Pinnacle Engplast P Ltd

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Pinnacle Engplast P Ltd improved delivery predictability with structured execution

Bringing purchase, production and dispatch on one timeline—without adding complexity.

46%

Reduction in daily coordination time for plastics work

46%

Reduction in daily coordination time for plastics work

29%

Reduction in excess inventory across store and production

29%

Reduction in excess inventory across store and production

4→3 days

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

4→3 days

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

Pinnacle Engplast P Ltd at a glance

Pinnacle Engplast P Ltd is a medium plastics manufacturing unit based in Nashik. 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.

Plastics

Industry

Plastics

Industry

Medium

Company Size

Medium

Company Size

Nashik, India

Location

Nashik, India

Location

Stock accuracy across stores and production bins

Use Cases

Stock accuracy across stores and production bins

Use Cases

Challenges

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

Receivable status changed daily because part-payments were not tagged to specific invoices.

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

Implementation: Centralised workflow with clear owners

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 plastics operations in Nashik, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Reducing month-end surprises with traceable transactions

Earlier, collections follow-ups were scattered and disputes reopened older invoices. This broke down on part-payments; the receivable view changed daily and escalations increased. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. For plastics operations in Nashik, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Vendor coordination with structured PO follow-ups

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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 smoother handovers between departments and more predictable daily execution.

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