How a leading Latin American consumer-goods manufacturer built a modular business case for MRO optimization, letting leadership choose the scope rather than accept an all-or-nothing proposal.
A leading Latin American consumer-goods manufacturer, a household name in its categories, operating a network of plants across its region, all on a single ERP instance, with tens of thousands of MRO SKUs and a large maintenance-planning community. Its products move at retail speed, which means its filling, packaging, and processing lines have to move at retail speed too.
Rather than an all-or-nothing proposal, the business case was built as two scenarios on the same estate, differing only in module coverage, so leadership could see precisely what each increment of scope buys. Because every site already ran the same ERP instance, the network-level modules could work from day one: surplus at one plant visible and transferable to every other plant, with the buy-versus-transfer decision costed for logistics, no integration programme required first.
Customer figures in this case study are expressed as ratios to protect confidentiality. The downtime figure is a published industry benchmark, not a customer-specific number. The underlying case was built from operating figures the customer provided.
High-volume consumer-goods manufacturing concentrates the MRO problem into two connected numbers: the capital tied up in spare parts across the network, and the thousands of unplanned incidents a year that interrupt the lines. On a consumer-goods line, the inventory question and the uptime question are the same question, and both were being managed site by site.
The download covers both scenarios module by module, the arithmetic behind the increment, and why the uptime prize was left out of the headline case entirely.
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Both scenarios cleared the bar on their own; the arithmetic of the increment between them made the decision.
| Système métrique | Résultat |
|---|---|
| Payback | Under 6 months, either scenario |
| Return on increment | ~4.5× the incremental cost of the two added modules |
| Three-year net benefit | Lifted by roughly 70% from Scenario 1 to Scenario 2 |
| Carrying-cost saving | ~22% per year on capital released |
| Purchases avoided | ~1% of annual MRO spend, against 5–15% published benchmarks |
| Coût des temps d'arrêt | ~$39,000 per hour, published industry benchmark, not a customer figure |
Avoided downtime was deliberately excluded from the headline case and positioned as upside, to be quantified against the customer's own downtime records rather than claimed in advance.
Accountable for line uptime across a network where a missing spare stops output, not just costs money.
Closing the gap between site-by-site stocking rules and network-wide visibility on a shared ERP.
Evaluating a modular business case with a costed increment, not an all-or-nothing proposal.
Running a single ERP instance across the network, with no integration programme required to add scope.
If your plants share an ERP but not their spare parts, the same scenario-based case can be built on your figures, in days.
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