VALUE EVENT MANAGEMENT SERVICES

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From scattered sheets to one workflow: VALUE EVENT MANAGEMENT SERVICES's ops reset

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

42%

Reduction in daily coordination time for plastics work

42%

Reduction in daily coordination time for plastics work

25%

Reduction in excess inventory across store and production

25%

Reduction in excess inventory across store and production

3→2 days

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

3→2 days

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

Inside VALUE EVENT MANAGEMENT SERVICES

VALUE EVENT MANAGEMENT SERVICES is a micro plastics 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.

Plastics

Industry

Plastics

Industry

Micro

Company Size

Micro

Company Size

Bangalore, India

Location

Bangalore, India

Location

Customer-wise variants + dispatch readiness

Use Cases

Customer-wise variants + dispatch readiness

Use Cases

Challenges

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

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

Payment follow-ups depended on WhatsApp threads; disputes re-opened invoices at month-end.

Implementation: Centralised workflow with clear owners

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

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. 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, 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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. For plastics 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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