Coastal Corporation - TranZact AI

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Coastal Corporation

Coastal Corporation improved delivery predictability with structured execution

Standardising approvals and handovers so teams work off the same numbers.

5→2 days

Improvement in order-to-dispatch lead time for auto ancillary work

5→2 days

Improvement in order-to-dispatch lead time for auto ancillary work

16%

Reduction in scrap/rework across store and production

16%

Reduction in scrap/rework across store and production

65 mins→19 mins

Faster daily MIS and stock reporting with fewer last-minute follow-ups

65 mins→19 mins

Faster daily MIS and stock reporting with fewer last-minute follow-ups

Inside Coastal Corporation

Coastal Corporation is a medium auto ancillary manufacturing unit based in Pune. Their day-to-day work involves coordinating orders, material availability, production execution and dispatch commitments. Earlier, updates were shared through a mix of Excel sheets, calls and WhatsApp, which made it hard to keep everyone aligned. By moving to a centralised workflow, the team standardised handovers, reduced rework in reporting, and improved execution predictability.

Auto Ancillary

Industry

Auto Ancillary

Industry

Medium

Company Size

Medium

Company Size

Pune, India

Location

Pune, India

Location

PO-linked production planning + vendor scheduling

Use Cases

PO-linked production planning + vendor scheduling

Use Cases

Challenges

Shortage was detected only when the supervisor walked the floor, not when planning was done.

PO approvals got stuck with managers, leading to last-minute buying and frequent expedite.

Batch/lot traceability gaps made it hard to isolate which raw material caused a quality issue.

Controlling rework through traceability and holds

Earlier, store stock, WIP and finished goods were tracked in separate sheets and message threads. This broke down whenever priorities changed—material looked available, but the line stalled due to bin-level shortages. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Dispatch readiness built into the daily routine

Earlier, vendor follow-ups were call-driven and depended on whoever remembered to push. This broke down during peak load—approvals got delayed and committed dates slipped without a simple exception view. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

Earlier, QC holds and rework notes were kept on paper and were not visible to planning. This broke down during rejections; without traceability, isolating root cause took days and blocked dispatch. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. QC marked holds against lots, and planners saw only cleared stock as available for production. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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