PHEONIX POLY PRODUCTS PRIVATE LIMITED

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From scattered sheets to one workflow: PHEONIX POLY PRODUCTS PRIVATE LIMITED's ops reset

A practical shift from WhatsApp/Excel coordination to trackable daily execution.

53%

Reduction in daily coordination time for packaging work

53%

Reduction in daily coordination time for packaging work

30%

Reduction in excess inventory across store and production

30%

Reduction in excess inventory across store and production

9→3 days

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

9→3 days

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

How PHEONIX POLY PRODUCTS PRIVATE LIMITED operates

PHEONIX POLY PRODUCTS PRIVATE LIMITED is a micro packaging manufacturing unit based in Bangalore. 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

Micro

Company Size

Micro

Company Size

Bangalore, India

Location

Bangalore, India

Location

Material planning for films, inks & adhesives

Use Cases

Material planning for films, inks & adhesives

Use Cases

Challenges

Store stock looked fine on paper but production bins were empty when job cards started.

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

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

Before: Too many moving parts, no single view

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. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

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. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Cleaning masters to make reports match reality

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For packaging operations in Bangalore, 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.

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