Success cases

30% procurement cost reduction (petroleum company)
Successful outsourcing: movement of aggregates and water treatment (petroleum company), replacement of electromechanical % eters with electronic ones (energy distributor)
10-30% cost reduction in single-source suppliers through creative negotiations achieving a win-win situation (petroleum company)
12 million USD saved annually by optimizing the logistics of ash transportation (power generation)
Assets mobilization of 20 million USD (food company, 4 countries involved)
Implementation of ISO 9000 and SAP (MM module) on time and without additional resources (energy company)
Over 30% stock reduction of spare parts and chemical products (petroleum company)
Successful re-engineering of manufacturing contracts with key suppliers, ensuring operational continuity and cost predictability (food company)
Substantial improvements in safety and environmental practices of warehouses and deposits (petroleum company).
Capital Projects: “EPC-M” scheme allowed savings exceeding 5 million USD (hydroelectric)
Development of new operating model and integration of the amount managed by other areas increased departmental “governance” and resulted in significant savings in purchases (energy company)
Warehouse redesign avoided unnecessary physical expansion, achieving investment savings of 0.5 million USD (energy company)
Material quality assurance program achieved a decrease in rejection rate from 15% to less than 2% (petroleum company)
Regional integration of Procurement units in Uruguay, Paraguay and Argentina resulted in a reduction in managerial and external costs. Similarly, the supply and logistics of materials from 9 production plants were also integrated, as well as the operations from 3 electrical distribution companies in Argentina, then 12 plants in Chile to finally integrate the hub with Colombia and Argentina. Operations managed in other departments of the company were migrated to the Procurement area, reducing costs and improving corporate governance
Procurement process audits promoted substantial opportunities for improvements in controls and effectiveness (mining company) and capital project management (food corporation)
Operational efficiency study determined specific opportunities to increase the operating margin from 3 to 20 % (petroleum services)
First international benchmark of procurement indicators and creation of an action plan to position the Procurement areas of the countries involved among the best in their class
Transformational Project: As a result of an integral plan including processes, tools, best practices and training, a reduction from 30% to 2% in the recycling of purchase orders was achieved in less than two years. This also involved a reduction in delivery delays from 25% to 5%, quality rejections to less than 1% and inventory discrepancies from 35% to less than 2%.