K-Logistikus

From spreadsheets to supply chain control: how K-Logistikus transformed planning with Slimstock’s solution.

K-Logistikus Philippines swtiched from manual planning to Slimstock’s solution in order to increase visibility, minimise inventory and optimise flow within its nationwide logistics system.

K-Logistikus Philippines is a nationwide logistics solution provider that helps companies transport, warehouse and distribute their products throughout the country. Serving FMCG, retail, pharma and manufacturing customers across Luzon, Visayas, and Mindanao, the company offers a comprehensive range of logistics services, including storage, cross-docking, inland transportation, cold chain, last-mile delivery and more.

The main goal of K-Logistikus Philippines’ operations is to make its logistics fast, transparent and responsive to improve product availability.

However, managing logistics under such complex conditions proved difficult. Planning in this company had always been routine work, and it was rather difficult for the management to maintain control over it.

Moreover, thousands of outlets relied on K-Logistikus Philippines, so any inventory problem was a big deal because it meant losing money. As Executive Director Jerry Pagtalunan explains, “Inventory holdings represent a significant amount of money… it’s something we have to control and allow to become unmanaged.”

The challenge: limited visibility, manual planning and inventory risk

Planning relied heavily on spreadsheets, manual inputs and the experience of individual planners. Systems didn’t always connect, so data had to be pulled together manually before any real decisions could be made.

“We relied on spreadsheets and fragmented systems,” explains Assistant Supply Chain Manager Jhon Michael Pajarit. “Forecasting was often based on historical averages, with limited ability to react to changes.”

Over time, these limitations became harder to ignore.

Instead of planning ahead, the team found themselves constantly reacting. Forecasts were often off, and when demand shifted, it became difficult to respond quickly enough.

John remembers the turning point clearly: “The old way of planning… was no longer effective. We started seeing recurring stockouts of high-demand items, while slow-moving products piled up.”

The impact wasn’t limited to supply chain. Without a dedicated planning system, the IT team had to step in and manually extract and share data with the business.

“It was prone to risk and inaccuracies,” adds IT Business Analyst Cleu Limpin.

The change: moving from manual spreadsheets to data-driven planning

Recognising the need for change, K-Logistikus set out to rethink how planning worked across the business.

With Slimstock’s solution, that shift happened quickly, moving from reactive decision-making to a more structured, data-driven approach.

“Planning and replenishment decisions have become much more structured, consistent and data-driven,” says Jhon.

Instead of manually calculating order quantities or second-guessing decisions, the team can now rely on system-driven recommendations. What once required multiple spreadsheets and constant cross-checking is now brought together in a single, reliable view of demand, stock and forecasts.

And the difference goes beyond the technology, it’s changed how people work day to day.

“Several parts of our planning process have become easier, clearer and faster,” Jhon explains, highlighting improved visibility and less manual effort.

Collaboration has improved too.

With shared dashboards and aligned data, IT and supply chain teams are no longer working in silos.

“Slimstock’s solution provides dashboards for KPIs and performance, enabling better visibility and coordination,” Cleu notes.

The results: higher service levels, lower inventory days and better operational control

As planning became more reliable, the impact quickly became visible, both operationally and financially. “Everybody benefits from the system, not only the supply chain, it’s the entire organisation.” highlights Gerardo Pagtalunan, Executive Director.

One of the first improvements was a reduction in non-performing inventory.

“The first thing that really goes away would be non-performing inventories,” Jerry explains.

With better forecasting and clearer replenishment decisions, the business can focus on stock that actually moves, reducing waste while improving availability.

That progress is reflected in the results:

• Inventory days reduced from 37 to 33.
• Service levels increased from 60% to 94%.
• Vehicle fill rates significantly improved, moving towards 95%.

But the impact goes beyond the numbers.

Because everyone is now working from the same data, planning is no longer limited to the supply chain team, it supports the entire organisation.

“Everybody benefits,” says Jerry. “Sales knows what’s available and what’s moving fast. Trade marketing knows what needs to be promoted. And supply chain knows exactly what to replenish.”