S.S. Engineering Works Limited is an integrated water, wastewater, and environmental engineering company: STPs, ETPs, MBR/MBBR systems, water treatment, filtration, desalination, and solid waste management, serving government, municipal, industrial, and commercial clients. 25+ years in water treatment, 400+ projects delivered. Their operations now run on Arjava.
The situation
An established STP/ETP contractor running multiple concurrent projects, with procurement, stores, site execution, and billing all coordinated over Excel, phone calls, and WhatsApp. That's not unusual, it's how most contractors of their size operate. The problem isn't the tools individually. It's what happens when nobody can see across all of them at once.
The problem
There was no live view of stock or project cost. Approvals happened over chat, which meant no consistent record of who approved what and when. Discrepancies between what was planned and what actually happened stayed invisible until year-end reconciliation, by which point there was nothing left to do but note them down. And because none of this was systemized, almost every decision routed back through the owner.
The intervention
Arjava mapped the tender-to-billing lifecycle end to end, then rolled it out module by module: procurement, inventory, projects, approvals, and dashboards, deployed on the client's own infrastructure.
The results
A bank guarantee validity alert caught a submission before it went out invalid. After a corrigendum pushed the submission date back by 8 days, the system flagged that the BG's 180 day validity window no longer covered the new deadline, catching it before the tender was filed.
Purchase approvals dropped from 3 days to same-day, once the workflow moved off chat threads and into a system with an actual approval chain.
Zero new hires. One existing coordinator absorbed a growing project load, capacity added without adding payroll.
Tender document review dropped from 2 to 3 hours to 3 to 4 minutes. Scope of work, contractual terms, the structure register, the equipment register, and key milestones used to need a senior resource's focused attention to read through. Now that analysis happens in the system and is available on demand.
Platform adoption is running at roughly 88% at S.S. Engineering Works and roughly 96% at Shanti Infraconstruct.
These figures are reported by the client from their own platform records. They have not been independently audited. Baselines and methodology are available on request.