BTW Holding

BTW Holding, through Benitomo, has established itself as one of the most prominent players in LATAM for spare parts, particularly thanks to its ability to offer high product availability and respond quickly to customer needs.

In a sector characterised by a wide range of SKUs, fluctuating demand and the need to deliver consistent service, the company has built a strong position in the market. However, this growth also brought a key challenge: maintaining control over an increasingly complex operation without compromising service levels.

The challenge: growing without losing control

To succeed in the spare parts sector, a company must manage a broad product range, variable demand and constant pressure on service levels. Benitomo faced the need to find a balance between growth and maintaining control over these factors.

“We needed to grow without losing control, and now we are doing exactly that,” says Lina Arias.

Limited control over KPIs made it increasingly difficult to continue growing sustainably. For this reason, the company decided to move to the next stage: implementing a specialised tool that would allow it to manage inventory more precisely, improve visibility over key indicators and make data-driven decisions.

To achieve this, it sought the support of a partner with expertise in supply chain planning, capable of supporting the team in optimising its processes and building a more controlled and scalable operation.

The turning point: a data-driven supply chain transformation

After defining objectives such as improving service levels across all locations, optimising inventory turnover, reducing deviations in critical categories and making KPI-based decisions, BTW Holding began a transformation process within its supply chain.

Throughout this journey, Slimstock became a strategic partner for BTW Holding.

Beyond the technology itself, the implementation of Slimstock’s solution helped the company bring greater structure to its inventory management and begin working in a more analytical and proactive way. Gradually, the team gained greater clarity, working with accurate data and continuously monitoring performance.

“The change was not only technical; it was a new way of managing with much greater clarity and a data-driven approach,” comments Lina Arias.

Results: improvements and efficiency

The impact of this transformation was reflected in key business indicators:

• A 10% increase in service levels, improving product availability for end customers.
• 10% reduction in excess inventory, optimising stock without affecting operations.
• Controlled inventory growth (+12.72%), avoiding imbalances.
• Greater control over critical categories, especially Class A products, which grew more steadily in line with demand.

“We have managed to increase our service levels while keeping inventory growth under control,” says Lina Arias.

These results reflect a balanced and efficient operation, aligned with business objectives.

Beyond results: a new way of working

The team not only saw improvements in KPIs, but also transformed the way they work and make decisions with Slimstock’s platform:

• Greater visibility of performance
• A culture based on data and KPIs
• The ability to anticipate changes in demand
• Better prioritisation of critical categories

“We have moved from reacting to anticipating,” comments Lina Arias.

Looking ahead

Currently, BTW Holding continues to develop its supply chain. The company is focused on implementing advanced planning models, processes such as S&OP and monitoring KPIs through analytical tools.

Thanks to its partnership with Slimstock, BTW Holding’s future objectives are becoming increasingly clear: to build an efficient and resilient operation aligned with the company’s ambitions.

“Today, we have the tools to make decisions based on data, not intuition,” concludes Lina Arias.