To distribute is to integrate




Service Design applied to a great fuel distribution chain

INTEGRA had the goal of installing the purpose of this project from the inside out

Fuel distribution throughout such an extensive territory as Brazil is a topic that frequently brings up Raízen, a heavyweight in the industry.

With the mission of redesigning services provided by Raízen supply terminals and guided by innovation policies, we went to the field to understand all steps and needs involved in the process – as from truck arrival at terminals all the way through to departure. We reached the conclusion that a strategy driven by Service Design could be the best solution to reduce bottlenecks and improve efficiency, as well as to enhance client experience for all involved in this operation: from internal audiences to gas station owners and truck drivers.

We dedicated part of our research to visiting a number of the 67 Raízen supply terminals spread across the country, in order to map – along with strategic guardians, superintendents, administrative assistants and drivers – the user journey and to detect improvements that could be implemented as an effort to optimize such an ever-evolving complex process.

“Identifying each participant’s perceptions of the terminal loading process has enabled us to integrate the operational flow, which simplifies and streamlines processes, directly benefitting operational efficiency and client satisfaction.” Leônidas dos Santos, Logistics Manager at Raízen

We then moved onto analyzing the myriad of collected data and assembling a strategic map to guide the implementation of a new service model, more integrated and efficient.

The first step was to create a new brand, devoted to Raízen’s internal audience of over 30 thousand employees. INTEGRA, whose concept, naming, and logo we were responsible for, had the goal of installing the purpose of this project from the inside out, and to create synergy between different areas involved in the whole operation. We understood that if the internal audience didn’t widely integrate and adhere, it would be increasingly difficult to succeed on all different ends of the chain.

Under the brand name INTEGRA, we went forward with developments of the strategic map, until we finally reached the self-service system. We suggested new service models – like simplifying the check-in process at terminals for their optimization, for example. We realized that this could reduce significantly the waiting time for trucks in queue and, consequently, cut down costs of the entire operation.

Most of the time, cutting costs is directly proportional to the growth of a business. And this is something we can talk about.