Becoming leaders in the recycling and steel industries
March 2022 | www.thebostonbr.com
ATLAS COPCO
Nicolás Pesaque,
(Bolivia-Peru ) Supplying specialized machinery in the territory
CEO for Saint-Gobain PPC Peru
TECHNISYS Banking gets more efficient
HITACHI ENERGY Achieving fossil-free power
VALUABLE CONTRIBUTIONS
TO SUSTAINABLE LIVING Proud to be Saint-Gobain PPC’s strategic partner in their compressed air projects
Home of Industrial Ideas
EDITOR’S LETTER: March 2022
This month on Boston Business
We also learned about the important
Review we feature Saint-Gobain PPC
support from Atlas Copco, supplying
Peru, as the multinational company
machinery in countries such as Bolivia
brings its global standards and
and Peru. Hitachi Energy is many steps
leadership in mortar, drywall and
forward into this industry sector for what
other products for construction to the
we traditionally knew as an electronics
Andean country. Up north in Mexico,
manufacturer. And we also learned
important partnerships created Gerdau
from Technisys and the way it optimizes
Corsa, boasting the more than century
banking institutions’ performance.
long experience of the Brazilian steel emporium to perform successfully in
Thanks for reading and sharing!
North America.
Mateo Rafael Tablado, Editor in Chief at The Boston Business Review Email: rafael.tablado@thebostonbr.com
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3
WHO WE ARE Managing Director
Finance Director
Jassen Pintado
Christina Nichole
Creative Director
Social Media Director
Omar Rodríguez
Maria Elena Gastelum
Editor in Chief
Content Coordinator
Rafael Tablado
Alicia Barrantes
Editor for Brasil
Project Directors
Flavia Brancato
Ana Macfarland David Alarcon
Translations
Giuseppe Modenesi
María Murgui
Lucy Verde Marcelo Modenesi
Ta b l e o f C o n t e n t s
6. 16.
Ghost Kitchens
becoming the top choice for delivery meals
Technisys
Engage and Delight Your Customers With Next-Gen Digital Banking
62.
24.
72. 32. 48.
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5
Ghost kitchens
becoming the top choice for delivery meals Written by Mateo Rafael Tablado Photo by Michael Browning
Inventiveness in restaurant operations is taking leaps forward through ghost kitchens, which experienced exponential growth during the global pandemic
Food
Ghost kitchens
G
host kitchens (called “dark kitchens”, with
HIGH PROFITABILITY The ghost kitchens’ proven success
slight variations in the
has taken this model worldwide.
business model) are
During the last year, ghost kitchens
not a pretentious hip
popped up in Argentina, Brazil,
occurrence, nor a new
Colombia, Chile, Peru and other
trend for Halloween
countries in Latin America. According
promotions, but rather
to Euromonitor, the amount of ghost
sprunged from the need of survival.
kitchens in countries such as China,
According to reports in recent years, India and the US has already reached this kitchen format emerged in the UK four figures, and it’s been projected due to soaring prices in property rent,
that by 2030 this business will
decreasing the restaurant business’
generate US$1 trillion, globally.
profitability, and as a consequence, driving young entrepreneurs and chefs to search for alternate low-rent spaces such as basements or small properties with just enough space to set a kitchen to prepare meals for
In Spain, for example, the Cuyna company is renting industrial facilities in Madrid, furnishing these as hubs for kitchens of different sizes and capabilities, according to El País news.
delivery-only service, with no tables
ESTABLISHED BRANDS for customers at all. Conditions such WANT IN, TOO After being born in the underground as the COVID19 global pandemic have
8
only boosted and reaffirmed this new
-since basement rentals became
concept, which is here to stay with or
a norm at the beginning-, ghost
without a pandemic.
kitchens became such a successful
March 2022
Ghost kitchens
Food
THERE ARE ESTABLISHED BRANDS APPROACHING THIS MODEL TO WIDEN THEIR COVERAGE OF DELIVERY AREAS IN AN INTELLIGENT WAY
Photo by Edgar Castrejon
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9
Ghost kitchens
10
Food
and attractive business model that
already developing a way to reach
other brick and mortar brands have
the virtual brand delivery-only app-
not only joined this trend to grow
friendly market by creating Pasqually’s
their reach, but also have made a
Pizza & Wings, offering more or less
survival resource out of it to earn
most of the same menu at their brick
part of the income they haven’t been
and mortar locations, aiming at the
able to generate due to pandemic
now grownups who used to enjoy
shutdown restrictions for on-location
the restaurants when they were kids;
meals. This is the case of the Chuck
the venture’s opening began as the
E. Cheese restaurant chain, regularly
shutdown was ordered and seemed
an experience-themed site for children
to fly under the radar before users on
birthday parties, with videogames and
social media began noting a similar
other attractions. The company was
taste between Pasqually’s and
March 2022
Food
Ghost kitchens
Chuck E. Cheese food and afterwards finding out the same phone numbers belonged to both brands’ location listings. Chuck E. Cheese is not alone in the virtual brand development by established chains, as Applebee’s and Chili’s created Neighborhood Wings and Just Wings, respectively as their
number of locations
delivery-only alter-egos.
where deliveries depart
And there are also established
from. “We rent discreet,
brands approaching this model far
smaller properties
from the strategy of creating a spin-
where only beverage
off, virtual brand using the exact same
machines have been deployed and
infrastructure, but rather to widen
fresh product is brought in twice a
their coverage of delivery areas in
day; from these locations we cover
an intelligent, cost-reducing way,
delivery-only areas,” commented
instead of investing the same amount
Eduardo Escobar, general manager
of money they spend on locations
of Krispy Kreme in Panama, about
open to the public. Such is the case
the brilliant strategy that earned
for the Panama franchise of Krispy
this affiliate an award for innovation
Kreme doughnut shops; besides
from the Krispy Kreme corporate
operating in nine locations with a
headquarters, which immediately
doughnut factory, seats and tables,
implemented this model globally.
the company just increased the
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11
Ghost kitchens
Food
WHAT ABOUT THE NEW BRANDS? Even when taking a risk by creating virtual brands, experiences such as the one of Chuck E. Cheese with
12
existing kitchen spaces and cooks which are already part of the operation costs. But for those into the restaurant
Pasqually and other established
business for the first time, whose only
brands rely on the infrastructure
way to make a profit is by engaging
previously set in each of their
in a low-cost delivery-only ghost
locations before setting them up for
kitchen operation, there isn’t any
a delivery-only operation, using pre-
infrastructure as the one pre-owned
March 2022
Food
Ghost kitchens
Photo by Louis Hansel
by large restaurant chains. They must
opening restaurants, but they must
earn a reputation from consumers that
rely heavily and almost exclusively on
never dined at their place because, to
social media and other user-generated
start with, it hasn’t been a place with
content apps to appeal to potential
seats and tables open to the public.
customers in a demographic group
In the beginning, their reach hardly
for which ordering a meal from a
benefits exclusively on word of mouth
mobile device is not an exception, but
from people that have eaten there,
rather customary, thus depending on
as it has been traditionally with most
promotions, likes, shares, as well as
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13
Ghost kitchens
Food
Photo by Elena Rabkina
FOR THOSE INTO THE RESTAURANT BUSINESS WHOSE ONLY WAY TO PROFIT IS ENGAGING IN A GHOST KITCHEN OPERATION, THERE ISN’T ANY INFRASTRUCTURE AS THE ONE PREOWNED BY LARGE RESTAURANT CHAINS
14
March 2022
Food
Ghost kitchens
photos and videos in which dishes
conditions, depending upon third
must look impeccable and succulent
parties and being thrusted by a
to attract the kind of customers that
restrictive event as the shutdown
may never ever experience their meals
derived from a global pandemic. If
in site, but always by delivery.
our post-pandemic, post-COVID19 or at least after-shutdown lives have
APPS ARE IN FOR MORE THAN THEIR COMMISH One of the most important links in the chain is also attracted to the ghost kitchen model: the delivery apps. Both Uber Eats and Rappi are
embraced home office enough to stay, ghost kitchens’ acceptance certainly leads the way. The variants this model will develop are going to be very interesting, no matter if it comes from a garage inside
partnering with ghost kitchens beyond
a house where young chefs still live
the simple load and take delivery
with their parents, or from the new,
process, but also by taking part in
industrial kitchen hubs attracting
property operation, creating spaces
big-time investors. Maybe new meal
to rent for small or large kitchen
delivery apps will be developed,
operations as well as developing
demanding existing apps undergo
virtual brands operating from the same
some kind of transformation, and
location and kitchen infrastructure.
probably there will still be virtual
CONSIDER THE POSSIBILITIES... Opportunities for ghost kitchens are growing after originating in dire
restaurants under this model which still may consider their operation runs better off without partnering with any third parties.
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15
ENGAGE AND DELIGHT YOUR CUSTOMERS With Next-Gen Digital Banking from Technisys Consumer buying behaviors, digital innovations and the current environment are disrupting business as usual and taking customer engagement to a whole new level. How can banks shift, react and thrive when the only constant is change? Financial institutions that can create and deliver tailored financial products and services dynamically - allowing customers to receive meaningful recommendations at point of need - have a clear competitive advantage.
Te c h n i s y s
FinTe c h
Meet Cyberbank, the cloud-based,
to provide “tailored banking” (i.e.,
next-gen digital banking platform from
custom financial products created
Technisys. Cyberbank is specifically
and delivered in real time to every
designed to elevate the customer
customer). In other words, point-of-
experience by enabling financial
interaction solutions that are no longer
institutions to deliver customized
exclusively offered through banks, but
products in real-time, wherever and
embedded directly into the consumer’s
whenever the customer needs them.
buying journey -- and provided by
The result? Customers get what they
brands, vertical SaaS companies, and
need, when they need it. Every time.
eTailers. Can you imagine the digital
A true digital transformation
possibilities if financial institutions
empowers banks to innovate and
could offer variations of the same
differentiate with novel products that
product in seconds and were delivered
engage and delight customers. But
to the right customer at the right time?
which products and services should
With Cyberbank Digital, banks and
banks offer first to ensure optimal
fintechs can.
results - especially when the variations
On top of increasing customer
of products and services can be
engagement by delivering a delightful
infinite? The key lies in your data.
experiential layer, Cyberbank enables
With Cyberbank, financial
financial institutions to generate
institutions have access to a
incremental revenue streams by
foundational layer built on data,
providing tailored products through
providing deep customer insights
any point of interaction of the
and how best to serve them with
customer’s choice such as...
one-to-one personalized banking experiences. Cyberbank is the gateway for banks
18
March 2022
• A banking as a service offering to other fintechs.
FinTe c h
Te c h n i s y s
Foto por Firmbee.com
• Embedded into another
experiences for customers, Cyberbank
brand’s financial supply chain
Core makes it easy to add capabilities,
or into a customer’s buying
define product behaviors and change
process.
the product structure quickly and
• A bank’s digital channel
easily by using business-oriented
where variations of the
tools and a powerful, parameter-
same product offering can be
based Product Factory so financial
successfully delivered through
institutions can accelerate the time
targeting and data analytics.
for launching new products. This end-to-end digital backbone is called
While Cyberbank Digital enables banks to create a digital ecosystem
structural flexibility. A flexibility that is built on three pillars:
and build exceptional tailored banking
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19
Te c h n i s y s
FinTe c h
• Create ecosystems through
and implemented to serve millions
dynamic APIs. To create a
of users, helping to speed up
successful ecosystem banks need
processes, reduce costs and cut
a modern API-centric architecture
the time required to develop and
to define internal (closed) and
implement a digital strategy.
external (open) API endpoints that allow banks to share (or not) the
A best-in-class cloud-native
required information with authorized platform, like Cyberbank, that is built partners in the ecosystem.
entirely on the power of APIs, enables financial institutions to deploy and
• Cloud-based access to
scale as the business dictates -
customer data. Gain a 360-degree
whether to one, hundreds or millions
view of each customer that
of customers. Since the platform can
banks will need to create more
deliver limitless digital possibilities,
personalized customer experiences. Cyberbank is ranked highest in And, gain access to advanced
Architecture and Digital Banking
analytics that can help banks
Foundation criteria in The Forrester
identify new markets and design
Wave™: Digital Banking Processing
new products to meet changing
Platforms (Retail Banking), Q3 2020
economic conditions. By becoming
report.
more agile, banks can accelerate
For example, Technisys empowers
speed to market and boost revenue
financial institutions such as Grupo
growth.
Petersen in Argentina to scale to two million customers. Cyberbank
• Accelerated digital framework.
20
not only offers cross-support to all
Digital accelerators allow reuse
digital operations - both web and
of components already developed
mobile versions - for the four banks
March 2022
Te c h n i s y s
FinTe c h
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21
Te c h n i s y s
22
March 2022
FinTe c h
FinTe c h
Te c h n i s y s
that comprise Grupo Petersen, but also
• Deliver an omni-channel
supports the entire digital onboarding
experience.
process. Cyberbank empowers Grupo
• Reduce customer support costs.
Petersen to scale quickly across its four
• Create and train AI virtual
banks simultaneously with ready-to-use
assistants to meet specific
digital capabilities - all while respecting the
customer needs with an
location and regionalization of each bank.
easy-to-use interface
That’s not all. To scale and offer the
• Deliver consistent and reliable
best digital banking customer journey,
customer assistance, 24/7.
it is essential for financial institutions to
• Learn from every customer
connect with customers easily -- whenever
interaction and refine customer
and wherever your customers want or
engagements in real time.
need. Cyberbank Konecta, Technisys´s conversational AI engine, makes it easier
Of course, every customer has different
than ever for financial institutions and their
needs and goals. That’s why great digital
customers to engage and get things done.
banking customer service requires
Cyberbank Konecta uses leading-edge
understanding and solving problems in the
conversational AI technology combined with
most efficient way possible. This is what
human understanding to deliver exceptional
Cyberbank solutions do. They redefine the
customer engagement. Its AI virtual
customer experience in new and profound
assistant lets bank customers speak or text
ways for more than 100 million bank
in their own words, creating an effortless
customers in 16 countries (and counting) -
customer experience from start to finish.
meeting the needs of consumers wherever they are, whenever they need to bank.
With Cyberbank Konecta, banks can:
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23
Hitachi Energy achieves
100% fossil free electricity in own operations
The global technology and market leader in power grids has achieved the first-step target in its Sustainability 2030 plan and steps up the pace towards carbon-neutral Hitachi Energy, today announced
“By achieving 100% fossil-free
that it has achieved the first-step
electricity in our own operations, we
target set out in its Sustainability
have reduced our CO2 equivalent
2030 plan – the use of 100% fossil-
emissions by over 50% compared to
free electricity in its own operations1.
2019,” says Claudio Facchin, CEO
The company is driving towards being
of Hitachi Energy. He continued,
carbon-neutral in its own operations
“The Net Zero challenge is global
by 20302, in line with its Purpose,
and it’s about acting now, innovating
‘Advancing a sustainable energy
and collaborating across countries,
future for all’.
industries and societies. Together
Notes: 1. The contract for its South Korea operations (equivalent to 0.4% total electricity usage) is expected to be signed in March 2022 retrospectively through green tariffs. 2. Discover more about Hitachi Energy’s approach to Sustainability 2030 here
Hitachi Energy
By achieving 100% fossil-free electricity in our own operations, we have reduced our CO2 equivalent emissions by over 50% compared to 2019 - Claudio Facchin, CEO at Hitachi Energy
26
March 2022
Energy
with customers, partners, and all
emissions. In its Zhongshan factory
stakeholders, we are advancing the
in China, the company is generating
world’s energy system to be more
nearly 20% of its total energy
sustainable, flexible and secure.”
consumption from solar panels. In
The targeted 50% reduction
its first year of operation, the power
achieved ahead of plan will amount to approximately 175 kilo tonnes of CO2e per year, equivalent to removing over 35,000 passenger cars off the road. To achieve 100% fossil-free electricity in its own operations – and in support of the Hitachi Group’s carbon-neutrality goal3 – the company has pursued a number of pathways including supporting projects to generate its own fossil-free electricity, such as installing solar roof panels combined with e-meshTM digital solutions for distributed energy resources maximizing energy efficiency and minimizing CO2
I nsta lación fotovo lta ica, Zhongshan, China
Notes: 3. Hitachi Sustainability Report 2021
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27
Hitachi Energy
IdentiQ™ Step into clarity generated at the factory is expected
switched to green tariffs, bought
to reach 1,510 megawatt hours
Energy Attribute Certificates
(MWh), contributing to the reduction
(EACs), and signed Power
in annual carbon emissions by more
Purchase Agreements (PPAs)
than 1,000 tonnes.
across its operations and facilities
To achieve 100% fossil-free electricity, Hitachi Energy has also
28
March 2022
in 90 countries. Looking ahead, Hitachi Energy is
Energy
continuing to invest in its journey
and providing a continuous
towards carbon-neutrality by further
supply of power.
increasing energy efficiency, as well
Through its Sustainability 2030
as electrifying its own operations. In
plan and targets, the company
Ludvika, Sweden, the company is
reinforces its commitment to
now using 100% renewable electricity
accelerating actions driving business
generated from hydropower and
in a sustainable way. Based around
from solar panels to support its
four pillars – Planet, People, Peace,
operations. Ludvika, which is one of
and Partnerships – the strategy
Hitachi Energy’s largest production
draws from the UN’s Sustainable
facilities, has gone beyond tackling
Development Goals (SDGs), with
its electricity supply and is now close
specific focus on the following eight:
to removing the use of all fossil fuels
Good health and well-being, Quality
from the whole of its operations.
education, Gender equality, Clean
The company has a track record
water and sanitation, Affordable
of implementing its own technologies
and clean energy, Responsible
in its operations to enable the
consumption and production, Peace,
integration of renewable energy.
justice and strong institutions; and
For example, in 2015 its South Africa
Partnerships for the Goals. In line
operations installed a 750 kW rooftop
with these SDGs, each pillar has
photovoltaic plant and a 1 MVA/380
corresponding targets that drive
kWh battery-based PowerStoreTM
the business to contribute social,
for enhancing the use of renewables
environmental, and economic value.
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29
Hitachi Energy
ABOUT HITACHI ENERGY Hitachi Energy is a global technology leader that is advancing a sustainable energy future for all. We serve customers in the utility, industry and infrastructure sectors with innovative solutions and
world’s energy system to become more sustainable, flexible and secure whilst balancing social, environmental and economic value. Hitachi Energy has a proven track record and
services across the value chain. Together unparalleled installed base in more with customers and partners, we pioneer than 140 countries. Headquartered in
30
technologies and enable the digital
Switzerland, we employ around 38,000
transformation required to accelerate
people in 90 countries and generate
the energy transition towards a carbon-
business volumes of approximately
neutral future. We are advancing the
$10 billion USD.
March 2022
Energy
Contacto Hitachi Energy México: Sandy Hernández +52 55 5433 8775 sandy.hernandez@hitachienergy.com www.hitachienergy.com/mx/es
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OVERCOMING CHALLENGES
AND BUILDING A SUSTAINABLE FUTURE
Over a century of prestige and growth make of Gerdau one of the main suppliers of long steel products in the Americas. This strength, strategic partnerships and sustainable management have consolidated Gerdau Corsa in Mexico
Written by Mateo Rafael Tablado Produced by Jassen Pintado Translation by María Murgui Interviewee Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa Creative Direction Omar Rodriguez
Gerdau Corsa
G
erdau’s
Gerdau purchased the totality of
history goes
Siderúrgica Tultitlán (SIDERTUL
back to 1901
steelmaker), which already had
at the hands
more than 50 years of experience
of German
in steel production.
immigrants settled in
49% of the stocks of the Aceros
Porto Alegre, in Southern Brazil. The
Corsa company and its distributors’
nails factory started by Joao and
network. After this strategic alliance,
Hugo Gerdau began its transformation
investments were planned to build the
in 1946, when Curt Johannpeter
largest construction profiles plant in
-Hugo’s son-in-law- took the reins
the country in Cuidad Sahagún,
of the company, thus spreading its
Hidalgo. These facilities started working
business and operations.
in 2015, after a US$600M investment.
The territorial growth began in the second half of the 20th century, and in 2007 the company arrived in Mexico. ALLIANCES, ACQUISITIONS AND INVESTMENTS FOR SUCCESS IN MEXICO The acquisitions and strategic
Their set-up capacity is of a million tons of liquid steel and 700,000 tons of laminated products. “We are supported by 120 years of experience in the steel industry, we are one of the main long steel products manufacturers in America and one
partnerships have been a key factor
of the leading special steel suppliers
for Gerdau’s consolidation in the
in the world”, added Denis Gomes,
Mexican market.
Director of Supply Chain, Metal and
Upon its arrival in the country,
34
A year later, Gerdau acquired
March 2022
Energy for Gerdau Corsa.
S t e e l (C o nst r u ctio n)
“We are supported by 120 years-experience, we are one of the main producers of long steel products in the world”
- Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa
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35
Experience the Progress
www.liebherr.com
LH 40 M LH 30 M
LH 26 M Electric
SVF Maquinaria, together with Liebherr as our main ally, we offer the best service, sales and rent of equipment for the material handling, construction and mining operations in Mexico
Liebherr.com • www.instagram.com/liebherrconstruction • www.facebook.com/LiebherrConstruction svfmaq.com • info.mx@gruposvf.com
L 566
S t e e l (C o nst r u ctio n)
PROVED LEADERSHIP ALL OVER THE CONTINENT Gomes graduated in Business Administration at the Federal University of Santa Maria (Brazil) and, afterwards, he earned an MBA with specialty in Finance at the Getulio Vargas Foundation, also in Brazil. He also took updating courses during his years spent in Peru. In 2020 he finished his studies in the High
After joining the Gerdau Bank, hecompleted the Trainees Program and later he became an integral part at Siderperu, being appointed Leader of Finance and Relationships with Investors, with the aim of achieving the Company’s financing reorganization; during that period he took part in the Global Comptrollers Training Program, and he got achievements such as the
Management Perfection Program, at the implementation of the financing area into the Shared Services Center (SSC) IPADE (PanAmerican Institute for High Business Management, in Mexico).
in 2012, thus centralizing the financing
Also, Gomes took part in the Núcleo
operations of six countries in Latin
Preparatorio de Oficiales de la Reserva
America.
(Reserve Officer Preparatory Core), in the Brazilian Armed Forces. Regarding his work, Denis Gomes
In 2015 he took over the SSC General Management, thus incorporating part of the United States operations, and
started his career in Coca-Cola,
in 2018 he was appointed Finance
working in the Finance, Accounting,
Manager at Gerdau Corsa, where his
Marketing and Strategic Planning
main challenge was to optimize the
departments. During his time in this
financing and capital organization
company he earned the certification
for the expansion and growth of the
as Chief Auditor of the Coca-Cola
Company in Mexico. In December,
Quality System and took part as Quality
2020, Denis took over as Director of
National Award Examining Board
Supply Chain, Metal, Logistics, Energy
Auditor in Brazil.
and S&OP (sales and planning).
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37
Gerdau Corsa
GERDAU CORSA in Mexico
Three steel production and lamination plants More than one million tons of liquid steel made a year
Seven scrap metal process and recollection units Leadership in construction profiles production
38
March 2022
S t e e l (C o nst r u ctio n)
RESOURCES TO FACE CHALLENGES As well as for many other industries
automatic and remote classification
worldwide, matters such as logistics
for the recollection and processing
and the supply chain have meant
of metal raw materials. Also, the
a series of challenges for Gerdau
implementation of the Gerdau Tracking
Corsa since the COVID-19 pandemic
System (GTS) for the Logistics
broke out.
area allows accurate monitoring
However, solutions to those problems through a digital mindset
of deliveries to each client. “The most prepared companies,
and the implementation of digital tools
and those which reacted in a quick
have allowed a quick and efficient
and efficient way were the ones to
performance. The use of Artificial
transform the supply chain’s basic
Intelligence has been useful for the
functions”, the executive declared.
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39
Advancing a sustainable energy future for all hitachienergy.com
S t e e l (C o nst r u ctio n)
“The most prepared companies, and those which reacted in a quick and efficient way were the ones to transform the supply chain’s basic functions” - Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa
EVOLUTION OF THE SUPPLY CHAIN Gerdau’s Supply Chain consists of the following areas: • Purchase and Processing of
as guaranteeing the raw materials from a deep knowledge of the impact of the market’s prices and tendencies. The main purpose of this integration
Metal Raw Materials
is to deliver the products to each client
• Logistics
timely and in due form, customizing
• Energy
the work each of them may require.
• Co-products
For that purpose, the Company is
• Supplies
supported by the development of
• Sales and Planning (S&OP)
Business Intelligence programs, which allow the identification of prices,
The latter is now in charge of
tendencies, raw materials demand and
managing and integrating the rest of
other factors. Also, a Supply Chain
the areas according to the market’s
Innovation Day has been created, an
needs identified by the Business area,
event which gathers the whole supply
of the optimization of each of the
chain and invites sector-related start-
resources with the aim of reaching
ups, besides giving recognition to best
maximum production capacity, as well
practices and implementations.
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41
Pioneers at Heart
NEXT LEVEL SERVICES NOW Primetals Technologies Mexico located in Apodaca N.L. nearby the USA border, a services and products company part of the pioneer Primetals Technologies group, founded in 1994 focused on furnaces and recently for the past years giving specialized solutions for casters and mills. Recently Primetals Technologies Mexico conditioned a third new workshop, some of the mention bellowed are part of the new equipment: • CNC Table Type Horizontal Boring Mill 6” • Gray CNC vertical mill 84”. • Boring Mills, Vertical 56”. • [2] Gantry machining centers. • [2] Lathe 6T260L • Lathe 5100LB • Welder 2T • Conventional Lathe • Milling machine • [3] Laser trackers and a measuring Arm. • Handyscan latest version. • Nickel plating station. www.primetals.com contact@primtals.com For further details please direct to: • Alfredo Salazar (USA Account Manager) alfredo.salazar_cortes.ext@primetals.com • Marco Rito (MX & SA Account Manager) marco.rito@primetals.com • Luis Gamboa (VP & Sales Director) luisd.gamboa@primetals.com
S t e e l (C o nst r u ctio n)
BOOSTING SUPPLIERS Gerdau Corsa has created alternatives to funding programs for its supply chain along with different banks. These mechanisms have the purpose of developing and strengthen suppliers who are considered Business Partners for the Company by easing their access to credit, besides contributing to economic recovery. EFFORTS FOR A SUSTAINABLE FUTURE... AND FOR THE PRESENT All of the production output from Gerdau Corsa is made from millions of tons of recycled materials, making Gerdau the largest recyclers in Latin America. Among other related efforts, the processes developed by Gerdau have allowed the company to reduce its carbon footprint, considering that per each ton of steel produced in the world, 1.89 CO2 tons are emitted (global average quantity within the steel industry) whereas the Company has reduced its average down to 0.93 CO2
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43
®
alfran.com
Protect your core
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The driving force of the refractory industry Refractory products withstand extreme temperatures, enabling the production of steel, cement glass and many more materials essential to daily life. Our 14,000 highly-skilled people are dedicated to delivering the best possible solutions for our customers, enhancing not only their operations but also their business performance. Find out more at rhimagnesita.com
S t e e l (C o nst r u ctio n)
“We will continue working to update our industry and become a model to reach other 120 years and contribute to a more sustainable world” - Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa
tones per each steel ton produced, besides assuming the commitment of reducing it to 0.83 CO2 tons until 2031. Another remarkable effort was the sustainability agreement entered into with BBVA (Banco Bilbao Vizacaya Argentaria) for the import of strap metal with an investment of US$60 million, positively affecting with this transaction the SDGs (Sustainable Development Goals), thus making sure to stock the company up with recycled raw materials and promoting the reuse of solid materials, and at the same time
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Gerdau Corsa
COMMITTED TO THE SERVICE Specialists in rental of scrap metal handling equipment
S t e e l (C o nst r u ctio n)
contributing to Circular Economy. “We are in continuous search for
diversification beyond the iron and steel industry. The Company is also
the improvement of environmental
working in contributing to a more
management which makes us become
equitable community through diversity
a leading company and a model within
and inclusion policies and working in
the industry”, Gomes explained.
social projects related to education,
GROWTH AND DIVERSIFICATION IN PERSPECTIVE For the future, Gerdau Corsa foresees a growth in the country
environment and health which will allow it to contribute in neighboring communities. “We will continue working to update
which will keep present challenges
our industry and become a model to
related to logistics and energy, which
reach other 120 years and contribute
are subject to each country’s
to a better world”, concluded Denis
regulation and policies.
Gomes, Director of Supply Chain,
There are plans for a markets
Metal and Energy for Gerdau Corsa.
FOUNDED:
1901, 2007 in Mexico INDUSTRY:
Acero (Construction) CONTACT: www.gerdaucorsa.com.mx denis.gomes@gerdau.com
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Saint-Gobain states its firm conviction
TO IMPROVE EVERY PERUVIAN’S QUALITY OF LIFE AND TO TAKE CARE OF THE ENVIRONMENT
Produced by Jassen Pintado Interviewee Nicolás Pesaque, CEO for Saint-Gobain PPC Peru Creative Direction Omar Rodríguez
48
March 2022
Construction
Saint-Gobain PPC is positioned in Peru, thrusted by its rapid growth to the leadership in the market for construction and finishings, besides taking a step forward toward sustainability in its operations and construction solutions, aligning this purpose through its value chain
S
aint-Gobain has presence across 70 countries contributing to the construction sector. The company’s more than 350-year history began as a glass and mirror
manufacturer for King Louis XIV, working in widely-known historical projects, such as the Palace of Versailles, in France. Besides its worldwide expansion, the company has also increased its specialized product portfolio for different tasks in construction and finishes. Saint-Gobain Productos para la Construcción (Saint-Gobain PPC, “products for construction”)
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49
Saint-Gobain PPC
arrived at Peru in 2013 through the
Nicolás Pesaque, CEO for
launching of Weber mortars, which
Saint-Gobain PPC Peru.
became a leading brand in 2019 after acquiring Pegamentos y Fraguas de Celima (Celima adhesives and forges).
Nicolás Pesaque Roose leads
In 2021, Saint-Gobain acquired
the operation at Saint-Gobain
Soluciones Constructivas Volcán, a
PPC Peru. He earned a degree in
company established in Peru since
Industrial Engineering at the Peruvian
2011, specialized in manufacturing
University of Applied Science, in Lima.
and marketing of the drywall system.
Afterwards, Pesaque earned an MBA
And in late 2021, the company finished
from the Macquarie Graduate School
its acquisition of Z Aditivos, thus
of Management, in Australia.
thrusting its way into the chemicals for construction industry.
Pesaque’s career began in ASA Alimentos, a food production company
Saint-Gobain PPC covers all of
commonly known for the “Negrita”
Peru directly and through strategic
brand. In ASA, Pesaque performed
partnerships as well.
in the operations area. Afterwards,
“We want to become a reference
he joined Alicorp, becoming part of
within the construction sector
the company’s marketing team on an
supported by the experience we
international level.
bring to the market through our
50
MULTISECTORIAL CAREER
Pesaque entered the construction
innovative products and solutions,
industry in 2016 as Business Manager
with a high service level and a
for Soluciones Constructivas Volcán,
sustainable operation,” commented
taking over as General Manager for the
March 2022
Construction
“WE WANT TO BECOME THE GLOBAL LEADER - Nicolás Pesaque, CEO
in light, sustainable construction”
for Saint-Gobain PPC Peru
company in 2018, and being named
strategically located in Arequipa,
CEO for Saint-Gobain PPC Peru
Lima and Trujillo.
during early 2021.
Saint-Gobain PPC Peru’s business units are:
RELEVANT STRENGTH IN DOMESTIC MANUFACTURING The company supplies the
• Weber and Weber-Celima mortars • Drywall products from the Volcán and Placo brands
construction and finishing works
• Chemical products for
industry from five production facilities,
construction from Weber and Z Aditivos
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51
Atlas Copco, proud to be Saint-Gobain PPC strategic partner in their compressed air projects Our air compressors, gas generators and air treatment products, provide our strategic partners, like Saint-Gobain PPC, innovative, efficient and sustainable industrial solutions. Working with the largest service network in the region, we are ready to help you wherever and whenever you need us. Atlas Copco, Home of Industrial Ideas. Follow us:
www.atlascopco.com/es-pe/compressors
Construction
FACTORS FOR SUCCESS To the more than three-century experience and network support implied in Saint-Gobain’s global operation, other factors are added, contributing to a successful run for Saint-Gobain PPC Peru: • Excellence in customer service • The experience shared with customers and users • The base of knowledge open to serve the market • Permanent innovation in every product, solution and service platform • Sustainable operation regarding resources and the development of neighboring communities
This way, Saint-Gobain remains a leader in every market by developing sustainable products, resulting in a wide reduction of the carbon
CONTRIBUTING TO A BETTER HOME footprint, hence a better use of resources, relying on materials THROUGH GROW & IMPACT The Grow & Impact plan, from Saint- able to contribute to building better Gobain, is a global strategy designed
homes and buildings, answering
to bring growth to the company
to the company’s purpose of
through a wide array of solutions and
“Making the World a Better Home”.
its operation model, boosted by its performance on the marketplace.
Saint-Gobain PPC Peru is focused in this program, sharing its premises
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53
Saint-Gobain PPC
“IT’S OUR DUTY TO ENCOURAGE DECARBONIZING IN PRODUCTION PROCESSES. We will be summoning every player in the sector to achieve this”
- Nicolás Pesaque, CEO for Saint-Gobain PPC Peru
54
March 2022
Construction
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55
“A SYMBOL OF OUR WORK IS TO BE ONE STEP AHEAD OF THE MARKET NEEDS”.
OUR PRODUCTS ARSIL®
Sodium silicate powder
BIOCIBAC®
Biocides and fungicides
GLUTABAC® Preservatives
PSQ Argentina S.A. comprises different fields related to construction, painting and adhesives. It is worth highlighting the offer of waterproof and antifungal additives that help to preserve and extend lifecycles of buildings.
STEAR-CA® Stearates
OLEO PLUS® CHROMIUMSIX FREE
For further information, please contact us at: tecnica@psqargentina.com www.psqargentina.com
Sodium oleates
Construction
throughout its supply chain, its own
implementation of this goal,”
products and their life cycle.
the executive said.
“We want to become the global leader in light, sustainable
FULFILLING DEVELOPMENT
construction, improving everyday
OF THE HUMAN ELEMENT
life through high-performance solutions,” Pesaque added.
Company culture within SaintGobain PPC Peru is highlighted by its diversity and respect between the staff
SUPPLY CHAIN: ALIGNED GOALS One of Saint-Gobain PPC advantages is working in Peru
and inclusion. For key factors such as personnel development, three main subjects are considered:
with many of the company’s global suppliers, which means goals and
• Strengthening an own
principles are aligned toward the same
management culture, supported
purposes, including in factors beyond
on reliance, empowerment and
the marketplace, as it is with reducing
collaboration.
any environmental impact.
• Obtaining tech skills able to
“It’s our duty to encourage
increase agility in taking on
decarbonizing in production
innovation and its transference
processes. We will be summoning
onto the market.
every player in the sector to achieve
• Technical knowledge of every
this, working like an ecosystem is the
construction solution offered by
only way to become successful in the
the company.
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57
Saint-Gobain PPC
THE FUTURE:
businesses recently acquired, and
OPTIMIZING EVERY FRONT
afterwards thrust these into a sales
The future ahead of Saint-Gobain
58
volume resulting from a new value
PPC Peru is certainly shining,
proposition and a strong portfolio.
considering the company has every
The company also foresees upcoming
necessary element to deliver on set
acquisitions with the purpose to
goals. As its main focus, the company
increase the number of categories
is after an efficient integration of
covered by the current portfolio,
March 2022
Construction
thus becoming aligned to the plan of
company, Comunidad Saint-Gobain
increasing Saint-Gobain’s leadership
(Saint-Gobain community) is being
in Latin America.
created with the purpose of improving
To achieve all of these goals, new
the personnel’s housing conditions,
technology is to be deployed, enabled
and afterwards extending this
to increase production capacity in an
collaborative effort to communities
efficient and sustainable manner.
surrounding the Saint-Gobain PPC
In other matters, from within the
Peru operations.
Because we are the FIRST, we are the BEST
Innovation creates a better life. Tianpu Chemicals is specialized in the design, development, manufacturing and application of cellulose ether series including MC, HEC and EC, currently owning two production bases with annual capacity of 24000 tons and Shanghai technology center. www.tianpuchemical.com sales@tianpuchemical.com
Leading company in its field, dedicated to the construction of parts, packaging and wooden stretchers. elsolsac@hotmail.com pym_deloriente@hotmail.com
www.grupochacaltana.com.pe
Security and Quality in the Service VL Servicios, a Peruvian company, dedicated to the transportation of personnel and heavy cargo. Our Mission, to be a strategic ally of our clients, we guarantee the safety and quality of our service, always adapting to their needs.
• Heat-shrinkable sheets • Biodegradable sleeves • Bags • Packaging • Laminates for the industry in general • Flexographic printing up to 8 colours. • Pouch and Doy Pack bags
Headquarters: (0051) 1-326-0663 (0051) 1-326-0664 (0051) 1-326-0665 Av. Mariscal Caceres N° 446 Urb. Valdiviezo Ate Lima, Perú
Contáctanos:
+51 943.227.962
www.bolsipol.com.pe
Construction
“WE SHARE ENDEAVORS AND ACCOMPLISHMENTS ALONG EVERY COUNTRY IN THE TERRITORY, the most important of which is to make sure every Peruvian has access to proper housing” - Nicolás Pesaque, CEO for Saint-Gobain PPC Peru
FOUNDED: “We share endeavors and accomplishments along every country in the territory, the most important of which is to make sure every Peruvian has access to proper housing,” concluded Nicolás Pesaque Roose, CEO for Saint-Gobain PPC Peru.
1665, since 2013 in Peru NUMBER OF EMPLOYEES:
170,000+ (global) INDUSTRY:
Construction CONTACT: www.saint-gobain.com nicolas.pesaque@saint-gobain.com
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SUSTAINABLE INNOVATION FOR A BETTER TOMORROW At Atlas Copco, our mission is to achieve a sustainable, profitable growth, seeking to empower our customers and drive society towards a better tomorrow
Interviewee Julio Hernández, General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia Produced by Jassen Pintado Art Direction Omar Rodríguez
Atlas Copco Perú
Atlas Copco, worldwide group
development of projects in different
leader in compressed air, vacuum,
markets; from applications in new
energy, and industrial tool solutions,
mining seams and expansions, to
has operations in over 180 counties
industrial installations for penumatic
around the globe. Its customer center
transport and wastewater treatment
in Peru, that along with Bolivia are
plants.
known as the Andean region, was
Aside from providing the latest
the first office of the Group in Latin
in compressed air technological
America and has been working in
innovations, Atlas Copco advises its
the development and execution of
customers in the choice of the best
industrial projects since 1950. Julio
solution from its wide equipment
Hernández, new General Manager
portfolio. “Our business is always
for the Compressor Technique
focused on operational efficiency,
Business Line at Atlas Copco Peru and Bolivia, tells us more about the vision and development plans for the division in the region. INDUSTRIAL DEVELOPMENT AND INNOVATION During 2021, Atlas Copco experienced a growth in the demand
sustainability and the responsible use of resources. Therefore, the correct choice of a compressor for an air installation is key for energy savings and the reduction of the carbon footprint at any operation” says Hernández. “We advise our customers about the difference between a 4-bar pressure blower, versus a 5 to 11 bar
of compressed air technologies for the pressure compressor, and how with
64
March 2022
Machinery
Our business is always focused on operational efficiency, sustainability and the responsible use of resources - Julio Hernández, General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia
the choice of the right equipment according to a particular application, they can get up to 50% of energy savings”. Usually, these low-pressure solutions are recommended due to its high efficiency and low energy consumption for wastewater treatment plants, flotation processes and pneumatic transport. Atlas Copco always looks to
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65
Atlas Copco Perú
66
March 2022
Machinery
Hogar de las Ideas Industriales
provide added value to its customer
goes hand in hand with energy
during their project development
efficiency. Keeping a machine in peak
process. The accompaniment during
operational performance turns into
the implementation of such projects
energy savings. To achieve this, we
goes beyond the installation itself,
have intelligent central controllers that
focused on prevention and energy
regulate the demands and fluctuations
efficiency. “We have seen growth in
of compressed air machines
the awareness about the importance
connected to our network, thus
of preventive maintenance, which
increasing their efficiency”.
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67
Atlas Copco Perú
The industry 4.0 and connectivity
maintenance since it helps reduce
tools are not foreign to the
possible failures that may cause
compressed air world. Due to the
production losses to our customers.
confinement situation caused by
Also, it allows us to be proactive
COVID-19, remote monitoring
towards any alert sign the machine
platforms have been key for Atlas
may send, which goes straight to our
Copco customers to anticipate
customer and our specialists”.
their maintenance needs. “All of
“Industrial innovations, like our
our compressors come with remote
third-generation variable speed drive
monitoring technology or can be
technology VSDs and SMARTLINK
easily connected to our worldwide
for remote monitoring of compressed
network through SMARTLINK. This
air installations, allows our customers
tool supports us with preventive
to maximize their investment and
“Our mission is to achieve a sustainable, profitable growth, seeking to empower our customers and drive society towards a better tomorrow” - Julio Hernández, General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia
68
March 2022
Machinery
optimize the operational times at their
environment and society in general.
installations in a responsible way with
“At Atlas Copco, our mission is to
the environment”, says Julio.
achieve a sustainable, profitable
COMMITMENT WITH THE SOCIETY AND THE ENVIRONMENT Sustainability and innovation are key for the Atlas Copco Group. Its
growth, seeking to empower our customers and drive society towards a better tomorrow”, says Julio. And so, the Atlas Copco Group
sustainability strategy is focused
in Peru and Bolivia contributes with
on providing its strategic partners
sustainable development through
with added value, not only through
corporate projects aligned with
its products and services, but also
the United Nations Sustainable
through responsible actions with the
Development Goals, and its
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69
Atlas Copco Perú
commitment with science-based
differential value from other offers, are
targets. Julio tells us more about
sustainable, efficient and can generate
one of their initiatives: “Water for All
saving in the short, medium and long
is a corporate global initiative that
term”. This year, an organic growth in
develops projects to provide access to drinkable water in places where is needed. This initiative was born from a project promoted by our own staff, to later be adopted by the Group and executed worldwide through strategic partners and Atlas Copco volunteers in every country”.
the business volume is expected for the division in the region, based on tailor-made solutions for the customer and intelligent connectivity tools for service proactivity. “Solutions based in innovation and advanced technology will be key this 2022, and at Atlas Copco we are
OUR VISION FOR THE REGION IN 2022 For Julio, this 2022 arrives with several growth and project development opportunities that will
70
more than ready to take on these new challenges the market has for us. With nearly 150 years of experience in compressed air technologies
need Atlas Copco solutions. “We are
worldwide, our machines have
in a highly dynamic market that has
proved to be efficient and sustainable
increased its demand for products
no matter the industrial project
and services that, aside from having a
they operate in”.
March 2022
Machinery
www.atlascopco.com/es-pe
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High
standards and flexibility combined into success
The Krispy Kreme franchise in Panama makes the most out of the global support from the company’s headquarters and brings its own creative twist, delivering astonishing results Produced by Jassen Pintado
Written by Mateo Rafael Tablado
Interviewee Eduardo Escobar, General Manager of Krispy Kreme in Panama
Food
Krispy Kreme
T
he Krispy Kreme
purchase Krispy Kreme products. This
brand was created
earned Krispy Kreme Panama the Best
more than 80 years
Opening Worldwide award in 2017, on
ago in North Carolina, behalf of the company’s headquarters. with the original
“This event thrusted us into the
glazed donut as
news for weeks after the opening,”
its cornerstone.
commented Eduardo Escobar, General
Throughout the years, Manager of Krispy Kreme in Panama.
the company’s expansion has led to presence in more than 35 countries. The successful run for the Krispy Kreme franchise in Panama began with
leadership Originally from El Salvador, Eduardo
the opening of its first store in 2017,
Escobar earned a Bachelor’s degree
located in the Costa del Este exclusive
in Marketing from Dr. José Matías
residential area. Five years later, Krispy
Delgado University, in his home
Kreme has nine stores in Panama City.
country. Escobar also obtained an
Before the first location opened its
MBA from the Francisco de Vitoria
doors, the Bárcenas Group worked for
University (Madrid, Spain). His body
two years in preparation to launch the
of work includes stints in industries
brand after obtaining authorization on
such as real estate, advertising and
behalf of Krispy Kreme to operate the
for global brands such as Pizza Hut
franchise in Panama.
(in El Salvador and Guatemala), KFC
The store’s opening attracted lines of 500 to 600 customers, eager to
74
Creative, experienced
June 2021
(Guatemala) and for Krispy Kreme, in Panama.
Food
Krispy Kreme
Our specialty is creating experiences, making donuts and selling them - Eduardo Escobar, General Manager for Krispy Kreme in Panama
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75
Krispy Kreme
Food
Besides the Best Opening Worldwide award in 2017 and a “Melonhead” for
Krispy Kreme is no different
achievements in innovation -both from
from other franchises in regards to
Krispy Kreme-, Escobar was selected
keeping every single detail consistent
by Central America’s “Estrategia y
with the brand’s concepts besides
Negocios” magazine as one of the
product quality.
100 leaders in marketing for this
76
Standards and flexibility
But the brand’s flexibility allows
territory after introducing Krispy
blending with local culture to
Kreme in Panama.
improve its positioning, allowing also
June 2021
Food
Krispy Kreme
adaptations into local vernacular along
took place in popular places in town,
other efforts contributing to reaching
shopping centers, points of interest,
the brand’s target audience.
plazas, busy streets and avenues.
One of the brilliant strategies linking the brand with the city of Panama’s inhabitants was the activation
A timely, transparent operation The joy for Krispy Kreme products
campaign in which entire boxes filled
lies in its freshness, the bakery
with products derived from new hires’
delivers new products twice a
training sessions were given away. This
day (mornings and evenings),
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77
“Creativid Estratég para tu cade de suministr
4M Food Solutions es una empres 100% panameña que con la creatividad y experiencia de su fu Miguel Quintero, de seguro con nuevos retos dentro del segmento d Service enfocado en las 4M’s de la i - Money, Market, Menú y Mana
Somos una propuesta ganad visión estratégica a innovar con so a la medida de cada cliente br seguridad y un excelente 4mfoodsolutionspty mquintero@4mfoodsolutions.com www.linkedin.com/company/4mfoodsolutions
dad gica ena ro”
sa joven, energía, undador nquistará de Food industria agement.
dora con oluciones rindando servicio.
Perfíl de Proveedor
N u m b e r o f E m p l o ye e s : 12
Ye a r E s t a b l i s h e d : 2021
Industr y: Logística y Distribución
Main Ser vices: S e r p r o ve e d o r d e t o d a l a c a d e n a d e s u m i n i s t r o d e t u n e g o c i o (c o m p r a s , i m p o r t a c i ó n , a l m a c e n a j e , ve n t a s y d i s t r i b u c i ó n) . ¡ S o l o d e d í c a t e a ve n d e r !
Recent Projects: Incorporación a nuestro por tafolio de clientes ser el operador logístico en Panamá de la franquicia internacional Krispy Kreme
President: M i g u e l Q u i n te r o Email: m q u i n te r o @4 m f o o d s o l u t i o n s .c o m
Food
Krispy Kreme
guaranteeing freshness to every
developed hidden stores which
customer.
increased coverage for delivery orders.
Most of the Krispy Kreme locations
The strategy consisted in renting
open to the public are also bakeries,
low-cost properties where finished
and customers can take their children
products are delivered every day and
to witness the production process
set up to prepare beverages from
before buying just-baked products.
the menu without being open to the
Bakery stores display a “Hot Now”
public. These locations are intended
neon sign, letting customers know
for delivery-only purchases.
that doughnuts are just leaving the production line.
The dark kitchen strategy earned an award for innovation from the brand’s headquarters in early 2021.
Dark kitchen, an award-winning strategy Krispy Kreme’s headquarters also displayed its flexibility by allowing
Centralized supply for quality control Consumables and materials for
the Panama franchise to run its “dark
preparation of Krispy Kreme products
kitchen”, a model which -with more or
are centralized in the company
less variations, even in the concept’s
headquarters in North Carolina,
name- has gained popularity in the
ensuring the best available ingredients
industry. The Panamanian operation
for each donut’s production. Global
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81
Krispy Kreme
Food
orders are collected and sent on
the same quality in every market for
consolidated freight in high volumes.
product quality, brand identity and
The company deals directly with
other matters.
suppliers, which results in all ingredients being imported into
Each department in every country can access the staff at the
Panama. Making these goods reach its headquarters directly to deal with final destination is a different matter. “In this part is where local strategic
specific subjects in every area. The data exchange is a key
partners rise to the occasion, as
aspect, as the company shares
it happens with our raw material
specific KPIs monthly, with leading
distributor. Our specialty is creating
markets exchanging information to
experiences, making donuts and
be applied in countries with room
selling them, theirs is logistics,” the
for improvement in certain aspects,
executive explained.
adding to best practices. This way, information does not flow only
Global support network As well as global standards are carefully maintained as a brand, in the same way Krispy Kreme offers wide
between headquarters and global locations, but also among operations in each country. “We are able to propose pilot
support in every area to its affiliates,
programs, and if one of them works,
be it training, marketing, operations,
then these are escalable at a global
human resources and others, including level; like the dark kitchens, a program location architecture, maintaining
82
June 2021
we were authorized to test-run, it
Krispy Kreme
Food
The challenge for ourselves is to innovate, and reinvent ourselves continuously - Eduardo Escobar, General Manager for Krispy Kreme in Panama
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Krispy Kreme
84
June 2021
Food
Food
Krispy Kreme
The dark kitchens worked, we earned an award,
and now it’s going to be implemented worldwide - Eduardo Escobar, General Manager for Krispy Kreme in Panama
worked, we earned an award, and
Kreme Panama first reopened
now it’s going to be implemented
once a week, then twice a week,
worldwide,” Escobar declared.
until the operation could run on a daily basis again.
Surpassing the pandemic Consequences from COVID19 were
Within the company, some movements contributed to discovering
felt worldwide. Panama stands out for
new skills within the hired staff, which
having enforced very strict measures,
shares a commitment to pull together
including a six-month quarantine when through difficult times and has the pandemic just began. Compliance with these measures
positively transformed some habits. “The pandemic contributed to
implied a halt in operations until the
reinventing ourselves as a company,
government began to allow a gradual
to reinvent processes, to reinvent our
opening to essential activities. Krispy
structure,” the executive added.
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85
Krispy Kreme
Food
New hires with a purpose Krispy Kreme’s support to its
the pandemic, and the company stepped up to make sure the entire
personnel in Panama is displayed
staff could take home that same
with actions going farther than
amount of money.
existing commitments by law. The
But probably the most notable
company has gone the extra mile for
contribution Krispy Kreme provides
employees that also deliver an extra
to its staff is the future plans for new
effort. One of these examples came
hires, considering mid- and long-
when not every employee qualified for
term paths. The company plans
government’s stimulus payment during the possibility of climbing to new
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June 2021
Food
Krispy Kreme
All ingredients are supplied f ro m t h e b ra n d’s headquar ters, ensur ing product qualit y wor ldwide
positions since prospect evaluation
strength and heart lies within
and hiring. This strategy has delivered
the people working for us,”
valuable results not only in operational
Escobar commented.
positions, but also for management roles, as there are team members who have reached mid-management
Expansion and challenges Beyond previously-set goals, the
positions after entering the company
pandemic became a game-changer
two levels below.
in every industry. In Panama’s case,
“The company has a focus on its staff, we know that the company’s
Krispy Kreme’s strongest competitor, precisely in the doughnut specialty,
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87
Aloha Table Service and Quick Service are easy to use We offer advanced solutions that reduce POS training time. Increase your restaurant’s efficiency while maximizing the value of your investment. ADVANTAGES • Advanced built-in redundancy - prevents loss of accounts and equipment misconfiguration • Each team has the ability to operate autonomously in the event of a server crash (offline) • Easy restore mode (online) • Multi-warehouse inventory, through the NBO cloud application. • Real-time management reports with mobile access from your cell phone using the Pulse and Insight cloud applications • Graphical user interface: configurable menu, order entry and automatic modifiers • Simple charges, mixed or split bills • On-screen keyboard for special instructions • Different input options such as card, secret code and bimetric
Integrated System Technologies, Inc. Santa Maria Business District, Torre Argos Telephone: (507) 303-5555 • www.istech.com.pa e-mail: ventas@istech.com.pa
closed its operations countrywide,
production level. This goal is being
which does not necessarily translate
achieved successfully.
into good news, since it was also a global brand. This drove Krispy
expanding the business along
Kreme Panama into setting a series of
Panama, going beyond the nine stores
challenges in which its main reference
currently operating in the country’s
is its own operation.
capital.
On one side, a 100% recovery plan was set for 2021, reaching the same
88
And the other goal is to keep
June 2021
The management’s vision is to keep evolving, coming up with better
Krispy Kreme
Food
K r ispy K reme creates devel opment p lans fo r new hi res
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89
Krispy Kreme
Food
The company has a focus on its staff, we know that the company’s strength and heart lies within the people working for us - Eduardo Escobar, General Manager for Krispy Kreme in Panama
90
June 2021
Food
FOUNDED:
1937 (in the U.S.)
INDUSTRY:
Food WEBPAGE: www.krispykremepanama.com
ideas to remain in the market as a relevant, appealing brand, far from believing that less competition will turn them into the only option for consumers. “The challenge for ourselves is to innovate and reinvent ourselves continuously,” concluded Eduardo Escobar, General Manager for Krispy Kreme in Panama.
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91
In the right place to obtain and export minerals Produced by Jassen Pintado
Written by Mateo Rafael Tablado
Interviewee Víctor Flórez, Mining General Manager for Carbomas
Carbomas operates in strategic locations which facilitate the exportation of its coke mineral products, besides optimizing its production by investing on equipment and developing its workforce.
Mining
CARBOMAS
C
arbomas’ business
Metallurgy Engineering from the
consists in the
National University of Colombia, and
exploration,
afterwards he earned a Postgraduate
extraction and
Degree in Business Administration
commercialization
from the University of Santander
of minerals. Such
(also in Colombia).
activities are developed through
His experience in the mining sector has expanded on for more than 13
its brands Carbomas and Metalmax.
years, having worked in companies
The company was created by a
such as Cerro Matoso and Prodeco,
business group formed in 2015 in
moving up from operational positions
the Department of North Santander,
to management before being hired by
Colombia.
Carbomas in August 2020.
“As a business group, we are
“During these years I have worked
currently known as the largest
in production and strategic planning
producer of ultra-low phosphorus
positions”. Flórez said.
coke in Colombia”, pointed out Víctor Flórez Mejía, Carbomas Mining National Manager. EXPERIENCED LEADERSHIP WITH KNOWLEDGE OF THE MINING SECTOR Flórez graduated in Mining and
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March 2022
WIDE EXPERIENCE THROUGH DIFFERENT OPERATIONS Carbomas develops its operation in different departments in Colombia, producing mainly thermal coal, coking coal and copper concentrates: • Department of Córdoba:
Mining
CARBOMAS
Carbomas has a thermal coal open
Three underground mining operations
pit mine, besides currently operating
and four exploration projects. Coking
two thermal coal exploration projects,
coal is obtained out of the working
expecting to bring over 11,000
operations, along with the extraction
BTU (British Thermal Units) to the
of ultra-low phosphorus coke, used
international coal market, with a sulfur
in ferroalloys.
concentration below 1%. • Department of North Santander:
• Department of Cesar: Copper exploration projects in its exploration
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95
CARBOMAS
96
March 2022
Mining
Mining
CARBOMAS
stage, operations are expected to beguin in the Q4 2021 to export copper concentrate from the ports of Santa Marta (Department of Magdalena) and Barranquilla (Department of Atlantic). • Department of La Guajira: Copper project recently assigned by the Colombian government. The deposit is in the La Jagua del Pilar Municipality and its exploration would
THE NECESSARY EQUIPMENT FOR WORKS TO BE PERFORMED Exploration projects Carbomas is in charge of, which are several at a national level, have led the company to take the decision of acquiring both underground and surface drilling machinery, which could result in cost reduction of approximately 6% per drilled ft in these projects. Carbomas relies on equipment such
take place
as scanners for underground mining,
in Q4 2021. This strategic reserve
among its advanced technological
was given through the National
solutions, which can give information
Mining Agency for its exploration
about the tunnels with great accuracy
and exploitation, and was assigned
for applications in topography
by public tender.
processes, mining planning and
“We were fortunate to be the first company benefited with the
geotechnics. In managerial matters, the company
assignment of this block”, the
is implementing an ERP system
executive said.
which will optimize its processes. This system, along with the acquisition of
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97
CARBOMAS
Mining
We are the largest producer of ultra-low phosphorus coke in Colombia - Víctor Flórez Mejía, National Mining Manager at Carbomas
exploration machinery equipped with
importance is given to its suppliers, an
the most advanced technology, will
integral and highly valued part of its
result a greater efficiency in cost.
productive chain.
“Nowadays, plenty of technological
98
Companies such as Boart Longyear,
advances applied to mining have
Caterpillar, Cino Mining, Dassault
been developed, these allow us to be
Systèmes and Komatsu, among
more cost-efficient and increase our
others, provide Carbomas’ operations
productivity”, Flórez declared.
with value.
STRATEGIC SUPPLIERS AND PARTNERS Carbomas’ strategic stockholders
TOWARDS GREATER SECURITY AMONG THE HUMAN TEAM Among traits shared by Carbomas’
and partners are highly valued
workers, their energy, the fact of self-
regarding their contribution to the
imposing high growing goals, as well
company’s operations, and this same
as the evolution of a culture of security
March 2022
CARBOMAS
Mining
- Víctor Flórez Mejía, National Mining Manager at Carbomas
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99
Mining
CARBOMAS
and respect for the environment
surrounding its operations are based
certainly stand out, besides giving
on mutual benefits, encouraged
value to the communities where the
by the creation of self-sustainable
company operates.
development programs for these
Carbomas’ workforce is currently going through a transformation
settlements. Among the renowned efforts for
towards a self-care culture in each
this purpose are the alliances created
of its collaborators, thus favoring a
along local governments with the
more secure and healthier working
purpose of promoting the growth of
atmosphere. REAL BENEFITS FOR NEIGHBORING COMMUNITIES The relationships between Carbomas and the communities
the communities where the company has got influence. The main aspects in which Carbomas has become as an agent for change among these communities
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101
CARBOMAS
Mining
It is really important for us to bring value to the communities where we work at - Víctor Flórez Mejía, National Mining Manager at Carbomas
102
March 2022
Mining
CARBOMAS
include agriculture, construction
Their vision in a few years’ time is
of access roads, education, and
to become the mining company
jobs generation.
with the largest quantity of mineral products in its portfolio in Colombia.
“It is really important for us to bring value to the communities where we work at”, the manager stressed.
Nowadays, the company makes a place for itself in the products obtained from lines of work such as coke, metallurgic coke, coking
PORTFOLIO GROWTH TOWARDS THE FUTURE
coal, thermal coal, copper
Carbomas is setting highly important
concentrates and gold.
challenges, which are within reach.
FOUNDED:
2015 INDUSTRY:
Mining CONTACT: victor.florez@carbomas.com
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