Pujashree Products Global Private Limited

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Pujashree Products Global Private Limited tightened shop-floor control with a centralised workflow

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

25%

Reduction in daily coordination time for plastics work

25%

Reduction in daily coordination time for plastics work

24%

Reduction in excess inventory across store and production

24%

Reduction in excess inventory across store and production

4→1 days

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

4→1 days

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

Pujashree Products Global Private Limited at a glance

Pujashree Products Global Private Limited is a small plastics manufacturing unit based in New 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.

Plastics

Industry

Plastics

Industry

Small

Company Size

Small

Company Size

New Delhi, India

Location

New Delhi, India

Location

Customer-wise variants + dispatch readiness

Use Cases

Customer-wise variants + dispatch readiness

Use Cases

Challenges

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

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

Customer statements took hours to reconcile due to scattered notes and missing debit/credit references.

Before: Too many moving parts, no single view

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. For plastics operations in New Delhi, 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, masters and transactions were split across Excel, accounting exports and WhatsApp updates. This broke down at month-end; teams rebuilt the same report multiple times and still debated the numbers. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was smoother handovers between departments and more predictable daily execution.

After: Predictable execution, fewer escalations

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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