“The new (logistics) configuration will enable an estimated annual reduction of 1,650 tonnes of CO2”

Riopele is currently undertaking a new project to restructure its warehousing operations—an initiative that goes beyond process optimisation and seeks to rethink internal logistics as a true driver of operational efficiency and sustainability.

The project is the result of an in-depth analysis of internal flows and space utilisation, carried out at a particularly symbolic moment for the company, as it approaches its centenary. This context reinforces the ambition to align industrial operations with a long-term vision based on greater rationality, resilience and environmental responsibility.

It is within this framework that Jorge Oliveira, Director of Logistics and Planning, explains how a logistics decision, supported by data and efficiency principles, can become a key lever not only for improving operational performance but also for Riopele’s overall strategy.

Riopele is implementing a project to restructure its warehousing operation. What does this project involve and what needs does it address?

This project consists of a strategic restructuring of Riopele’s warehousing operation, with a particular focus on raw material, which is critical to the functioning of our production units. The initiative stems from a comprehensive assessment of the logistics operation, carried out with the aim of identifying the most efficient solution in light of the company’s current reality.

In practice, the project translates into redefining the warehouse location, layouts and internal macro-flows, positioning the storage point next to the main consumption centre, Olifil. This decision, which has already been validated, makes it possible to reduce distances, eliminate redundant movements and simplify the operation by applying Lean principles and a data-driven approach.

The project therefore responds to very concrete needs, such as reducing waste, increasing the fluidity of internal supply flows, improving the organisation and traceability of materials, and preparing the operation to grow in a sustainable way, without a proportional increase in costs or complexity.

What impact is this restructuring expected to have in terms of efficiency and logistics performance?

A very significant impact on operational efficiency and logistics performance is expected. Reducing the number of internal transports and the time associated with movements will free up resources, reduce bottlenecks and make flows more stable and predictable.

In addition, improvements to layouts and space organisation will facilitate teams’ day-to-day work and reduce operational variability. Overall, logistics becomes more closely integrated with production, more robust in the face of demand fluctuations, and better able to respond to the requirements of an increasingly dynamic textile market.

From a financial perspective, what gains or optimisations are associated with this project?

From a financial point of view, this project allows action on several fronts. On the one hand, it enables the reduction of recurring operating costs, namely in terms of internal transport, energy consumption, equipment use and allocation of human resources. On the other hand, freeing up space currently occupied by logistics infrastructures creates opportunities for economic valorisation of existing assets, whether through productive reuse, leasing or eventual divestment.

It is also important to emphasise that this decision was supported by a structured economic and financial analysis, ensuring that the restructuring is not only operationally sound but also financially sustainable.

In terms of sustainability, how does this initiative contribute to Riopele’s strategic goals, particularly on the road to its centenary?

Sustainability is one of the central pillars of this project. By reducing internal distances, eliminating unnecessary movements and rationalising logistics flows, we are able to directly reduce energy consumption and emissions associated with internal operations. According to our study, the new configuration will enable an estimated annual reduction of 1,650 tonnes of CO2 emissions in the carbon footprint associated with internal movements. This represents a concrete and measurable contribution to Riopele’s environmental goals.

Beyond the environmental impact, there is also a very strong dimension of operational and organisational sustainability: simpler processes, more efficient layouts and better use of space make the operation more resilient and better prepared for the future. This approach is fully aligned with Riopele’s long-term vision as it moves towards its centenary.

In your view, what is the biggest challenge in implementing this project?

The biggest challenge lies in implementing the change in a careful and structured manner, ensuring that the transition between the current model and the new one takes place without disrupting day-to-day operations and with the involvement of the teams.

Projects of this nature are not just physical or technical changes; they are also organisational changes. They require rigorous planning, clear communication and close on-the-ground follow-up. I believe that success will depend precisely on this combination of technical rigour, change management and a strong focus on execution.