Venkateswara Polymers

Stock was tracked the way most manufacturing operations track it — a spreadsheet, a set of WhatsApp messages, and someone who knows what is actually on the floor. That works until two people update the same number on the same day, or until the person who knows is on leave. Reordering ran on memory and on whoever noticed a bin was empty, which is a decision made too late by definition.

• One stock record as the single source of truth, updated on movement rather than re-keyed at the end of a shift.

• Reorder alerts driven by thresholds and lead times, raised against the people who can act on them instead of a group chat.

• An exception queue for anything that does not reconcile — a count that disagrees, a movement without a document — with the failing check named so it can be resolved rather than guessed at.

• Daily consolidated reporting, so the state of stock is a thing you read rather than a thing you assemble.

The system runs in accounts Venkateswara Polymers controls. Workflow definitions and a runbook were handed over at the end of the engagement, and the team can change the thresholds and the routing without coming back to us.