In addition to Colombia, UMA operates in five countries in Central America: Guatemala, El Salvador, Costa Rica, Honduras, and Nicaragua. \u201cWe\u2019re also in Venezuela, as well as Spain and Portugal,\u201d Urrea Ospina says. \u201cAcross all these regions, we aim to make a positive impact on our customers with each of our brands and motorcycles.\u201d<\/p>\n
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\u201cFor us, our \u2018Adventure\u2019 project\u2014the name we gave the SAP project\u2014was crucial to our expansion and growth,\u201d he says. \u201cWe needed global models so we could expand faster and run more efficient, automated operations.\u201d<\/p>\n
Working with SAP, UMA established global models and automated operations across finance, production, and logistics, says Victor Bedoya Aristizabal, corporate solutions manager at Grupo UMA. \u201cWe defined global models, starting in finance with global charts of accounts that let us analyze information and make financial decisions much more efficiently. From there, we extended the approach through production and plant operations and into logistics.\u201d<\/p>\n
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\u201cToday, SAP is a fundamental pillar for our processes from the start of the value chain to the end,\u201d Bedoya Aristizabal says. \u201cWe utilize the full suite for production, pricing, finance, and warehouse management to deliver a superior product.\u201d<\/p>\n
\u201cTaken together, these cross-cutting global modules have helped us evolve, save time, shorten implementations, and expand across regions,\u201d Urrea Ospina says. \u201cFor example, in Colombia we\u2019re implementing our spare parts warehouse with SAP Extended Warehouse Management, SAP\u2019s supply chain management application. What we\u2019re learning in Colombia can be replicated in Central America. Standardizing these logistics modules makes operations much more efficient while still accounting for each country\u2019s specific needs.\u201d<\/p>\n
He adds: \u201cI believe that if we hadn\u2019t prepared with SAP and the technologies we have today, the strong growth we\u2019ve had in Colombia would have been far more difficult. For example, we went from assembling 11,000 motorcycles in January of last year to around 17,000 motorcycles per month today\u2014nearly doubling our output. Without SAP\u2019s well-defined structures, process controls, and automations that replaced a lot of manual work, it would be much harder to reach the 20,000 motorcycles per month we expect to achieve soon.\u201d<\/p>\n
\u201cThat ability to scale\u2014both assembly volume and sales volume\u2014has been driven by the Adventure project and everything we implemented with SAP,\u201d he says. \u201cI think it has significantly improved employees\u2019 day-to-day work. And that\u2019s where we need to take the organization: toward a data-driven company that makes better decisions. Before we implemented Adventure, a person\u2019s day-to-day was mostly operational work.\u201d<\/p>\n