The company
A Venezuelan company with over 30 years of experience in plastic bag manufacturing and pelletizing services, located in Araure, Portuguesa — the agroindustrial heart of Venezuela. Its main market: food packaging companies, cooler manufacturers, and the agroindustrial sector.
Its story illustrates industrial resilience in adverse contexts: it closed for eight years due to the Venezuelan political crisis and raw material shortages, and reactivated in late 2023 with a new focus on plastic recycling. In 2024 it reached $158,000 in revenue. With 16 staff and machinery operating at 65% of installed capacity, the reactivation was successful — but operational processes had not evolved at the same pace.
The problem — 13 structural issues identified
The AS-IS analysis documented 13 coded problems across three areas of the order management process, modeled in 4 BPMN diagrams: main order management process, production subprocess, replenishment subprocess, and dispatch subprocess.
Order Management
Replenishment
Production
The critical indicator: a quotation with delivery date could take up to a full day. Manual inventory validation exceeded one hour per check.
Methodology applied
4 AS-IS and 4 TO-BE diagrams were modeled in Bizagi Modeler using BPMN 2.0 notation. AS-IS diagrams visually identify each problem with coded red frames (AS01–AS13). TO-BE diagrams show the redesigned flow with digital activities marked in green.
A measurable general objective was defined with indicators organized across the four perspectives of Kaplan & Norton's Balanced Scorecard: achieve 85% on-time order delivery compliance by end of Q4 2025.
| Aspect | AS-IS | TO-BE |
|---|---|---|
| Diagrams modeled | 72 tasks · 9 decision gateways | 63 activities · 21 digital/automated |
| Inventory control | Manual, spreadsheet | Real-time in Odoo |
| Quotation time | Up to a full day | Minutes (real-time data) |
| Supplier communication | Informal WhatsApp | Standardized format in Odoo Purchases |
| Production records | Inconsistent, paper-based | Digital work orders from tablets |
BPMN Diagrams
Each process was modeled in its current state (AS-IS) and redesigned state (TO-BE). Click any diagram to view it full screen.
Main order management process
Replenishment subprocess
Production subprocess
From problem to solution
Each of the 13 AS-IS problems has a direct TO-BE improvement. The following component shows the full mapping, technology enablers, and how each improvement contributes to the general objective.
13 problemas identificados en el diagnóstico AS-IS, agrupados en tres áreas operativas.
Gestión de pedidos
Gestión manual — hojas de cálculo y WhatsApp
Sin control de inventario estructurado
Sin protocolo de comunicación con clientes
Cobros manuales sin alertas
Sin supervisor de producción
Sin almacenista dedicado
Aprovisionamiento
Compras reactivas por escasez
Comunicación informal con proveedores
Sin proceso de selección de proveedores
Producción
Variabilidad y alto desperdicio de material
Largos tiempos de ajuste en maquinaria
Registros de producción inconsistentes
Saturación de responsabilidades operadores
The TO-BE redesign — powered by Odoo
The chosen technology enabler was Odoo ERP — a decision made together with the business owner, who already knew the platform and believed it could transform operations. Each improvement (BE01–BE13) was designed to directly resolve its corresponding AS problem.
Sales & CRM Module in Odoo
Resolves: AS01
Inventory Module in Odoo
Resolves: AS02
Standardized client communication
Resolves: AS03
Automatic collection alerts
Resolves: AS04
Production Supervisor role created
Resolves: AS05
Warehouse Manager role created
Resolves: AS06
Automatic reorder points in Odoo
Resolves: AS07
Standard purchase order format in Odoo
Resolves: AS08
Supplier evaluation protocol in Odoo
Resolves: AS09
Standardized parameters in Odoo Mfg.
Resolves: AS10
Standardized operation manuals
Resolves: AS11
Digital work orders via tablets on floor
Resolves: AS12
Role redistribution with Odoo support
Resolves: AS13
Expected results
Before vs. after: same team, same resources, quantified outcomes.
| AS-IS | TO-BE |
|---|---|
| Up to 1 day per quotation (manual calculations + stock confirmation) | Minutes (real-time data in Odoo) |
| +1 hour per manual inventory check | ~0 minutes (always-current data in system) |
| Reactive purchasing: production halts from missing raw materials | Automatic reorder points — stockouts practically eliminated |
| Informal supplier communication via WhatsApp | Standardized purchase orders with tracking and records |
| Inconsistent, paper-based production records | Real-time digital work orders from tablets on the floor |
| Overloaded staff with mixed tasks and unclear roles | Defined roles: Production Supervisor + Warehouse Manager |
Tools and methodologies
| Area / Tool | Technology / Method | Role in project |
|---|---|---|
| Modeling | Bizagi Modeler | BPMN 2.0 notation. AS-IS and TO-BE diagrams with visual color coding. |
| Proposed ERP | Odoo (Community/Enterprise) | Platform already valued by the owner. Covers all required modules: Sales, Inventory, Purchases, Manufacturing, Accounting. |
| Methodology | AS-IS TO-BE | Document reality before proposing the future. The foundation of any serious process improvement. |
| Management | SMART Goals + Balanced Scorecard | Kaplan & Norton: 4 perspectives. Measurable indicators with defined time horizons. |
| Institution | Polytechnic Univ. of Valencia | Master's in Advanced Production Engineering, Logistics and Supply Chain Management. |
Implementation plan — 24 weeks
AS-IS diagnosis and documentation
TO-BE design and Odoo configuration
Odoo implementation by module
Staff training (100% of operators)
Official launch and post-implementation support
Continuous improvement and adjustments
Risks and mitigation
Every operational transformation project carries risks. These were identified, evaluated, and mitigated as part of the implementation plan.
R01 Staff resistance to change
Employees may be reluctant to adopt new processes or the ERP due to familiarity with current methods or fear of the unknown.
Mitigation
- → Constant, transparent communication of benefits from the earliest phases
- → Comprehensive, personalized training before and during go-live
- → Early involvement of key users in design and testing
- → Clear support channel for post-implementation questions
R02 Data migration failure
Errors or losses of critical information when transferring data from manual records and spreadsheets to the ERP.
Mitigation
- → Data audit and cleansing before migration
- → Migration tests in a non-production environment
- → Full backups prior to any migration
- → Cross-validation of data by key users
R03 Scope creep
Uncontrolled addition of new features that may extend the timeline and increase the budget.
Mitigation
- → Scope formally documented and approved in the initial phase
- → Formal change management process for any modification to the original scope
- → Prioritization of essential features before additional improvements
R04 Technical issues or software failures
Technical incompatibilities, configuration errors, or unexpected failures in Odoo.
Mitigation
- → Rigorous selection of a Partner with proven Odoo experience
- → Unit, integration, and performance testing before go-live
- → Separate development and testing environment from production
- → Robust technical support contract with the Partner
R05 Insufficient resources or budget
Lack of available staff or costs exceeding estimates, affecting project continuity.
Mitigation
- → Responsibilities formally assigned from the start
- → Continuous monitoring of spend vs. approved budget
- → 20% financial contingency included in the budget
Investment and return
Development costs
$6,300Implementation costs
$10,632Quantifiable annual benefits
Financial indicators
ROI
444%
Return on initial investment
Payback
2.2 months
Investment recovery period
Annual net benefit
$28,003
Annual benefits minus recurring operating costs
ANB = $38,635 − $10,632 = $28,003 · ROI = ($28,003 / $6,300) × 100% = 444.49% · Payback = $6,300 / $28,003 ≈ 0.22 years (2.2 months)
Beyond the financial indicators, the project enables the company to increase productive capacity in a single shift, improves customer satisfaction through on-time delivery, and transforms decision-making from reactive to real-time data-driven.
Reflection
This project applies in a real company the same principles that guide my professional work: understand the process before proposing a solution, quantify the problem to measure the impact of improvement, and design systems that people can adopt without friction.
The AS-IS TO-BE methodology is not just an academic tool — it is the way any process improvement should be approached: first document reality honestly, then design the future state with judgment, and finally measure the gap to know if it was worth it. This company survived eight years of closure and returned to operation. Whether its processes can grow at the same pace as its revenue is, ultimately, what determines whether that second chance consolidates.
Master's Thesis · Advanced Production Engineering, Logistics and Supply Chain · UPV · Grade: 9/10 · 2024–2025