Context
Produvarios was a Colombian industrial company with several manufacturing plants. I began in finished-product operations in the footwear plant and later assumed responsibility for distribution across footwear, foam, and industrial-products operations.
The expanded scope required more than supervising shipments. It required integrating processes, resources, inventories, and people working with different operational dynamics.
Operational flow
The challenge
Packaging, inventory, and dispatch depended heavily on centralized instructions. The operation needed clearer standards, more consistent execution, better coordination across plants, and more efficient packaging.
My responsibility
I coordinated a 25-person operational team, supported logistics and planning, reviewed the use of materials and resources, and created mechanisms for control and follow-up. My objective was not to make every decision myself, but to develop a system that helped people manage their responsibilities with greater clarity and autonomy.
How I approached it
Understand the complete flow
I reviewed the relationship between finished products, inventories, packaging, orders, and distribution requirements.
Systematize the operation
I worked on defining and organizing packaging, inventory control, order preparation, dispatch, and distribution follow-up.
Optimize packaging
We reviewed product characteristics, materials, space utilization, and transportation costs to create solutions that protected the product while using logistics capacity more efficiently.
Transfer ownership to the team
Operators received clearer information and greater capacity to manage everyday decisions within their areas.
What changed
The operation advanced from reactive responses toward a more structured, understandable, and participatory system. The team gained stronger tools to identify problems and manage daily work.
What I learned
Processes become stronger when the people who execute them understand their purpose and have the capacity to make them their own.