SRI SAI POLYBLENDS PVT LTD

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SRI SAI POLYBLENDS PVT LTD tightened shop-floor control with a centralised workflow

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

45%

Reduction in daily coordination time for packaging work

45%

Reduction in daily coordination time for packaging work

22%

Reduction in excess inventory across store and production

22%

Reduction in excess inventory across store and production

6→1 days

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

6→1 days

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

About SRI SAI POLYBLENDS PVT LTD

SRI SAI POLYBLENDS PVT LTD is a small packaging manufacturing unit based in Gurgaon. 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

Small

Company Size

Small

Company Size

Gurgaon, India

Location

Gurgaon, India

Location

Material planning for films, inks & adhesives

Use Cases

Material planning for films, inks & adhesives

Use Cases

Challenges

Dispatch dates slipped because packing list, invoice and transporter booking were not in sync.

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

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

After: Predictable execution, fewer escalations

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For packaging operations in Gurgaon, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Controlling rework through traceability and holds

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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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