If you consider that your team is highly committed, it delivers the result you want and has no way of performing. Do not continue reading this text, stop here because this text is not for you.

For those of you who decided to continue reading this text, I will now continue the story.

One day a customer came to us because he was losing around 92,000 orders a day, in a logistical operation that worked 24×7, weekly these numbers were around 644,000 orders and in 1 month it totaled around -2,576 million lost orders.

Optimization with the AMS team was suggested and from there we designed a solution to this great difficulty he was having. With the team's outsourcing, he managed to improve activities efficiently, avoiding failures and reducing costs by more than 25%.

And in this text, we will discuss how logistical processes aim to optimize a company's daily operation as much as possible, so that it can be carried out as quickly as possible.

Cost reduction

Firstly, cost reduction is one of the main goals of companies today. In addition to cutting costs, optimizing the logistical system helps to expand your company's competitive advantages, improve service and exceed your customers' expectations.

Stock Management

Good inventory management is the fundamental pillar of any logistics business and wholesale and retail companies as it saves the time and effort required to manage inventory manually.

Collaborative System

With a collaborative system in place, your collaborators will no longer need to create daily reports, they will have data ready and regularly updated on their devices.

Many companies report a significant improvement in their business rates when implementing their first inventory management solution. That's because accurate inventory prevents lost goods and minimizes common human errors such as reporting out-of-stock products.


With that, bringing a practical example is fundamental for us to have an idea of the relevance of the subject in relation to process optimization.

With an average input stock of 1.5 million pieces, the strategy for implementing a critical inventory process went from 1 month to 3 days, with a margin of error of 0.05%.

To practice the numbers, we now have a scenario where the capacity went from 8,000 orders per day to a daily processing capacity of over 300,000 orders per day.

As a result, our client started to process an average of 100 thousand orders per day, that is, in a Logistics operation that works 24×7, the client started to process more than 700 thousand orders per week, in 1 month this account is even more comprehensive and profitable, we now process more than 3 million orders/month, exponentially increasing monthly sales.

A successful AMS contract must have permanent visibility to the customer, but this will not happen without a strategic move and a governance process that will guide the company running AMS how to manage its services and determine its participation. The business area's value chain offers customers suggestions for improvement and innovation.

Contact | Edesoft

Rodrigo Napoleon - Edesoft