- Company
- Vaultex, a maker of steel-toe and composite-toe safety footwear
- Location
- Greater Noida, Uttar Pradesh, India
- Relationship
- GeniOS's first design partner
- Buyers
- Footwear brands, sportswear brands and industrial buyers
- Work in scope
- Bulk quotes, raw-material purchase, production lines, IS 15298 quality tests, brand audits, dispatch, GST invoices and payment terms
- Sources
- Email, chat, calendar, planning sheets and order documents, read-only to start
- First team
- The senior operations desk, followed by Sales, Production, Finance and Quality
- Agents
- A Reply Drafter and a Scheduler, with a person approving everything before it is sent
- Results
- Measured figures will be published together with Vaultex
"A wow product, especially for clearing backlogs and keeping operations smooth."
The company and its world
Vaultex is an Indian manufacturer of safety footwear based in Greater Noida, Uttar Pradesh. It makes steel-toe and composite-toe safety shoes for footwear brands, sportswear brands and industrial buyers who equip factory floors, warehouses and sites. Safety footwear sold in India is tested against the BIS standard IS 15298, so test work and test reports travel with every order.
An order at Vaultex is a chain, and each link sits with a different person:
- Quote
A brand or an industrial buyer asks for a bulk quote: a style, a toe type, a quantity and a delivery window. Sales prices it against current material costs and line capacity.
- Raw materials
Purchase buys leather, PU soles and steel toe caps. Supplier prices and lead times move, and every move changes the cost under an open quote.
- Production
Production books the order onto a line. Lines are shared between bulk orders and sample batches for brands.
- Quality
Batches are tested to IS 15298, and the reports are filed for the buyer.
- Audits
Brand customers audit Vaultex as a vendor and ask for test reports, process records and evidence that past findings were fixed.
- Dispatch and invoicing
Dispatch ships the order, Finance raises the GST invoice, and the payment terms agreed at quote time decide when the cash arrives.
None of these links is hard on its own. The difficulty is that a single buyer's request touches all of them in the same fortnight, and the people holding each link talk to buyers and suppliers on different channels.
The problem before GeniOS
Work at Vaultex moved across chat groups with buyers and suppliers, email threads, phone calls and the planning sheets the team runs its lines from. A buyer would ask for a revised price in chat in the evening, someone would reply that the quote would follow, and the formal quote email the buyer needed for their own approval never went out. A supplier's price change reached Purchase by email while Sales kept quoting on the old cost. Production booked a line for a sample batch, and a bulk order agreed the same week had nowhere to go.
The follow-ups between desks became the backlog. Each person handled what reached them, and the work that fell between two people reached nobody. Senior people carried the weight of it. Part of every week went to reading back through threads to find what had been promised, who had said yes and what was still open.
| Where it started | What slipped | Who noticed, and when |
|---|---|---|
| Chat with a buyer | A quote promised in chat and never emailed | The buyer, when they chased it |
| Supplier email to Purchase | A toe-cap price rise that never reached Sales | Finance, when the margin came in thin |
| Line booking sheet | A bulk order with no slot after a sample batch | Production, when the order arrived |
| Audit request | Test reports spread across mail, folders and the lab sheet | Quality, days before the audit |
| Buyer call | A request for longer payment terms with no decision | Finance, when the invoice went out |
How Vaultex connected its tools
Vaultex did not change how it works to start with GeniOS. The team kept its chat groups, its email and its sheets, and connected them so GeniOS could read them.
- Choose where promises live
The team picked the sources where commitments are made and tracked: email for quotes and supplier mail, team chat, the calendar for buyer reviews and audits, and the planning sheets and order documents.
- Read-only to start
Every source was connected with read access only. GeniOS reads and changes nothing in Vaultex's tools, and any source can be disconnected at any time.
- Walk through permissions
We went through the exact permissions for each source with the team before anything was connected, and agreed which accounts and folders were in scope.
- Start with one team
The first team was the senior operations desk, where the backlog sat. That desk already watched every link of the chain, so it could tell quickly whether GeniOS was right.
- Add desks one at a time
Sales, Production, Finance and Quality followed, each once the desk before it trusted what it was receiving.
The full list of sources Vaultex connected will be published together with Vaultex. If you want to see what this looks like for your own stack, the playbook on choosing your first sources covers the same decisions.
How GeniOS formed the goals
GeniOS does not start with a form to fill in. It reads the company's own emails, documents and meetings and drafts the goals the company is already working toward. The team then reads those goals, fixes the wording and the owners, and removes anything that is no longer true. That review is the step that makes the rest of the work trustworthy, because every piece of intelligence is checked against these goals.
| Goal | Where it came from | What GeniOS checks against it |
|---|---|---|
| Answer every bulk quote request in writing, on current costs | Buyer threads and quote documents | Quote requests with no sent quote, and quotes priced on an old cost |
| Keep every agreed delivery date on the production plan | Order confirmations and line sheets | Agreed dates with no line slot |
| Be ready for every brand audit | Audit requests and quality files | Reports and records an auditor asked for that are not yet gathered |
| Agree and collect on clear payment terms | Term discussions and invoices | Term requests with no decision, and invoices raised on terms nobody confirmed |
| Keep material costs current | Supplier mail to Purchase | Price and lead-time changes that have not reached Sales or Production |
The situations GeniOS picked up
With the goals agreed, GeniOS checks each desk's pending work against them and picks out the situations that need someone to act. Here are six of the kinds it raised at Vaultex.
A quote promised in chat, never emailed
A national footwear brand asks for a quote for 12,000 pairs of S3 steel-toe shoes ahead of a vendor review on Friday at 11:00. At $12 a pair the order is worth about $144,000. Sales replied in chat that the quote would follow. Two days later there is no quote email in the thread, and the review is close.
A supplier price change under an open quote
The steel toe-cap supplier writes to Purchase with a higher price from next month. The open quote for the national brand was costed on the old price, and nobody in Sales has seen the supplier's email.
A line clash
Line 2 is booked for a sample batch for a global sportswear brand, due on 15 November. The bulk order Sales is about to confirm would need the same line in the same weeks, and the plan has no slot for it.
Audit evidence in three places
The global sportswear brand has scheduled a vendor audit for next month. Its checklist asks for IS 15298 reports for recent batches. Some reports sit in email, some in a shared folder and some only in the lab's sheet.
Payment terms with no decision
On a call, the national brand asks for 60-day payment terms. The request is in the call notes and in one follow-up email. Nobody in Finance has decided, and the quote cannot go out with terms left open.
A dispatch with no invoice
An industrial buyer's consignment leaves the factory, and the dispatch note is on record. The GST invoice has not been raised, so the payment clock has not started.
The intelligence, and what happened next
For each situation GeniOS sends one piece of intelligence to one person. It says what happened, what to do, why it matters to the company's goals, who owns it and by when. Every piece ends with four answers: Delegate, Done, Later or Not relevant.
| Situation | Sent to | Answer | What happened next | Closed on |
|---|---|---|---|---|
| Quote not emailed | Sales head | Delegate | A Reply Drafter drafted the quote email on the new toe-cap cost; the sales head edited it and approved it | The sent quote in email |
| Toe-cap price change | Purchase lead | Done | The item stayed open until the revised costing was shared with Sales | The costing email to Sales |
| No line slot | Production manager | Later | Parked until the sample dates were firm, then returned on the date given | The revised plan shared by email |
| Audit evidence | Quality lead | Delegate | Passed to a quality executive to gather the reports; a Scheduler proposed a prep meeting, approved by the lead | The reports shared and the meeting on the calendar |
| 60-day terms | Finance lead | Delegate | The finance lead decided, and a Reply Drafter drafted the answer to the buyer for approval | The reply in email |
| A reminder about a sample the buyer had cancelled by phone | Production manager | Not relevant | Dismissed; GeniOS learned the sample was off | Closed by the owner |
Approval before anything is sent. GeniOS thinks and delegates. The agents draft. A Reply Drafter writes the email, a Scheduler proposes the meeting, and nothing goes to a buyer, a supplier or a colleague until a person at Vaultex has read it and approved it. The approval rules are the team's own, set the way the playbook on setting approval rules describes.
Closed on proof. An item marked Done stays open until GeniOS finds the evidence: the sent email, the meeting on the calendar, the updated plan. Nothing is cleared on someone's word, so the open list stays honest.
Learning from answers. Every answer, including a Not relevant or a change of owner, shapes what GeniOS sends next and to whom.
What changed for the team
The backlog became a list of owned situations. Instead of a pile of threads, each desk sees what is theirs, what to do and by when. The senior operations desk stopped spending its weeks reconstructing who had promised what, because the situation arrives with the thread, the person and the date already joined.
- Quotes go out in writing. A promise made in chat now turns into a sent quote, priced on the current material cost.
- Price changes reach Sales. A supplier's change lands with the person whose quote it affects, while the quote is still open.
- Line clashes surface before the order is confirmed. Production hears about a bulk order while there is still time to move a slot.
- Audits start earlier. Quality gathers reports weeks ahead, from one list, without a war room.
- Finance sees terms before the invoice. Term requests get a decision while the quote is open, and invoices go out when the goods do.
"A wow product, especially for clearing backlogs and keeping operations smooth." Anisha, Senior Executive, Vaultex.
The measured side of this, how much of the work automation carried from start to proof and how often a person had to step in, will be published together with Vaultex.
The rollout, week by week
| Week | What the team did | What GeniOS did |
|---|---|---|
| Week 1 | Connected the operations desk's sources read-only and reviewed the drafted goals | Read the history, drafted the goals and listed what was already open |
| Week 2 | The operations desk answered every piece of intelligence and corrected wrong owners | Learned from each answer which desk owns which kind of work |
| Week 3 | Added Sales and Production | Joined quote requests to line slots and supplier costs |
| Week 4 | Added Finance; first delegations to a Reply Drafter, every draft approved | Raised term and invoice situations; closed items only on sent email |
| Week 5 | Added Quality for audit preparation; a Scheduler for prep meetings | Gathered audit requests into owned situations with dates |
| Week 6 on | Reviewed what automation carried and where people stepped in; sent feedback to us | Kept learning from answers; the product changed from Vaultex's feedback |
The same pattern, one team first and read-only, then delegation to people and then to agents, is written up as a general plan in your first 30 days with GeniOS.
What is next
Vaultex keeps using GeniOS while it is being built, and its feedback keeps shaping the product. The next steps are supplier follow-ups on lead times, more of the routine buyer correspondence handed to agents under the team's approval rules, and the measured part of this case study, which will be published together with Vaultex.
To understand the idea behind this work, read what company intelligence is. If your company runs on chat, email and sheets the way Vaultex does, book a call or contact us, and we will walk through what GeniOS would read first.