receipts and expected return dates. Keep its date and reference. Then compare it with the acknowledged PO and goods receipt note; if they disagree, record the difference before changing either one.
Who should own the next action?
The purchase manager should own the open item. The person authorised to change money, a technical standard or a customer commitment must still approve that decision.
Can we run this control without new software?
No. Start with a shared sheet or register containing the reference, owner, promised date, status and evidence. Once those fields are reliable, decide whether a system connection is worth setting up.
When is the issue serious enough to escalate?
Long-held material involves missing ownership or tax-compliance exposure. Keep supporting records and get specialist help where relevant.