MRT takes control of its supply chain with Slimstock’s support

Moreda-Riviere Trefilerías (MRT) is a leading manufacturer of wire products: nails, mesh, cables, metal fencing and solutions for sectors such as construction, agriculture and industry. The company has more than a century of experience and has been part of the Celsa Group for more than two decades.

In recent years, the company has faced a challenging operating environment. Increasingly volatile demand, long and changing delivery times (especially for imports from Asia) and competitive pressure have required agile planning based on reliable data. Against this backdrop, MRT decided to optimise its inventory planning and management model with the support of Slimstock.

Unbalanced inventory and production

Before implementing Slim4, Slimstock’s comprehensive supply chain planning solution, MRT worked with manual processes in Excel and was heavily dependent on the individual knowledge of its planners. Forecasts were based on aggregate historical data and did not consider SKU behaviour, which led to unbalanced inventory: excess stock in some references and recurring stockouts in others.

The imbalance also affected production. The lack of synchronisation between forecasting, purchasing and scheduling led to frequent mismatches. Orders were replanned at the last minute, unexpected logistical emergencies ocurred, and international purchases from China required constant intervention to minimise costs and avoid delays.

A qualitative leap in planning

With the implementation of Slim4, MRT set out to make a qualitative leap in the way it planned its supply chain. The main objective was to move away from a manual and reactive model to build a more efficient planning system, capable of maintaining a high level of service in the warehouses while reducing excess stock and associated costs. The aim was to align operations, purchasing and planning under a single vision, supported by a specialised tool that would allow the company to work with reliable data instead of relying on individual knowledge.

At the same time, the company wanted this operational improvement to have a direct impact on the business: to free up capital tied up in inventory for strategic investments,

reduce logistical emergencies and cost overruns resulting from late planning, and strengthen the overall profitability of the operation. All of this had to be accompanied by greater analytical capacity and process standardisation to facilitate decision-making and connect MRT’s day-to-day reality with the objectives set by the CELSA Group.

New approach: visibility and proactivity

Once the software was implemented, MRT was able to build more accurate forecasts by SKU, using refined historical data, consumption patterns and variations in procurement times. This change made it possible to adjust inventory parameters, reducing overestimates and avoiding stockouts that were detected when the problem was already a reality.

The tool also introduced a new way of working. Instead of manually reviewing large volumes of information, the team began to operate using exception management, focusing attention on the items and situations with the greatest impact. This not only reduced the operational workload, but also facilitated the standardisation of criteria between planning, purchasing and production, providing traceability and a more coherent view of the supply flow. With Slim4, MRT was able to move towards more stable, less reactive planning supported by continuous improvement processes.

Results: Better service with less stock

MRT consolidated a change in its supply chain by achieving a sustained 31% reduction in inventory, not through one-off cuts, but through more reliable forecasts, more accurate segmentation, and better-informed purchasing decisions. At the same time, stockouts fell by 70% thanks to a smaller but better distributed inventory, dynamic parameters and early warnings that transformed incidents into controlled exceptions, reducing emergencies and stabilising supply.

These results generated clear strategic benefits: less tied-up capital, greater liquidity, more satisfied customers, a more resilient operation in the face of disruptions, and more agile, data-driven decision-making, turning planning into a competitive advantage for the company.