SHALIN COMPOSITES INDIA PVT. LTD.

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SHALIN COMPOSITES INDIA PVT. LTD. improved delivery predictability with structured execution

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

23%

Reduction in daily coordination time for plastics work

23%

Reduction in daily coordination time for plastics work

22%

Reduction in excess inventory across store and production

22%

Reduction in excess inventory across store and production

9→1 days

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

9→1 days

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

How SHALIN COMPOSITES INDIA PVT. LTD. operates

SHALIN COMPOSITES INDIA PVT. LTD. is a medium plastics manufacturing unit based in Mumbai. 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

Mumbai, India

Location

Mumbai, India

Location

Stock accuracy across stores and production bins

Use Cases

Stock accuracy across stores and production bins

Use Cases

Challenges

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

No simple view of vendor-wise delays, so the same issues repeated every month.

WIP quantity was unknown across stages, so dispatch dates moved every evening.

Stabilising planning with live WIP and material signals

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. For plastics operations in Mumbai, 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.

Implementation: Centralised workflow with clear owners

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. 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.

Cleaning masters to make reports match reality

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 that teams stopped re-entering the same data and acted on exceptions early.

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