Millions of orders, one system: how a leading wholesale distributor cut project management costs by 73% with SoftExpert

Have you ever stopped to think about the journey a product takes to reach you? The anticipation of waiting for a delivery is real—but while you're waiting, that item has already gone on quite the journey: from the factory to warehouses, into trucks… all to make it to your favorite store. Sounds simple, right? But behind every delivery, Martins is making sure the logistics run smoothly so products arrive fast—often without you ever noticing the hustle happening backstage.

With 72 years of history, Martins is not just a distribution giant, but also a logistics expert. With an efficient system in place, the company ensures its products reach every corner of Brazil—from major cities to remote areas where even the postal service doesn’t go. That’s 2.1 million orders and 280 million items delivered each year, using a fleet of over 870 vehicles that travel more than 25 million kilometers per year—ensuring fast, accurate deliveries.

But staying on top takes more than infrastructure. It requires control, standardization, and an efficient way to execute corporate strategy. That’s why Martins began a digital transformation journey with SoftExpert, aiming to overcome structural challenges and mature its process and project management.

The challenge: too many manual controls, too little visibility

Before the transformation, Martins operated in a complex and loosely structured environment. Manual spreadsheets, lack of standardization, and no integrated view made it difficult to track strategic initiatives. Each department worked independently, with its own documents and metrics, which hindered collaboration and efficiency.

Without consolidated dashboards or clear criteria for prioritization, many projects competed for attention in a disorganized way—driven more by internal influence than data or real impact. The result? High management costs, fragmented strategy execution, and a constant feeling of being one step behind.

Facing reality: a wake-up call

Faced with these challenges, Martins carried out a deep internal assessment, listening to its teams and evaluating the maturity level of its process and project office. The results were telling: just 44% maturity.

That was the turning point. Leadership recognized the need for a solid structure—one that could turn the aspiration of efficiency into reality. The decision to change was unanimous and urgent.

The Response: the birth of ‘Simpros’ and the transformation journey

The transformation kicked off with the creation of a new identity: Simpros. More than a name, it represented a new mindset: “Yes to projects, yes to processes, yes to organization.” A mantra that reflects the commitment to structural and cultural change.

To make the transformation more engaging, the company turned it into a “game”: the Simpros Journey. Each stage was represented by a strategic “card,” focused on five key pillars:

People: emphasis on training and engagement
Management: building strong interdepartmental partnerships
Resources: investing in tech and infrastructure
Processes: standardization and compliance
Method: clarity and consistency in execution

With these pillars in place, Martins launched several initiatives:

Implemented visual management tools with real-time KPIs
Set objective criteria for project prioritization
Strengthened internal communication to rally employee support
Shifted from intuition-based to data-driven decision-making
Ensured long-term sustainability of the cultural transformation

Choosing the right tool: SoftExpert as a strategic enabler

To bring this strategic vision to life and support the changes underway, a strong technological foundation was essential. That’s where SoftExpert stood out as the ideal solution.

Clésio Rodrigues, the Planning and Control Manager, had previous experience with the platform during his time in logistics. But when he assumed leadership of the PMO and process areas, his understanding of the platform’s strategic potential deepened significantly.

By fully exploring the platform’s capabilities, Clésio and his team discovered how well it could support the complex needs of strategic project and process management. One of the most impactful decisions during implementation was assigning a dedicated analyst to lead the rollout.

“That strategic choice made all the difference,” Clésio explains. “It allowed this professional to focus exclusively on improvements, system configuration, and especially on engaging the teams with the new approach. Acting as a change agent and internal ambassador, he helped ensure a smooth and effective transition.”

Martins deployed four core modules of the SoftExpert Suite, selected to address its most pressing needs:

Action Plan: to structure and monitor improvement initiatives, Kanban: to manage simpler workflows, Project: for larger, strategic initiatives, and Document: to centralize and standardize all project and process documentation.

Results: greater control, higher efficiency, and a more strategic focus

Just one year into the transformation, the results were remarkable—exceeding expectations and validating the choices made. With more governance, transparency, and standardization, the company reduced costs and inefficiencies, improved strategic execution, and began operating with more agility and cross-functional synergy.

Some of the most significant achievements include:

73% reduction in average project management costs, thanks to automated controls, standardized workflows, and integrated tools
Maturity level of the project and process office jumped from 45% to 78%, confirmed by a new internal survey
55% increase in completion rate for strategic action plans, driven by clearer prioritization criteria and visual management dashboards
Over 200 critical processes standardized and centralized, eliminating redundancy and significantly reducing rework
100% of prioritized projects executed based on impact and feasibility, replacing subjective decisions with data-driven analyses
Over 700 employees trained in the new methodology—leaders and operational staff alike—fostering a culture of continuous improvement

These results show that the transformation went far beyond new tools. It was a strategic shift in how the organization views, prioritizes, and executes its initiatives. Simpros evolved from an idea into a proven model—recognized internally as a game-changer for Martins.

Martins’ operational efficiency program

A key milestone in this transformation was the launch of the Operational Efficiency Program, led directly by the CEO—highlighting its strategic importance. Using SoftExpert, Martins manages its most critical initiatives, always aligned with the company’s value chain. The guiding principle is clear: every mapped project or process must align with corporate strategy.

The initial focus was on core processes like procurement and sales, followed by logistics. Responsibilities were distributed across executive teams, with each director accountable for driving results in their domain—ensuring senior leadership engagement and execution effectiveness.

One standout example was the elevation of the Project Office to report directly to the CEO. Previously overlooked in a decentralized project environment, centralization brought newfound visibility and strategic relevance. The team shifted from a tactical role to a strategic one, directly supporting leadership initiatives.

“Martins' leadership recognized that achieving such impactful results in such a short time would have been impossible without SoftExpert and the commitment of the teams driving the transformation,” says Clésio.

The platform’s use was expanded to include supplier management, portfolio dashboards, and feasibility analysis. And it’s not stopping there: next steps include integrating performance indicators, automating reports, and consolidating redundant systems—initiatives that reinforce Martins’ commitment to efficiency, data intelligence, and process simplification, ensuring faster, smarter deliveries to thousands of sales points across Brazil.

Watch the video to see how this industry leader transformed project management:

What's new in the new GRI standards valid from 2023?

The Global Reporting Initiative (GRI) is an independent organization behind the global structure most widely used for corporate sustainability reports. In 2021, the GRI published the first substantial update of its Universal Standards since 2016.

As of January 1, 2023, the new Universal Standards, GRI 1, 2 and 3, will officially replace the previous standards. The changes are significant in relation to reporting requirements and procedures.

In this article, Sandra Feltham details what are these new features and tells how they will influence the development of her stories.