Frontier Polymers Pvt.Ltd.

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Frontier Polymers Pvt.Ltd. improved delivery predictability with structured execution

Turning daily follow-ups into a repeatable workflow across departments.

40%

Reduction in daily coordination time for packaging work

40%

Reduction in daily coordination time for packaging work

14%

Reduction in excess inventory across store and production

14%

Reduction in excess inventory across store and production

7→2 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

7→2 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

Frontier Polymers Pvt.Ltd. at a glance

Frontier Polymers Pvt.Ltd. is a medium packaging manufacturing unit based in South West Delhi. 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.

Packaging

Industry

Packaging

Industry

Medium

Company Size

Medium

Company Size

South West Delhi, India

Location

South West Delhi, India

Location

Material planning for films, inks & adhesives

Use Cases

Material planning for films, inks & adhesives

Use Cases

Challenges

Transporter availability was confirmed late, so finished goods piled up near the gate.

Priority orders jumped the queue; other jobs got half-started and left in between.

QC holds were not reflected in available stock, leading to accidental usage.

Reducing month-end surprises with traceable transactions

Earlier, dispatch readiness depended on people coordinating invoice, packing and transporter on calls. This broke down when transporter slots moved; finished goods were ready but paperwork and packing lagged behind. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For packaging operations in South West Delhi, this reduced dependence on a single person for updates. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Controlling rework through traceability and holds

Earlier, the daily plan was decided in fragments—by urgency, not by capacity and material signals. This broke down as soon as urgent orders came in; jobs were half-started and WIP piled up across stages. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. 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.

After: Predictable execution, fewer escalations

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. QC marked holds against lots, and planners saw only cleared stock as available for production. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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