Guido Solari (Integration Consulting) on building an efficient and human logistics chain

In today’s competitive landscape, logistics and supply chain management have moved from back-office functions to core levers of competitive advantage. According to Guido Solari, partner at Integration Consulting, achieving logistics excellence requires a function that is optimized, aligned with strategic goals, tech-driven, and fundamentally human.

A well-designed logistics network can represent up to 15% of a company’s income statement, meaning even small efficiency gains can deliver significant impact. “If 10% or 20% of that cost can be optimized through a more efficient logistics network, the impact is enormous,” Solari notes, highlighting the strategic opportunity at stake for companies.

In Argentina, the opportunity is particularly pronounced. Average logistics costs tend to be greater than in neighboring countries – driven by infrastructure challenges, high fuel and labor prices, and less consolidated transport networks that place limits on scale and productivity. Bureaucratic demands and regional imbalances further increase the time and expense of moving goods across the country.

Improving Logistics Operations

So, how can companies improve their logistics operations? The first – and perhaps most obvious step – is to be clear about strategic direction. “In Argentina, we’ve spent many years operating in a short-term mode. During periods of economic uncertainty, the focus was on survival rather than planning,” Solari explains. Today, as conditions stabilize, many companies are rebuilding their planning capabilities.

“Be very clear about the strategic direction. Then set priorities: decide on which initiatives to pursue and which to set aside,” he says. “It seems simple, but it’s not always the case: we find many companies with too many initiatives on their plate that they’re unable to execute. The hardest part is often saying no.”

The second step is optimizing the product portfolio. “Clearly define the value proposition, the portfolio, and what is actually offered. Then ensure this portfolio is aligned throughout the supply chain, combining optimization with speed and agility.”

Finally, a consistent commercial strategy is essential. “It’s important to review what customers expect from both the product and the supply chain. With digital channels and shifting consumer behavior, it’s no longer enough to adjust internally – your operations must reflect external realities.”

Solari stresses that operational decisions must align with strategy. “If you operate in silos, you won’t be making the best operational decisions. It’s not just about optimizing operations but ensuring operations serve a strategic purpose.”

While all sectors can benefit from improved logistics, Solari highlights consumer goods and agriculture as areas where significant efficiency gains can be unlocked.

Technology as a Key Enabler

Technology can play a central role in logistics, from automating manual processes to tracking goods flows and using AI to support complex operational decisions.

“The benefits of technology are clear,” Solari says, but he cautions against simply chasing it without a clear strategy set. “Falling for the latest technology as an end in itself, not as a means to an end, is a common misstep. Technology is merely the enabler – logistics processes must be designed for optimization and digitization from the outset.”

He advocates starting with a clear five-year vision, prioritizing critical initiatives, and achieving quick wins to build momentum. “You can implement technology anywhere, but if you don’t know where you’re going with it, you run the risk of adding cost and inefficiency,” he warns.

The Human Element

According to Solari, logistics transformation needs to incorporate the human element for success. “People oversee processes and systems. If they don’t understand new ways of working, changes won’t be embraced or embedded, putting investments at high risk.”

Even in a tech-driven world, human alignment remains central. “Without committed teams and a shared dedication to the strategy and ways of working, it’s hard for any supply chain to survive. Efficiency and humanity must go hand in hand.”

The discussion with Guido Solari is based on an interview conducted by Movant Connection in Spanish.