73% reduction in average project management costs
Driven by automated controls, standardized workflows, and the use of integrated tools
Increase in process and project office maturity index from 45% to 78%
Validated by a new internal survey conducted one year after the transformation
55% increase in the completion rate of strategic action plans
Enabled by clearer prioritization criteria and structured monitoring through visual management dashboards

Martins
With 72 years of history, Martins has built a solid track record as one of Brazilâs leading wholesale distributors, serving as an integrator of the consumer supply chain and offering complete solutions to its partners. With a robust and highly efficient operation, the company covers around 25 million kilometers per year with its own fleet of over 870 vehicles, ensuring the delivery of 2.1 million orders and 280 million items. Martins has more than 4,000 employees and a strong presence across various regions, operating with agility, reach, and a steadfast commitment to service excellence.
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 realâbut 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 fastâoften 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 Brazilâfrom major cities to remote areas where even the postal service doesnât go. Thatâs 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 yearâensuring fast, accurate deliveries.
But staying on top takes more than infrastructure. It requires control, standardization, and an efficient way to execute corporate strategy. Thatâs 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 wayâdriven 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 structureâone that could turn the aspiration of efficiency into reality. The decision to change was unanimous and urgent.
The Response: the birth of âSimprosâ 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: âYes to projects, yes to processes, yes to organization.â A mantra that reflects the commitment to structural and cultural change.
To make the transformation more engaging, the company turned it into a âgameâ: the Simpros Journey. Each stage was represented by a strategic âcard,â 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. Thatâs where SoftExpert stood out as the ideal solution.
ClĂ©sio 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 platformâs strategic potential deepened significantly.
By fully exploring the platformâs capabilities, ClĂ©sio 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.
âThat strategic choice made all the difference,â ClĂ©sio explains. âIt 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.â
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 remarkableâexceeding 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 methodologyâleaders and operational staff alikeâfostering 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 modelârecognized internally as a game-changer for Martins.
Martinsâ operational efficiency program
A key milestone in this transformation was the launch of the Operational Efficiency Program, led directly by the CEOâhighlighting its strategic importance. Using SoftExpert, Martins manages its most critical initiatives, always aligned with the companyâs 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 domainâensuring 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.
âMartins' 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,â says ClĂ©sio.
The platformâs use was expanded to include supplier management, portfolio dashboards, and feasibility analysis. And itâs not stopping there: next steps include integrating performance indicators, automating reports, and consolidating redundant systemsâinitiatives that reinforce Martinsâ 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:

