Our results speak

Summits conquered with our clients

We don't measure success in slides, but in service levels, days of inventory, lead times and cash flow freed up.

Success stories

Big results in large, complex companies

Our experience is focused on achieving big results in strategy and operations for companies in complex, highly variable environments.

Food · Consumer goods

Service from 96% to 99% with far less variability

The leading food group in Colombia and one of the most representative in Latin America: USD 2.5 billion in sales, 10 production plants and more than 30 regional warehouses.

We redesigned the operating model with DDMRP in sourcing, production and distribution, and supported the rethinking of the S&OP model of the meats business. In the first months the service level rose while keeping the same WMAPE, with far less variability and better inventory turnover than the previous model. Across the group, service levels stabilized above 98%, freeing up millions of dollars in inventory.

96% → 99%Service level

Same WMAPEWithout improving the forecast

> 98%Service stabilized across the group

Steel and metals

★ First successful DDOM case in Latin America

From 80% to over 90% service, with a record 97% OTIF

Leading business group in the steel industry in the Andean region and Central America, with sales of more than 500,000 tons a year.

The DDMRP implementation in Colombia consistently reduced backorders by more than 70%, with a reduction of over 20% in on-hand inventory. It also significantly reduced transactional work —spreadsheets are no longer used for most operational decisions—, better aligned the portfolio with the market and provided end-to-end visibility. It was the first successful DDOM case in Latin America, presented at the global Demand Driven World event (Amsterdam, 2019), and is now being extended to the subsidiaries in Costa Rica and Ecuador with SAP IBP DDR: the first multinational implementation of this tool in Latin America.

97%Record OTIF

−70%Backorders

−20%On-hand inventory

Footwear · Manufacturing and retail

From 95% to 98–99% service with half the inventory

Leading footwear manufacturer and retailer in the Andean region and Central America, with sales of more than USD 200 million.

We redesigned the operating model with stock buffers along the chain in three countries —Colombia, Ecuador and Peru— and designed a new demand-driven distribution model to the points of sale. Distribution centers that were thought necessary to serve the last mile were eliminated, saving more than USD 20 million in investment, space and inventory, and enabling growth with the construction of a new plant in Colombia.

USD 20 MFreed up in investment, space and inventory

½Of the previous inventory

3 countriesColombia, Ecuador and Peru

Assemblers · Motorcycles

Sales tripled and lead times cut by more than half

Colombia's leading motorcycle and motorcycle-parts assembler, with sales of nearly COP 1 trillion.

Over the four years we worked with the company to improve its competitiveness, it reached service levels above 95% and drastically compressed its delivery times, both in production and in distribution to the second tier of the network.

×3Sales growth

8 → 3.5 daysProduction lead time

7 → 3 daysTier-2 distribution lead time

Pharmaceutical retail and distribution

From 82% to 95% service across nearly 20,000 SKUs

One of the major players in pharmaceutical distribution and retail in Colombia: more than 250 pharmacies, a wholesale channel and sales above COP 500 billion.

With our support the company became the market benchmark for availability, across a portfolio of nearly 20,000 SKUs in more than 250 stores —today more than 2 million inventory positions— with a 24-hour picking, dispatch, tier-2 distribution and delivery process.

82% → 95%Service level

COP 5 BLess inventory in under 1 year

24 hoursFrom picking to delivery

Auto parts · Distribution

Profitability tripled and bank debt paid off

Companies of Grupo Peláez, the leader in Colombia's auto-parts sector: hundreds of wholesalers, thousands of SKUs in the portfolio, long lead times and highly variable demand.

The redesign of the operating model allowed both companies to raise their service levels and the factory to compress its lead times by almost half. The branches where the tier-2 distribution solution was implemented tripled their profitability, and the company generated so much cash flow that it paid off all of its bank debt.

79% → 95%Service level

35 → 18 daysFactory lead time

×3Branch profitability

Women's fashion · Retail

Met growing targets in a shrinking sector

One of the most important women's fashion companies in Colombia and Latin America, with stores in 3 countries. This sector faces some of the highest and most complex variability on the planet.

The operations management model implemented achieved, in 2018, a faster and more flexible operations process, capable of meeting the company's growing targets in the middle of a shrinking sector. And it did so with higher profitability: the commercial target was reached with several million dollars less in inventory, a variable that is a constant concern in this sector.

3 countriesWith its own stores

Several USD MLess inventory

Sector ↓Grew against the tide

Retail · In-store availability

Grew 6% while the rest of the sector shrank

Retail chain with thousands of short-life-cycle SKUs.

Improved its in-store availability and grew 6% in 2023 while the rest of the sector shrank, optimizing its inventory at the same time.

+6%Growth in 2023

Inventory ↓Optimized at the same time

Why us

We share the risk

A % of our fees is tied to the results and benefits agreed with the company for the implementation.

The indicators for those results and the other terms are set by mutual agreement, and generally measure the impact achieved on profitability, productivity, service levels, sales and inventory turnover, among other aspects.

Our consultants have extensive experience delivering results for large companies, which guarantees the expected benefits are obtained and minimizes the risks of hiring consultants with less experience in large, complex organizations.

Clients