Increase in logistics costs;
Model for contracting non-standard transport:
Post office dependency
The same route had different fares;
Increase in the complexity of the logistics operation:
Market operation growth
Creation of new delivery modalities;
Gaps in logistics processes and controls;
Review of costs carried out in the previous year without achieving the desired result.

Evaluation of processes, control instruments and performance indicators:
Review and redesign of logistics processes
Creation of the control panel and review of operational indicators;
Analysis of the logistics operation and associated costs
Analysis of the cost matrix and parameters used
Analysis of the logistics network and service level gaps and unit cost per route
Creation of simulation and budgeting tools
Implementation of the renegotiation process (BID);
Support the integration of new suppliers.

25% time reduction in delivery and reverse operations;
Approx 20% freight cost reduction in delivery, reverse and transfer operations between units;
More than 90 carriers negotiated;
Improved compliance with agreed SLAs;
Revision of the network and service network, reducing dependence on the post office;
Improved integrated management with suppliers.