Magazine | BBR - April 2023

VIMA FOODS

From foodservice to a wholesome global offer in frozen foods

choice, MEETING POINT FOR LOCALS

FOOD DELIVERY BRANDS

Driving Pizza Hut and Telepizza to success in Chile and in the territory

EDISA

Libra ERP: Four decades of evolution in enterprise management

ALTIUS

Flexibility, creativity and credibility in the supply chain

COTRANSA

Every available resource in logistics catering to clients’ needs

Exclusive interview with: Ferney García, General Manager at IHG Hotels & Resorts in Holiday Inn Lima Miraflores

Editor’s letter

April 2023

We are certainly proud to present Vima Foods, a company created in Spain which, after venturing abroad into the Americas has taken giant steps in this continent, opening multiple offices in key locations besides their products’ presence in the entire continent under their own name or as white label brand for supermarkets and other distributors. As it happened to them when first setting foot in the Caribbean, they have also brought along key purveyors such as EDISA and its star product: the LIBRA ERP and its unmatched flexibility, as well as COTRANSA and Altius, which have proven to be crucial allies in the articulation of Vima’s supply chain and logistics.

Further south in the continent, the

Mateo Rafael Tablado, Editor in chief for The Boston

Food Delivery Brands operation in Chile and Latin America is undergoing a digital transformation enabling the company to drive Pizza Hut and Telepizza to the leadership in one of the most coveted pizza delivery markets in the world.

Gracing our cover, the Holiday Inn Lima Miraflores has become one of IHG’s best kept secrets. The beautiful property competes in one of the Peruvian capital’s most sought-after zones, becoming a top choice not only for tourism and business travelers, but also as a meeting point for the locals.

Thanks for reading and thanks for sharing The Boston Business Review.

Business Review

Email: rafael.tablado@thebostonbr.com

WHO WE ARE

Managing Director

Jassen Pintado

Creative Director

Omar Rodríguez

Editor in Chief

Rafael Tablado

Editor for Brasil

Flavia Brancato

Translations

María Murgui

Finance Director

Christina Nichole

Social Media Director

Maria Elena Gastelum

Content Coordinator

Alicia Barrantes

Project Directors

Ana Macfarland

David Alarcon

Giuseppe Modenesi

Lucy Verde

Marcelo Modenesi

“The most flexible and reliable partner in your supply chain”

We are a 100% Spanish company which belongs to the centenary Davila Group, founded in 1917. We provide flexibility, creativity and credibility in the diverse range of services we offer to your supply chain.

With a philosophy of global vision and local action, we are a reference in the Spanish market for Logistics, Specialized International Freight and Customs,

Produced by Jassen Pintado

Creative Direction Omar Rodríguez

We are a reference in the Spanish market for Logistics, Specialized International Freight and Customs

always striving for excellence in our performance and providing real solutions able to reduce costs to our customers. Our main lines of business are air-sea-land transport, projects and customs, being customs agents since 1914, in constant renovation and adaptation to the evolving European regulations.

Whatever Customs Regime is chosen and for any type of goods, in Altius we are AEO (Authorized Economic Operator) and we are at the forefront of our industry, with highly qualified personnel distributed in our own offices located in the main Spanish ports and airports. This service and support to the economic operator extends to any type of customs-related service during the entire review period provided for in the current legislation. We have preferential agreements with the main shipping lines and airlines to ensure

maximum competitiveness in freight and space.

Within the Davila Group, to which we belong, we manage the cold storage warehouse in the ports of Marín and Vigo, with a staff specialized in fruit, vegetables and fish management.

We also have a department with refrigerated/frozen land transport service, thus completing the supply chain from loading at origin to delivery for end consumers, providing effective solutions to its clients, reducing costs.

We have more than 300 professionals in Spain distributed in nine offices (Madrid, Vigo, Gijón, Barcelona, Bilbao, Seville, Algeciras, Valencia and Zaragoza), we also have offices in Buenos Aires (Argentina), Lima (Peru), Santa Cruz de la Sierra (Bolivia), Santiago de Chile (Chile), and Miami (United States) with a worldwide

We have preferential agreements with the main shipping lines and airlines to ensure maximum competitiveness in freight and space

network of agents, which make us a real alternative and of great strength for our customers.

It is worth mentioning that our Miami office stands out with a 40,000 sq. ft. warehouse and our stronghold is managing fruit cargo imported from Latin America and Spain, as well as the imported fish cargo from Latin America, Spain and Central America to all of the United States. In addition, the Miami office has an air service hub

for in-transit cargo from Europe and Asia to all of Latin America via Miami, which allows us to shorten times and provide quick and efficient solutions to our customers. We truly commit to our clients and partners based on a continuous search for cost optimization, derived from an absolute flexibility in our structures to meet their needs, even the most complex ones.

FOUNDED: 1999 INDUSTRY: Supply Chain CONTACT: www.grupoaltius.com

TECH & THE HUMAN FACTOR

Attention, agility, answers and accompaniment

COTRANSA , a leading company in the freight forwarding industry, offering solutions in logistics. Our work comes through supported by our appropriate response in logistics: The fast response and detailed analysis of each situation along with the optimal solutions are the bases supporting our work with each client.

But the most appraised and important service is our permanent follow-up in our clients’ entire logistics, delivering complete solutions to any challenge that may rise.

Our clients never feel abandoned and can trust their freights to COTRANSA under any circumstances. COTRANSA

THE MOST IMPORTANT RESOURCE COTRANSA HAS TO OFFER IS ITS STAFF

offers a wide array of solutions both at origin and destination, being capable of managing every element involved in the logistics chain, in any country: Storage, customs agents, shipping companies, cargo airlines, etc. But the most important resource COTRANSA has to offer is its staff, composed of more than 200 widely experienced professionals, with service capability to assist any request.

This highly qualified human team is part of a “service culture” able to guarantee success in every operation it takes part in and total satisfaction for all of our clients.

Our staff’s presence in Spain through five corporate offices (Madrid, Barcelona, Valencia, Alicante and Bilbao) and abroad (Mexico and Cuba), along with the endeavors aligned with our agents in more than 150 countries, allow us to offer a coverage of the

operations we undoubtedly consider as global. We work frequently, day after day, with all the cargo airlines and shipping companies. Our aligned efforts with all of them guarantee two important factors in the logistics chain: safety and cost optimization. We provide global answers in a world that becomes more globalized every day.

COTRANSA is the tech leader in the industry and offers its clients the latest generation of tech resources developed in the logistics industry. For COTRANSA, this means being on the cutting edge of the latest tech developments as well as adopting and adapting advanced digital solutions which result in benefits for clients, clearly reducing their costs in logistics and delivering timely tracked and accurate data of their cargo.

COTRANSA IS THE TECH

LEADER IN THE INDUSTRY and offers its clients the latest generation of tech resources developed in the logistics industry

COTRANSA has developed and offered its clients information systems able to provide a minuteto-minute tracking of cargo status, receiving timely, detailed data about every incidence. This way, the client has real-time knowledge about its shippings, being able to plan properly for its logistics chain, providing a fast and accurate solution to its respective clients or purveyors. In conclusion, COTRANSA engages and

commits with clients in their cargo management, offering simple solutions to apparently complex problems.

COTRANSA sums up an unmatched experience in select Latin American markets, which makes up for an excellent starting point to take care of any incident. We are endorsed by our more than 50-year experience in the global market providing answers and solutions to exporters and importers.

FOUNDED: 1972 (in Spain)

INDUSTRY: Supply Chain

CONTACT: www.cotransa.com cotransa@cotransa.com

FLEXIBILITY AND PERSONAL SERVICE: attributes for the success of a powerful ERP

In the context of its 40th anniversary, EDISA continues innovating and breaking paradigms regarding Enterprise Resource Planning software through LIBRA ERP

Creative Direction

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Translation by María Murgui

Omar Rodríguez

Since1983, EDISA has become an essential alternative regarding enterprise resource planning, having broken strict paradigms through customized solutions and being able to spread its current clientele to more than 30 countries.

The company was founded in the city of Ourense, in Galicia, Spain, with an initial teaching standpoint, as in those times it was comprised of teachers. Alfonso Amorín was its founder and the one who has set the course of the company during these 40 years.

In 1987 EDISA went beyond Galicia to open offices in Asturias, an adjacent province. EDISA’s growth led the company to open more offices, venturing into Madrid in 1990 and taking a step forward opening in Barcelona in 1992.

Toward the beginning of the 21st

century, EDISA got involved in Business Intelligence developments, a concept that became relevant to lead to data analytics.

EDISA continued increasing its presence in Europe and some African countries, and in 2006 it landed in Mexico, thus starting a productive venture in Latin America, which has spread over most countries in the region, specifically the Spanishspeaking ones.

Through flexible solutions, EDISA covers virtually all production sectors. Particularly, the food industry has greatly benefited from its LIBRA ERP, as well as other sectors such as construction, chemicals, and pharmaceutical, also the distribution and general logistics industries, among others.

The greatest accolade for EDISA has been reaching almost the entire globe

IS MY LIFE PROJECT.

It attempts to be a big family. I hope we have achieved it 40 years later”

- Alfonso Amorín, President and founder of EDISA

“EDISA

LIBRA WORKING GROUPS

through its LIBRA planning software as an alternative to the standards offered by its competitors, which are the big companies in the sector, as well as obtaining recognitions such as “ORACLE Partner of the Year” and having LIBRA ERP being named the leading and reference planning

application by American specialized publication CIO. These are two of the most important among many recognitions obtained by EDISA over four decades.

“EDISA is my life project. It attempts to be a big family rather than just a company. I hope we have achieved it

40 years later”, commented

Alfonso Amorín, President and ounder of EDISA.

A LIFE PROJECT SPREAD ACROSS THE WORLD

Alfonso Amorín graduated with a bachelor’s in mathematics at Santiago de Compostela University (Spain).

At the age of 22, he started working as a university lecturer, being one of the first to fully embrace computer science.

In the context of EDISA’s 40th anniversary, Amorín is proud to have brought the company to three continents, constantly reaping success and competing with big companies with a global presence.

“We ventured into the Americas in 2006. It’s where I feel most comfortable. We have spread all over the Americas, we have clients in all its countries”, the executive added.

Regarding the American continent,

EDISA has offices in Colombia, Ecuador, Mexico, and the Dominican Republic; EDISA also works for customers in other countries from the fore-mentioned locations.

PRESTIGE KNOWS NO INTERMEDIARIES

Over the decades, EDISA’s growth has been totally organic: with no partners, intermediaries, distributors, delegates, “exclusive representatives”, or even franchisees. The reason not to put the prestige achieved over decades in the hands of third parties is to guarantee personal service to each customer as well as the quality of the work performed in each of the projects.

This closeness to clients is, undoubtedly, a distinctive factor for a company which could be global and spread its control through associates, but which offers “one-size-fits-all” products, without considering the particularities and needs presented by each client.

“Our great virtue is the closeness to the clients, and delegating this in other companies seems delicate and it could undermine the quality of what we do”, Amorín pointed out.

LIBRA, A LEADING ERP

EDISA’s flagship over all these years

has been LIBRA, the enterprise resource planning software that has catapulted success not only for this company but also for those which have got an ERP in LIBRA, with the flexibility required for each business sector in particular.

As a pioneering system, LIBRA

LIBRA WORKING GROUPS

Edisa

has, step by step, incorporated a higher functionality level, evolving towards what could be called an extended ERP, which covers all the business processes, incorporating the latest technologies among which the ORACLE database stands out.

LIBRA has achieved international leadership in some specific sectors such as food, but it is currently present in more than 30 industries.

“We have customers in almost all sectors, from a foundry to a medicine distributor, which aren’t similar in any way”, the president of the company commented.

DEFINITIVE ADVANTAGES

LIBRA is more powerful than any other ERP offered by the competition, but its flexibility is its most distinctive attribute and the one that makes it gain adepts and projects.

This adaptation quality provides the software with greater functionality.

“It is difficult for the product collaborators with whom we rival to be able to provide the same level of reference and expertise as we do in the different sectors. It is a core idea for the company that there is no unsuccessful project and that results in an important commercial return”,

- Alfonso Amorín, President and founder of EDISA

“OUR GREAT VIRTUE IS THE CLOSENESS TO THE CLIENTS, and delegating this in other companies could undermine the quality of what we do”

commented Carlos Suárez Rey, CEO of EDISA.

LEADERSHIP WITH A LEGACY

Carlos Suárez graduated in telecommunications engineering from Madrid Polytechnic University and later obtained a Ph.D. at the same institution. His career in EDISA started 30 years ago, alternating it with teaching, as a professor at Vigo University (Spain).

Suárez is also an author, being “Information Systems, Practical Tools for Business Management” his most outstanding work and which has been edited eight times in Spain and Latin America, becoming a bibliographical reference for the Information Systems subject at most of universities in the Spanish-speaking world.

“Although I have been the one writing the words together with another author, it could be considered that this book has been written by everyone at EDISA, as it is the result of an accumulated experience over all

these years in EDISA”, the executive declared.

VIMA FOODS AND LIBRA ERP IMPLEMENTATION

The resources management that Vima Foods carries out with the support of LIBRA ERP is not only one of the greatest successes of the software created by EDISA, but it is also a clear example of the current pace of business, to which LIBRA ERP can adapt.

The frozen food leading company has worked with LIBRA ERP for six years. Its aggressivity in commercial matters, its growth, and the

Ramón Fernández, Head of Operations, and Manolo Cendón, responsible for the VIMA project

optimization of its operations have led the company to open new offices in markets where its presence goes beyond its brand, positioning itself in different countries to the ones where it used to operate, with the need of rapidly adapting itself to different fiscal, customs, and other marketrelated adjustments. LIBRA has helped the company to accelerate both the decision-making process as well as the implementation of offices in new countries and short-term launching,

achieving stunning growth thanks to the ERP flexibility.

Ramón Fernández, Head of Operations, and Manolo Cendón, responsible for the VIMA project, point out that “the key to the success achieved in the VIMA project is not only based on the flexibility provided by LIBRA but also in the methodology followed over the implantation project; the participation and involvement of VIMA’s staff has been crucial in this, including general management and

“IT IS A CORE IDEA FOR THE COMPANY THAT THERE IS NO UNSUCCESSFUL PROJECT and that results in an important commercial return”

- Carlos Suárez Rey, General Manager at EDISA

project management, as well as the IT department and managers for different functions”.

AN AGILITY-DEMANDING FUTURE

Over the last year, EDISA has thoroughly analyzed global commerce, getting interesting perspectives about a market that, in the future, will be possibly characterized by a lower investment volume, done more carefully, which will undoubtedly impact the information systems aspect.

In preparation for a possible short-term outcome in project implementation, EDISA is preparameterizing its ERP products according to each sector, so launchings take less time in companies of a determined size. This long-term project will also allow companies who wish to work with a traditional scheme to do so, whereas others will count on the implementation of an ERP tailored according to their demands in a

much shorter time. There is optimism in EDISA regarding these new market trends to set up these new features during 2023.

“We are very excited about this new direction that is LIBRA’s parameterization according to sectors, which will provide companies with the best practices from each sector. It is not a plan to be developed, it is something we have been working on for years and we are already implementing under the LIBRA PLUG & GO brand”, ended Alfonso Amorín, President and founder of EDISA.

FOUNDED: 1983

INDUSTRY: Tecnología de la Información

CONTACTT: +1 8093781585 (LATAM) +34 902 103 251(EU) infoedisa@edisa.com www.edisa.com

SETTING THE STANDARD IN MIRAFLORES

Holiday Inn Lima Miraflores thrives into surpassing the competition in resources and quality in one of the most fiercely contested areas by hotel companies in the Peruvian capital

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Translation by María Murgui

Creative Direction

Omar Rodríguez

Interviewee

Ferney García, General Manager at IHG Hotels & Resorts in Holiday Inn

Lima Miraflores

The Holiday Inn Lima Miraflores represents the combination of work and prestige that has been being built for more than twenty years by British multinational company InterContinental Hotels Group (IHG), which landed in the country with the opening of the Hotel Crowne Place in Benavides Avenue.

Peru’s potential as a tourist destination led IHG to establish different partnerships that have allowed it to manage the Holiday Inn Lima Miraflores, one of the best hotels in this highly valued area of the Peruvian capital, which opened in December 2019.

The Holiday Inn Lima Miraflores has earned accolades such as the “Architecture and City 2020” award, given by the Peruvian Chamber of Construction (CAPECO), as well as the best construction carried out between 2017 and 2020 in the “Lodging in

Lima and Regions” category. And, most importantly, the hotel constantly obtains the best ratings from its guests, regarding service and product, thus positioning itself among the best in this category, always in the top positions.

“Holiday Inn’s tradition and strengths within the global traveling industry are here to become the preferred choice for travelers in Miraflores”, commented Ferney García, General Manager at IHG Hotels & Resorts in Holiday Inn Lima Miraflores, in Peru.

A SUCCESSFUL CAREER WITHIN THE HOTEL GROUP

García could be considered among IHG’s pride on this side of the Atlantic Ocean, taking into account his current 25-year plus tenure at this hotel giant. His career covers different operational and corporate areas at IHG Hotels & Resorts in countries in Central and South America, as well

Holiday Inn Lima Miraflores

as the Caribbean. Undoubtedly, his experience as a brand and value manager at InterContinental and Crowne Plaza in Latin America are the ones that stand out. Prior to his current tenure at Miraflores since February 2021, García held the same position during five years at Crowne Plaza Santiago, in Chile.

García’s experience aligns with the human capital at IHG in Peru to optimize operations in accordance with what the hotel industry demands

nowadays, thus obtaining positioning and recognition within the local community, and becoming a reference in the Miraflores competitive area, attracting both tourists and business travelers.

AN IDEAL LOCATION FOR MULTIPLE INTERESTS

Holiday Inn Lima Miraflores is excellently located due to many different factors, including getting easily between the international

Holiday Inn Lima Miraflores

April 2023

airport and the property, as well as to San Isidro’s financial district. Near the hotel, Kennedy Park -part of the Miraflores Central Park- is home to an interesting cultural scene, and handicrafts, besides hosting a venue for live shows.

Vicinities also offer shopping areas, restaurants and bars, as well as the Larcomar Mall and its pier, where people can carry out activities such as hiking, cycling, or paragliding in the Pacific Ocean landscape.

COMFORT, MODERNITY AND AN OUTSTANDING SERVICE

As a hotel, Holiday Inn Lima Miraflores is positioned among the top choices by both business travelers and tourists, either individual travelers or small and large groups.

The excellent service meets every expectation from the Holiday Inn brand standards, which are displayed throughout its restaurant, bar, business center, outdoor swimming pool, gym, and event spaces fulfilling the expectations of travelers with

- Ferney García, General Manager at IHG Hotels & Resorts in Holiday Inn Lima Miraflores

“Holiday Inn Lima Miraflores has been designed to be an efficient and avantgarde hotel. We can provide a highquality product together with exceptional warm service”

different purposes.

Rooms stand out thanks to their comfort and wide spaces, which are factors that provide an advantage over the competition in Miraflores, sorted out into three categories, namely standard, premium, and suites, distributed in two 8 and 17-story towers, respectively.

The restaurant transcends the

service provided by the hotel to also become a preferred place among the locals, who have named it one of their favorite meeting points in Miraflores for years, due to its varied and highquality options.

Rooms and common areas are equipped with fast and easy access technology that allows guests and visitors to develop and plan

Holiday Inn Lima Miraflores

their activities with today’s current demands, offering the possibility of remote work, be it from the comfort of their rooms or in the business center.

“Holiday Inn Lima Miraflores has been designed to be an efficient and avant-garde hotel, our facilities are of superior quality. We can provide a high-quality product together with exceptional warm service.

Our competition’s quality pushes us into being better”, the executive expressed.

A PROMISE OF TRUE HOSPITALITY

Holiday Inn Lima Miraflores usually obtains high qualifications when being evaluated by its staff, being recognized as one of the best workplaces in Miraflores. Much of the

Holiday Inn Lima Miraflores

credit goes to its Human Resources department, which coordinates the participation of all collaborators, besides providing them both regional and global opportunities for their professional and personal growth.

The brand’s IHG promise of “True Hospitality” is focused on the personnel as a cornerstone for guests and visitors to receive the best service possible. For this reason, the hotel prioritizes communication among its collaborators, as well as strengthening their skills, recognizing their achievements, and fostering their

growth within the company.

“Being part of the Holiday Inn family allows our collaborators not only to feel valued but also to recognize their talents and empathize with them as key personnel for the development of the provided service”, García added.

SUSTAINABILITY IN LODGING

At a chain level, the company has created the innovative IHG Green Engage program, which allows the design, building, and management of even more sustainable hotels. Holiday Inn Lima Miraflores is not

- Ferney García, General Manager at IHG Hotels & Resorts in Holiday Inn Lima Miraflores

“We aim to be the best hotel in Miraflores and become the first choice for our guests and visitors”

the exception, and it also works on reducing the environmental footprint by generating more ecological and responsible stays.

Among the results the program has yielded in this property, energy consumption has been reduced to up to 25% yearly.

“We aim to be the best hotel in

Miraflores and become the first choice for our guests and visitors. The hotel owns the proper features to satisfy the needs of the modern traveler and its facilities offer the best location in the area”, concluded Ferney García, General Manager at IHG Hotels & Resorts in Holiday Inn Lima Miraflores, in Peru.

FOUNDED: 2019

INDUSTRY: Hospitality

CONTACT:

www.ihg.com/holidayinn

Entering the digital age in delivery, Pizza Hut is

REBORN

in Chile

Food Delivery Brands adds a complete digital strategy to its strengths, supported by global brands Pizza Hut and Telepizza, disrupting the food delivery market in Chile and the entire territory

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Creative Direction

Omar Rodríguez

Interviewee David Vera, CEO for Food Delivery Brands in Chile

Food Delivery Brands (FDB) is a world-class company operating different pizza brands mainly focused on delivery with presence in 32 countries. The holding was created in 2018 and is not only in charge of the Spanish chain Telepizza -which for decades has run successful operations in its home country as well as overseas into the Americas-, but has also established a partnership with Yum! Brands -formerly Tricon Global Restaurants (grouping KFC, Pizza Hut and Taco Bell)-, becoming in charge of the Pizza Hut master franchise for Latin America and the Iberian Peninsula, encompassing Mexico, Central and South America, Spain and Portugal. FDB also operates the Apache Pizza and Jeno’s Pizza chains, from Ireland and Colombia, respectively. This is a total of 2,300 locations creating 45,000 jobs. In Latin America alone the holding owns more than 1,800 restaurants.

As the master franchise for Pizza Hut and Telepizza in Latin America, the rest of the countries in the territory operate as sub-franchisors, obtaining support from FDB as the company in charge of Pizza Hut in Latin America, besides operating their own locations.

Pizza Hut is undergoing a transformation of its presence in the coveted delivery market without leaving behind the traditional dining experience at its locations.

FOOD DELIVERY BRANDS IN CHILE

The precedent of FDB in Chile dates back to 1992, when Telepizza first set foot in the country, as the brand expanded from Spain onto the Americas. The partnership with Pizza Hut in 2019 transformed FDB into the number one master franchise in Chile and the world with both this and the Telepizza brands. Telepizza is available in 34 Chilean cities, as Pizza Hut has locations in 21 cities.

FDB built a sourdough production plant to provide the frozen ingredient

to be distributed to each location. Since the facility’s opening in 2019, Chile has been consolidated as the company’s expansion platform, creating 900 new direct and indirect jobs. The property sits on 32,300 sq. ft. and sustains a 16.5 million dough discs per year production, becoming the largest pizza dough producer in Latin America. The plant is strategically located near Santiago’s airport, easing dough distribution to Bolivia, Ecuador, Paraguay and Peru in the same way the plant located

in Queretaro, Mexico, supplies all of Mexico and the Southern United States.

“We believe in product quality, we’re obsessed with the quality of each of our brands following our standards”, commented David Vera, CEO for Food Delivery Brands in Chile.

A FULLY-EXPERIENCED CAREER IN THE INDUSTRY

David Vera’s experience in the busy mass-consumption food delivery industry in large chains is not only backed by his education after obtaining a bachelor’s degree and an MBA in the U.S.A., but also by his more than 23-year experience in the delivery and fast food industry in global chains such as Papa John’s also in the States, where he got to become district manager, besides developing the brand in Panama.

Vera also worked in the LatAm territory for the Cinnabon baked goods chain and was recruited by

Drake Food Service International, the largest Papa John’s franchisee, globally, based in Chile, as COO in charge of operational excellence across the Central and South America territories, as well as in seven countries in Europe.

Among further postgraduate studies, his diploma courses in Digital Transformation (completed at the Pontifical Catholic University of Chile) and in Disruptive Strategies (from Harvard University) stand out.

BOOSTING THE DELIVERY FACTOR

After the development of new players in the fast-food industry and events such as the COVID-19 pandemic, the offer in the food delivery market transformed. With pizza positioned as a standard within the food delivery tradition, other food options aiming to continue operating under the pandemic restrictions were forced to take part in this modality, thus increasing the competition within

- David Vera, CEO for Food Delivery Brands in Chile

WE BELIEVE IN PRODUCT QUALITY, we’re obsessed with the quality of each of our brands following our standards

the delivery industry and prompting restaurants and chains with no delivery fleets and infrastructure to partner with food delivery apps.

For this matter, Pizza Hut didn’t remain far behind, as it continues to offer a dine-in experience, take-out and delivery, and is also undergoing a transformation to keep up with the same technology used between consumers and established lastmile delivery companies, improved

with features able to offer a unique experience such as real-time video into each order’s elaboration from start until it leaves for delivery.

“One of the relevant aspects of delivery is to have an e-commerce platform up to date with current times. We invested to deploy the kind of technology used by aggregators, and when customers enter our website and order, they can track their order,” Vera pointed out.

THE POWER OF TRANSFORMATION

To improve the delivery experience

Pizza Hut is able to offer currently in Chile and, soon enough, in the rest of Latin American markets through digital platforms, it has been crucial to work with tools capable of interconnecting each part involved in the process.

Dragontail Systems optimizes preparation, delivery and customer contact processes, guaranteeing increased productivity in the kitchen, reducing delivery costs and offering a faster response, which results in improving the customers’ satisfaction, as they now are in contact with the entire purchase cycle.

To guarantee quality, each process is under surveillance after deploying the KWALI platform, the Silicon Valley company specializes in AI and robotics. After results from pilot programs in Chile, the platform will take part in operations in every other market within the territory.

“This is the tech we want: finding out

about product quality, about delivery service and offering customers 360º order tracking,” the executive added.

MAINTAINING COMPETITIVITY ACROSS THE VALUE CHAIN

FDB restaurants didn’t go unscathed from the aftermath of the COVID-19 pandemic and from the consequences derived from recent conflicts over supply chains, globally.

To maintain competitiveness and to assure ingredient procurement, the company engages in significant efforts to which both local and global strategic purveyors align.

FDB is already working in the development of local suppliers in order to keep operations free from any affectation due to long transits for raw materials, and to keep counting on important high-quality products such as flour, by achieving a local mix meeting such standards to be exported to other FDB locations in the region.

On their behalf, global purveyors in charge of supplying important resources such as meat products and dairy -Tyson and Leprino, respectively- have accomplished to maintain convenient prices to avoid high costs being passed to end consumers.

“We strive to be competitive, accessible, possessing an adequate value to keep being relevant to our customers,” Vera said.

STANDARDS AND FLEXIBILITY AS THE BASE FOR CORPORATE CULTURE

FDB’s vision in guaranteeing the delivery of the best product, offering the best service starts from the premise of creating an excellent experience for employees.

The company pushes for a good work-life balance for its staff by offering flexible schedules, as a large part of its workforce is formed by students, future entrepreneurs as well as parents, also allowing employees

to choose a convenient location to work at.

Training is not an afterthought, considering both Pizza Hut and Telepizza are global brands, each sharing a know-how among its locations in the U.S.A., Spain, Mexico or South America, in order to maintain its high standards.

“We inspire young people to work by offering them multiple benefits. We want them to grow, we want their families to feel proud about one of its members becoming part of a company that supports them,” the executive remarked.

Regarding inclusion, FDB efficiently complies with Law 21.105, which establishes companies in Chile’s workforce must include at least 1% of individuals with disabilities. Currently, FDB works with 20 such employees in Chile and, in the same way, the corporation complies with current labor laws in the rest of the markets it has presence at.

RESOURCES TO ACHIEVE SUCCESS IN A VERY PROFITABLE MARKET

FDB is facing quite a challenge in Chile by competing with other global and domestic brands for a significant market share. Nevertheless, the company possesses the resources and finds itself in a position able to deliver successful outcomes: its solid agreements with Pizza Hut and Telepizza as brands sharing a wide expertise, as well as the Chilean

market, which boasts a 2.7 pizzas per month, per person purchase frequency.

FDB will continue with its digitization process, which has resulted in improving the customer experience, relying on the advantage of its own delivery fleet and app, without involving any third party to guarantee an excellent service. This renovation also encompasses

Our endeavors will drive Pizza Hut to a leadership position and to become a disrupting force in the Chilean market, THE MOST COMPETITIVE IN LATIN AMERICA

- David Vera, CEO for Food Delivery Brands in Chile

location, packaging, communication and e-commerce channels rebranding.

Keeping up to date with the times also means offering an inclusive menu with options for different types of diets, such as more vegan products and low in certain ingredients, also considering maintaining competitive prices and a delivery service with

tech to make it easy, accessible and available in every digital channel.

“Our upcoming endeavors will drive us to a leadership position and to become a disrupting force in the Chilean market, the most competitive in Latin America,” finalized David Vera, CEO for Food Delivery Brands in Chile.

FOUNDED: 2018

EMPLOYEES: 45,000 (a nivel global)

CONTACT:

www.fooddeliverybrands.com

david.vera@fooddeliverybrands.com

Increasing the offer

as new territories are conquered

Vima Foods makes the most out of the multiple channels at hand to supply frozen foods and other highquality products efficiently as its portfolio and global reach increase

Vima Foods was created in Galicia, Spain in 1994, originally conceived as a family business in the fishing industry. During more than 25 years, Vima Foods has gone beyond this particular industry, developing and offering clients and consumers more variety and complete lines of packaged food by also becoming a full-fledged global operation with offices and distribution centers in seven countries, whose products find their way into 40 countries via production plants and distribution partners.

Throughout time, evolution and opportunities have factored to increase the company’s business lines after its beginnings in the foodservice channel, growing into retail, private label development, and distribution of toprate brands.

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Creative Direction Omar Rodríguez

Interviewee Víctor Moro, Executive Vice-President; Guillermo Mazarrasa, COO for Vima Foods

The company’s performance has positioned it in the leadership among frozen foods in Cuba and in the Dominican Republic, and also finding itself among the top five companies in this category in Mexico, Panama and Venezuela.

The growth experienced by Vima Foods in recent years is a result of the commitment among its team of professionals, relying on a corporate culture placing individuals at the center of the operation as the most important part of the organization, enabling them as key elements and supporting them to take part in postgraduate programs in prestigious institutions such as the MIT and Harvard University, among others.

Vima Foods is certified under the highest global standards, ensuring quality compliance in products and operations not only from the company but also from key strategic partners.

Such approvals include the MSC certification for sustainable fishery, ASC for responsible aquaculture, AENOR ISO 9001, BAP, COVID, FDA and OEA, among many others, besides being audited by a Big Four firm.

“Investing in all these certifications enables us to become the kind of company we want to be,” pointed out Víctor Moro, Executive VicePresident for Vima Foods.

EXPERIENCE IN HANDLING BIG-NAME PLAYERS

Víctor Moro graduated with a bachelor’s degree in Economic and Business Sciences from the Comillas Pontifical University-ICADE, and also earned an MBA from the Columbia Business School. For more than ten years, Moro has worked in investment banking in companies such as the Santander Group, involved with

- Víctor Moro, Executive Vice-President for Vima Foods

“Investing in certifications enables us to become the kind of company we want to be”

corporations such as AB InBev, Diageo, Reckitt Benckiser and Unilever, among others.

Moro joined Vima Foods in 2018 as associate CEO, becoming executive VP in 2020, in charge of the company’s strategy and expansion.

A WIDE AND COMPLETE PORTFOLIO WITH CAPABILITY TO GROW

The main products marketed by Vima Foods in the frozen variety are fish and

seafood, vegetables, fruits, smoothies, pre-cooked food and dairy. Among non-frozen foods, the company offers oil & vinegar, olives, jams, pickled foods, sauces -including a wide variety of tomato sauces-, coffee, legumes, cereals, canned fish and vegetables, and pasta.

The Vima Selección gourmet line encompasses the best Iberian pork products, and high quality canned and frozen foods resulting from the finest

manufacturing techniques.

These products are marketed as foodservice for hotels, and also through the Vima Foods brand, private labels for supermarket chains and as white-label for rebranding.

In select markets, Vima Foods has become a distribution partner for well-known brands with a global reputation, such as Unilever and El Corte Inglés, among others.

The company has one key asset

which also services different clients: the Almafrío cold storage warehouse complex, located in Santo Domingo, Dominican Republic. The facility relies on cutting-edge technology and high storage capacity, guaranteeing the cold chain for every product. The 1.7 million cubic feet space boasts 13 cargo bays and a 7,500 ton capacity. Its advanced cooling system has a refrigeration range of 35ºF to 46ºF and a freezing range of-0.4ºF to -22ºF.

CONSTANT EXPANSION WORLDWIDE

Vima Foods currently has offices and distribution centers bringing the company close to its clientele in Cuba (La Habana), Panama (Panama City), Dominican Republic (Santo Domingo), Mexico (Cancun, San José del Cabo, Mexico City and Monterrey), the United States (New York and Miami), and China (Qingdao), besides Spain (La Coruña), where its corporate headquarters are located.

Vima Food’s first venture out of its homeland took the company to Cuba, aligned with the expansion and opening of multiple properties from Spain’s large hotel chains. The next step was in the Dominican Republic, where -besides the foodservice channel for hotels- the company also took part in catering to supermarkets, rapidly becoming the country’s number one import company for frozen meals, available in all the

Dominican supermarket chains. The company arrived in Mexico in a similar way, with the foodservice unit working for hotels in important beach destinations, such as Cabo and Cancun, and afterwards venturing into the country’s inner states, setting offices and distribution centers in Mexico City and Monterrey, supplying for Mexico’s most prominent supermarket chains, such as Chedraui, Casa Ley and Soriana, among others.

After Mexico came the U.S. and Panama, also with company presence, settling in their own offices, where the company has focused on thrusting its presence in retail.

In other countries, Vima Foods boosts its presence through strategic partners and distributors, as it currently does in Colombia, Ecuador, Peru and Venezuela, and more recently in the Bahamas and Puerto Rico.

ABOUT US SINCE 1972

Cotransa Group is made up of 4 companies. Cotransa, Logitrans, Vitrans and SFI. As a global group, it has its own o ces in Alicante, Barcelona, Bilbao, Mexico City, Havana, Madrid, Valencia and Veracruz.

We offer solutions for Sea Transport, Air Transport, Customs Service, Special Transport, Logistics and Distribution.

PRIME SERVICES

Specialized services to Turkey, Mexico, Chile, Ecuador, Colombia, Cuba, Peru, Israel, the USA and China.

“We support our partners regarding marketing, boosting our brand and other matters. This model allows for a hybrid growth strategy without being completely organic or inorganic, but rather with controlled risk,” added Guillermo Mazarrasa, COO for Vima Foods.

THE KIND OF LEADERSHIP ENABLED TO FACE EVERY CHALLENGE

Guillermo Mazarrasa graduated in Computer Engineering from the Polytechnic University of Madrid. He also earned an Executive MBA from the IESE Business School and a MicroMaster in Supply Chain from MITx.

For almost a decade, Mazarrasa performed in the consulting environment between Spain and the United Kingdom, contributing to different companies’ operational optimization.

His tenure in Vima Foods began in 2019 as Associate CFO, and in 2022 he was named to his current position as COO.

- Víctor Moro, Executive Vice-President for Vima Foods

“At the countries where we are at, we’ve had the opportunity to supply a wide array of products in such a way that, even though our stronghold is frozen products, we’ve developed from cheese to tomato sauce for clients in specific markets”

SOLID PROPOSALS IN THE RETAIL CHANNEL

After the success achieved in foodservice, catering mainly to the hospitality and restaurant industries, in 2019 Vima Foods was set for a brand renovation as it entered the retail channel, a process that became reality ahead of schedule due to the COVID-19 pandemic.

Vima Foods works directly with factories and suppliers, placing more than 1,000 SKUs in more than

40 countries, making a name and reputation for itself also among consumers. A key factor for success in every new market is the company’s adaptability to the territory’s customary tastes and choices. This has been achieved by developing a sustainable operation which not only obtains the best of locally available commodities, but also by hiring more and more local staff -in executive positions, as wellknowledgeable about the market and

... we simply deliver

We deliver extensive forwarding services around the world

consumers’ customs.

“We’ve found out that hiring local executives is actually sustainable, becoming the kind of business we want to deploy: a sustainable model able to engage local community,” the COO commented.

Different product lines from Vima Foods are easy to single out, as these are grouped by the use of different colors in packaging, one for each variety.

- Guillermo Mazarrasa, COO for Vima Foods

”This model allows for a hybrid growth strategy without being completely organic or inorganic but rather with controlled risk”

Vima Foods’ experience in finding the best ingredients translates into servicing retail chains who rely on the company to develop their private brands.

products in every supermarket chain in the Dominican Republic, in different Mexican nationwide retailers, in supermarkets through Peru, Colombia

and in the U.S. it’s a supplier for the Wild Fork brand.

“At the countries where we are at, we’ve had the opportunity to work along with our clients supplying a wide array of products in such a way that, even though our stronghold is frozen products, we’ve developed from cheese to tomato sauce or canned fish for clients in specific markets,” pointed out Moro.

DISTRIBUTION STANDARDS MATCHING TOP PLAYERS IN THE MARKET

Vima Foods’ footprint around the world through its products and distribution network has resulted into becoming also the exclusive distribution partner for important brands in select markets.

Through certified processes and operations, Vima Foods has earned

Seafood

- Guillermo Mazarrasa, COO for Vima Foods

“We’ve found out that hiring local executives is actually sustainable, becoming the kind of business we want to deploy a sustainable model able to engage the local community”

the trust of well-known brands such as Unilever, César Iglesias, El Corte Inglés, Kiliç and Bonagro, as to becoming their exclusive distributor in the Dominican Republic and other territories where the company runs a larger operation.

The relevance of becoming an important strategic partner for such big players implies not only to run optimal operations, but also obtaining key certifications that have taken Vima Foods to a privileged position.

“Partnering Vima Foods to big industry players is extremely interesting and positive for the group. This means we are doing things the right way, it boosts our reputation and increases the brand’s value,” Mazarrasa remarked.

UNITED STATES: A VENTURE WITH KEY PURPOSES

Vima Foods broke into the U.S.A. market by opening a new office in Miami with more demanding tasks

SMOOTHIES

regarding the one already running in New York. Consolidating its presence in the former follows both the company’s expansion into new markets and also establishes North America (Canada and the U.S.) as a key market for sourcing, easing nearshoring, given the reputation and market share earned by Vima Foods in the Caribbean territory.

The creation of a large logistics center in the States is key to offer better services and reduce the hassles displayed currently in the logistics industry, contributing to offer products from different countries.

Businesswise, the company will become more involved in entering select markets in key locations which do not necessarily depend upon large retail chains, and one of the first steps toward this purpose has been achieved by developing a gourmet line of fish, already available in more than 40 points of purchase in the U.S.

VEGETABLES (STEAMABLE/ MICROWAVE)

FOUNDED: 1994

INDUSTRY: Food & Beverage

CONTACT:

www.vimafoods.com

guillermo.mazarrasa@vimaworld.com

“We want to develop the United States not only as a new market for sales, but also as a giant sourcing market. With current disruption in logistics, it makes a lot of sense to bring our sales and sourcing markets much closer,” Mazarrasa finalized.

ONE OF A KIND

UNO is much more than an ally offering the best fuel and lubricants for business and consumers, but also becoming an outstanding force driving Central America

In an interview with Millie Cano, Brand Manager for UNO in Central America, we learned about the traits enabling the company to evolve toward becoming a more complete business, establishing a difference which results in obtaining leadership covering both the retail and B2B segments by supplying fuel and lubricants in the region.

WOULD YOU PLEASE BRIEFLY SHARE SOME DETAILS ABOUT UNO CENTRAL AMERICA?

HOW LONG HAS THE COMPANY BEEN RUNNING AND ANY OTHER FEATS OF RELEVANCE THROUGH ITS EXISTENCE?

UNO is part of UNO Corp., which has more than 1,600 service stations in Latin America, the company also manages the Shell brand in Guatemala, with 348 service stations, and Biomax in Colombia, with 859

locations. As UNO, we are a regional company running under a successful business model since its inception. The UNO brand was born in Honduras with its first service station, which opened in 2002; actually, the company operates in Belize, Costa Rica, El Salvador, Guatemala, Honduras and Nicaragua with more than 486 locations.

In UNO we create different employment opportunities, benefitting more than 13,000 individuals and their households in a direct and indirect way in all of Central America, resulting in a positive impact in their well-being and development. This figure includes more than 3,000 positions in Honduras.

Our leadership stands out for our operation in all of the value chain, from importing oil & gas byproducts, its storage, conveyance and distribution,

UNO belongs to all of the countries it operates in, our talent is local and carries within the passion of Central American naturals, also shared among our brand’s traits

up to the last mile delivery of different products to our clients.

UNO belongs to all of the countries it operates in, our talent is local and carries within the passion of Central American naturals, which is also shared among our brand’s traits.

Our effort and commitment has earned us the trust, heart and mind of consumers, which have turned us into becoming a beloved brand in all of Central America due to our innovative business model, centered on our customers.

Each visiting customer feels our warmth as soon as they come in, which is also another trait from Central Americans; and we are proud to say that our company was born in Honduras and is here to stay and go beyond borders.

WHICH ARE YOUR MAIN BUSINESS UNITS AND PRODUCTS? WHICH INDUSTRIES ARE ITS MAIN TARGET?

Our brand is under constant renovation in search of the highest standards in order to always remain

among the leaders in our business. All of our decisions and actions are aimed at searching continuous improvement not only to increase sales, but also in developing a long-term relationship with our current and future customers to earn their trust and make them feel at ease, knowing that in every visit they’ll be filling their tanks with worldclass quality products, always on the forefront of the market and with the latest technology. Actually, the goal is to create a real connection with proven credibility.

UNO is comprised by five business units: • Retail • B2B •

Our own line of lubricants covers every industrial sector with the best quality. From motor oil for passenger

vehicles, oil for heavy machinery and marine motors. For sale in UNO service stations and authorized retailers in all of Central America.

America with our UNO and Pronto brands with convenience stores and with fuel, lubricants and bitumen retail and storage.

HOW

HAS UNO SPREAD THROUGH CENTRAL AMERICA?

UNO’s presence in the region is a result of its acquisition business model. Throughout our history, we have expanded through Central

WHICH STRATEGIC ACQUISITIONS WERE EXECUTED TO GROW THE BRAND? WHICH STRATEGIC PARTNERSHIPS TOOK YOU TO NEW MARKETS?

In 2008 the Copena station service chain was acquired in Honduras; in

2009 we acquired the Shell brand in El Salvador, Guatemala, Honduras and Nicaragua. In 2011, the acquisition of the Rubis/Chevron brand was consolidated in Belize, Costa Rica and Nicaragua. In 2014, the Petrotica and Colono chains were acquired in Costa Rica. In 2015, the Pacific Oil chain was acquired, and four years later, also in Guatemala, we acquired the Formula 1 chain. Thanks

to these acquisitions we have the largest service station chain in Central America with 469 locations.

WHICH ADDITIVES ARE CONTAINED IN FUEL AND OTHER PRODUCTS OF THE UNO BRAND,

MAKING A DIFFERENCE IN THE MARKET?

Our Dynamax Plus additive package has a boosted formula with a new element able to reduce motor friction, which improves performance with

thorough motor cleansing, removing carbon deposits, increasing efficiency.

After using UNO fuel with Dynamax Plus consistently, you’ll notice benefits such as: a thorough cleansing of the motor for optimal performance, driving up to your vehicle’s potential, more miles per gallon, improved efficiency and lesser costs for maintenance.

UNO with Dynamax Plus has a spreading detergent effect in fuel which helps to remove carbon deposits, reduce mechanical corrosion and promotes constant motor maintenance, contributing to

a longer life for your vehicle through essential functions: elimination of residuals, protection to injectors and combustion chambers, delivering more power, optimizing the performance of essential components and reduction of carbon monoxide emissions.

Also, our additive is designed for any light or heavy vehicles, from motorcycles to marine vessels. All of our fuels -Super, Regular and Diesel- contain the new Dynamax Plus additive, containing unmatched properties meeting the highest demands for top performance.

All of our decisions and actions are aimed at searching continuous, developing a long-term relationship with our current and future customers

WHICH MARKETING ACTIONS FROM UNO ARE RESULTING IN EARNING AND KEEPING CUSTOMERS’ PREFERENCE?

We became “número UNO” by optimizing every resource in our favor to obtain insights which contribute to decision making and designing new strategies that bring us closer and tighter to actual and potential customers and digital users, thus improving our brand’s positioning within the region.

We love to offer not only the best experience in our service stations, but also the best promotions. Every promotion is carefully designed to reward customer loyalty through new engagement strategies and coveted prizes; this way, everyone visiting UNO has the same chances to earn a prize.

Each step we take in marketing is part of a strong strategy consisting of a digital media plan, ATL channels and BTL activations which allow us to connect, relate and create emotions in every one of our customers, which we are able to evaluate before and after any promotion.

Year after year, our customers -in every single country we are atawait for our promotions: brand new cars, motorcycles, cell phones, TVs, tablets, video game systems, laptops, household appliances and, specially, a lot of gallons of the best fuel in the region, are just some of the hundreds

of giveaways that have been awarded to our customers throughout the years.

HOW HAS UNO CENTRAL AMERICA UNDERGONE ITS OWN DIGITAL TRANSFORMATION FACING THE MARKET AND ALSO INWARDS?

We are setting our wages for the future through the deployment of new technology, aiming to integrate new working methods enabling us to make the most from the potential of digitization, resulting in a company

culture evolving toward a rapid response within an ever changing environment.

Changes currently happening within UNO are undoubtedly driving forward an innovation culture, optimizing current processes’ efficiency, and also creating new business opportunities thanks to data analytics and improving customers’ experience and their relationship with our brand.

Our deployment plan considers

Changes currently happening within UNO are driving forward an innovation culture, optimizing current processes’ efficiency

every area in our company, this will benefit clients and customers from the different segments and channels we work for, among them: increased purchase visibility, a userfriendly interface, help from our ground personnel, and an unmatched customer experience, overall.

Thanks to such changes we will accomplish vertical integration to

other market segments and offer more services in our entire chain.

We aim to become a market leader evolving from a point of purchase for fuel to a multi-service station where customers can always find products that facilitate business transactions and, overall, provide a true purchase experience.

FOUNDED: 1996

INDUSTRY: Energy / Oil & Gas

CONTACT: www.uno-terra.com

Artificial Intelligence for Risk & Opportunities Management in the beverage industry

Written by Ph.D. José Moscoso, executive in the food and beverage industry

Many businesses in the beverage industry use to separate a few days yearly to gather the management team and promising talents to carry out their strategic planning kick off meeting. High levels of participation and involvement are achieved here, gaining adherence to what will become the course of action during the next three or five years. I have taken part in many of these workshops in different roles, in which, all the participants are part each of a different team, and the discussion begins with Risks (or Threats) and Opportunities that could potentially impact the business from different perspectives: economic, social, technological, industrial, and marketwise, among others. However, compared to the previous year, we are able to notice few significant changes in the outputs of these analyses and

little disruption to radically change the rate of growth acceleration. Wouldn’t it be useful to rely on more in-depth analyses of trends and changes in consumer behavior, for example, to objectively validate the bases of our proposals?

This is a great opportunity to embed a culture in the use of technological models and tools such as Artificial Intelligence (AI) in the strategic planning cycle and the management of key factors of success, incorporating deeper levels of analysis and continuous feedback objectively.

ARTIFICIAL INTELLIGENCE (AI)

Big Data, Data Analytics, Machine Learning, Internet of Things, Robotic Process Automation, Augmented Reality (AR)... These and other Artificial Intelligence techniques based on analysis of structured and unstructured data through information systems and technological equipment

are a powerful source of competitive advantage when applied integrally in the strategic management of business.

This article aims to drive us to design a focused model able to assist in different strategic purposes, avoiding falling into “paralysis by analysis” or “over-engineering”.

A MODEL FEASIBLE TO APPLY IN THE INDUSTRY OF BEVERAGE AND FOODS

I had the opportunity to lead the Corporate Comptroller department of a Multi-Latin Business Group diversified in food and beverages, among other business units, with a combined turnover of around $3.5 billion. The management team was comprised, mostly, of engineers from different specialties. The team’s work was based on annual audit plans covering around 10 engagements per year developed sequentially. However, despite having carried out a deep

dive review of the processes, the conclusions and recommendations were based on sample analysis, since it was humanly impossible to work at population data level and even more difficult to interrelate them with databases of other processes or external variables. In this context, it was key to introduce new technological concepts and analysis methods that allowed us to

- Ph.D. José Moscoso is an expert in the Food and Beverage for massive consumption industry

move to a predominantly preventive approach in order to achieve strategic processes in a continuous and deep manner.

The applied “prediction” model allowed us to find ourselves a step forward. Careful planning was necessary for such a purpose, as well as gaining a level of maturity in data management. The beverage and foods industry faces the challenge of seeking the benefits resulting from the application of artificial intelligence and technological concepts in the commercial and back office areas, to join the efforts they make in the automation of manufacturing and supply chain processes, in order to take advantage of its integration and synergies.

WHAT STAGES DO I RECOMMEND FOLLOWING TO IMPLEMENT A NEW MODEL BASED ON ARTIFICIAL INTELLIGENCE?

The Preparation stage involves

planning. It is key to have the commitment from Senior Management, since it’s necessary to select a team that will lead the construction of the relevant data model which will enable us to support the achievement of the strategic objectives. It is important to count with an expert leader in business processes and a specialized team to work on artificial intelligence techniques and tools. A budget will be necessary for training and analytical software, however, the expected results should bring a positive return on investment and mitigation of highimpact business risks.

Targeting consists of identifying only those factors that are key to the success or failure of our strategic initiatives and that will have the greatest impact on the development of our model. For example, in the beverage industry, knowing and managing “consumer preference”

Model Stages

is a key success factor. The targeting task will help us “select” the variables that determine the behavior of our key success factor to be analyzed. If we do not have internal data, we must look for it in the market

or in public access sources. In our example, consumer preferences can be influenced by compound variables such as: sensitivity to prices, environmental awareness, nutrition and health, among others.

1.Preparation

2.Targeting

3. Data Analytics

4. Machine Learning

5. Continuous Feedback

Data Analytics becomes the next filter. We will analyze large volumes of data (“Big data”) of the variables identified for the selected key factor, which will be organized to have structure (“Dataframe”) and consistency. At this stage, we will find the first outputs, detect symptoms and main causes, making it possible to implement immediate initiatives (“quick wins”) . The value resulting

from these analyzes lies in the greater precision achieved to understand behaviors and the interdependence of the variables analyzed, which allows us to plan an offer with added value for the consumer and greater profitability for businesses and retail.

If we continue with the previous example (consumer preferences), we can find the trends of the main variables that impact our key factor,

the timing in which they gain relevance and their inter-dependencies, which allows us to identify the new engines that exert greater pressure on the preferences of our consumers: functionality of packaging, changes in the frequency of visits to retail, new sales channels, new habits or lifestyles, seasonality, etc.

In the next stage, the analyzes incorporate algorithms (clustering,

classification, regression, forecasting, dimensionality reduction, etc.) on the “Dataframe”. In the previous stage, we had already identified certain trends in a more descriptive way. With the incorporation of the algorithms, patterns and scenarios will be calculated and estimated with a greater degree of certainty than in the traditional way, in which we would have discovered these

postmortem . We know this stage as “Machine Learning” , where the automation of analytical processes contains the added value of proposing recommendations and courses of action thanks to “learning based on the experience that the program itself accumulates” 1. At this stage, the relationships that we have cataloged can anticipate (as it is in our example) the relative changes in consumer preferences and guide us on actions such as: being pioneers in migrating to convenience ecofriendly packaging, among others, in order to anticipate (prediction) or suggest activities (prescription) throughout the value chain related to new trends or opportunities. Early adjustments on production lines, distribution or redefinition of segments are some of the strategic actions that can be considered as a result of the opportunities identified.

Continuous feedback is critical

to adjust our management model and ensure a high degree of integration, while fine-tuning courses of action. Artificial Intelligence will help us with “early warnings” about deviations that could be found. The model will be organized into “Automated Executive Dashboards” and will include “key online information”. For this, it is critical to design “Robots” (“Robotic Process Automation”), for the continuous execution of the analysis routines in the predetermined “Dataframe”, generating efficiencies and reducing time.

OTHER USAGES AND BENEFITS

From a Risk Management perspective, the model allows finding patterns that predict unusual situations by defining the “Dataframe” of processes such as payments, collections, inventories, losses and quality control, among others. Early warnings can be automated, either by “Robots” or by

devices interconnected through the IoT, receiving and sending data on real time. For example, alerts of deviations in the temperature of our fleet and refrigerated warehouses to ensure the quality of our cold chain, goes beyond avoiding risks of returns, resulting in the assurance of the value offered to our consumers. Risks of obsolescence and overdue portfolio (credit scoring) can also be strongly mitigated, while policies and procedures can be adjusted with greater certainty.

Ph.D. José Moscoso is an expert in the Food and Beverage for massive consumption industry.

Education:

• PhD in Financial Economics, Banking and Stock Market, Autonomous University of Madrid, Spain.

•MBA, IE Business School, Madrid, Spain.

• Certified Public Accountant, University of Lima, Peru.

Experience:

• CEO, Corporate Director, Financial Vice-President at Latin American Multinationals.

• Associated Professor of the MBA program at the Post-grade Faculty of the University of Lima, Peru.

Embedding a culture of predictive and prescriptive analysis supported by Artificial Intelligence, analyzes techniques and information systems puts us one step ahead in seizing opportunities and mitigating risks, strengthening the strategic management of the business in an industry as dynamic as food and beverage.