At SCWUIMAC we are committed to project culture, to providing excellent service and to constant improvement. That is why we have gone a step further and have expanded our offer by also taking on the management of projects related to logistics.

It is basically a matter of analyzing how the different processes and procedures are established in each company, starting with procurement (whether of raw materials, packaging, etc.) from the time the purchase is planned until it is received (how much time is spent, who does it, with what tools, under what criteria…).

Subsequently, we will analyze the storage phase and finally the dispatch phase: what are the schedules, what are the times, how is fleet management done, what indicators do we measure? …. etc.

Finally, we look at the workflows to understand what the company does, how it does it, with what tools and under what principles it is governed. That would be the end of the first phase.

Once we have analyzed these processes and are clear about them, the second phase begins, which consists of comparing these processes with those of other similar companies in terms of size and sector, in order to seek appropriate solutions that will enable the company:

  • reduce costs
  • minimize losses
  • be more efficient in meeting customer needs

It is important to understand that this is not benchmarking because it is not only about comparing a company’s operations with the operations of the best, but also about adapting its processes according to its capabilities, strategies and objectives in a more efficient way.

We prefer to find points of balance between the standard and the optimum, because we believe that the measure of the optimum is given by the measure of the possible. In other words, we can only improve things that can be improved. Each company has its own particularity and it is not a question of comparing it with anything else, but rather of finding where the losses and inefficiencies are and, therefore, finding areas for improvement.

In addition, it is important to understand that this is done in an attempt to make improvements:

  1. Serve the company’s purpose
  2. Generate as few conflicts as possible
  3. Always be oriented to the end customer: to what the customer values (linking this with our LEAN projects)
  4. Keep it simple and useful. There is no point in making things too complicated. Professionalism lies in the opposite: in simplifying.

These projects are aimed primarily at SMEs that have a lot of potential but lack the structure and know-how to become more efficient. And because it is not necessary to be doing things very badly to turn to SCWUIMAC. Many SMEs do things well in logistics, but they can always do much, much better. And that improvement always pays off in the medium term, that’s why it is important to evaluate and improve logistics: because it directly affects your future profitability.