Success stories

  • VISE S.A. de C.V.
    • Client since el 2008
    • Large contractor. Builds roads, bridges, homes, etc.
    • The challenge
      • The company has to purchase materials both at construction sites and centrally. And to ensure that the purchase were within budget both in quantities and cost and scheduled consumption. There was a manual process where each purchase had to be authorized by a supervisor. Supervisors have to constantly travel to the field to supervise work progress and corroborate that the consumption of materials corresponds to the progress and that material prices are within budgeted ranges. Because supervisors travel constantly, they arrive late at the office or the next day, or have to travel several days in a row. The urgency to buy and not stop the project, would brake the manual processes established to monitor the budget and expenses.
    • Results
      • A purchase authorization process linked to the Navision® ERP was implemented. At the same time, supervisors were equipped with mobile phones.
      • Supervisors now authorize in an average time of 4 hours.
      • eFlow delivers all the purchase information on the portable devices, incluing : quantities, unit purchase price, project name, general budget, budgeted unit cost, etc. So that they have all the necessary information to authorize or reject a purchase.
      • If the purchase goes out of range by amount or budget, it is escalated to management to evaluate and take corrective measures in time.
      • All of this has allowed VISE to take on larger projects and increase its sales by more than 300% since acquiring eFlow.
      • Additionally, this client managed to automate more than 30 processes, with a single person in a period of 12 months.
  • Municipality of León
    • Client since 2004
    • Urban Development Department
    • The chalenge
      • Municipal governments have a duration of 3 years. The time is relatively short and this poses serious challenges to system administrators and managers to deliver results in an institution that is usually complex due to its size, legal requirements that must be met, and the complexity of its processes. Developing quickly, with a vision of delivering results to citizens is its main challenge and objective to achieve.
    • Results
      • This successful government client managed to transfer 80 manual processes into 24 eFlow.mx processes in a period of 18 months.
      • All processes are linked to the IBM® Content Management server, creating completely electronic processes with the use of images within the entire institution.
      • Citizen service processes that took 40 days are solved in 7 days
      • The average waiting time and attention of citizens for a procedure in the offices is 15 minutes
      • Construction companies start their procedures directly online
      • When a citizen returns for a new procedure, they only have to bring the additional documentation that is required or they have to replace a previously digitized document in case its validity has expired.
  • Agropecuaria Sanfandila S.A. de C.V.
    • Client since el 2005
    • This large company in the agricultural sector produces: eggs, chicken, pork, beef, etc. Controlling payments to their suppliers is of utmost importance for them; since each business unit is responsible for paying its suppliers, through a centralized payment process. The process controls a wide set of rules to allow a payment. Depending on the supplier's business, some payments are made daily, weekly, monthly, on the 15th and 30th of the month, for example. Some divisions are capped by a maximum payout budget. All supplier payment lists are made by the managers of each business unit. Once completed, they go to their Director, who can modify or authorize the request as it comes. All authorized requests are concentrated in a single payment process, where all payments to the same suppliers are consolidated. A fund dispersal file is created to upload to the bank's system. Electronic transfers are made. The account statement is uploaded and all payments are validated. Finally, all movements to settle accounts payable are recorded in the ERP. This process was originally linked to an ERP, but the company decided to move its solution to a financial product with a cheaper maintenance cost. In 15 days, the connection interfaces from the previous ERP to the new one were programmed and the processes linked to it began to be carried out with the new system. Employees did not see a process change in the company, nor were they shocked that they were interacting with a different financial engine.
    • Results
      • Reduction of the annual maintenance cost of an ERP from 30,000 USD per year to one of 1,000 USD per year.
      • The control of purchases and payments has allowed management to be directly involved in the process without stopping it when the director has to travel.
      • The company has reverted a tough financial situation to a healthy one, relying on these two processes.
  • IC Intracom S.A. de C.V.
    • Client since 2009
    • Company dedicated to the sale of peripherals and electronics for computers. Its main strategy is to maintain close relationships with its clients through periodic visits by its sales staff. So the process of requesting travel advances and controlling expense recovery becomes of utmost importance to them. These were the first two processes implemented in eFlow. Which additionally allowed them to accumulate additional information, not available with the previous manual process. Now they can collect information such as: relationship of expenses against the clients visited, and in this way value the investment of visiting a client against the income and create direct costing.
    • Results
      • Improve the efficiency of client visits by focusing attention and budget on the best clients.
      • Quantify the profit generated by the expense of customer visits, against the income generated after it.
      • The time to account for employee travel expenses was reduced to less than 48 hours. Which allows expenses to be deducted in the accounting period correctly. Which generates savings in taxes paid.
  • Sakaiya de México S.A. de C.V.
    • Client since 2008
    • Japanese company that produces dashboards for different automotive brands. The first process developed for them was ISO document control. Followed by the development of a production process to control the in-process inventory of the boards within the plant. The process controls the correct use of raw materials during production, control of the equipment and accessories used since each product uses different combinations of raw materials, accessories depending on the machine on which it is decided to print the board.
    • The challenge
      • Control the production process of their dashboards
    • Results
      • Machine start control
      • Control of formulated color paints based on the product order
      • QA control
      • Production inventory control