How a Global Supply Chain Leader Transformed Process Governance Across Plants and Distribution Centers with BusinessOptix 

Overview

A multinational importer and exporter headquartered in Central America, this multi-billion-dollar enterprise plays a critical role in trade across Latin America, with operations extending into select Caribbean markets. With large-scale production lines, distribution centers, and complex supply chains, the company needed to modernize how it governs, visualizes, and optimizes its business processes. The organization turned to BusinessOptix to lead a large-scale migration and evolve from documentation challenges into a scalable governance capability. 

Challenge

Prior to BusinessOptix, the organization faced mounting pressure to transform its process infrastructure. It began with offline documentation, later adopting a process tool that eventually fell short due to scalability limitations and an unsustainable pricing model. The growing complexity of the business demanded a centralized approach to governance that could support a multilingual, regionally distributed workforce. 

Key challenges included: 

• Over 3,000 non-standardized process models across multiple business units 
• Lack of role-based governance, creating data security and accountability risks 
• Offline and undocumented SOPs that walked out the door when employees left 
• No integrated metrics or insights to guide improvement or validate operations 
• Limited support for multilingual teams and distributed global users 

Solution

The company adopted BusinessOptix to lead a full-scale migration of its process architecture. This effort included upgrading existing models, expanding documentation into SOPs, and enabling governance through structured workflows. The implementation was led by a centralized Center of Expertise (CoE), with stakeholder input from IT, operations, and risk management.  

Key selection drivers: 

• Multilingual modeling and publishing capabilities (English and Spanish) 
• Forms linked to processes for issue tracking and GRC workflows 
• Integration with Power BI to align process metrics with business KPIs 
• Scalable authoring access with role-based controls 
• A proven migration methodology, supported by BusinessOptix services 

Implementation 

Launched in December and fully operational by January, the BusinessOptix rollout migrated 3,000+ process models, transitioned the business from a fragmented tool environment to structured governance, and introduced actionable insights through Power BI dashboards. 

Implementation highlights: 

• Fast time to value with training completed one-month post-launch 
• Successfully met timelines, quality controls, and user expectations 
• Modeled end-to-end production and distribution workflows across regions 
• Equipped business users to author and own process content through structured roles 
• Provided a scalable alternative to previous tooling with sustainable pricing 

Impact 

Governance at Scale: The CoE now governs a centralized process library with built-in controls for ownership, quality, and versioning. Having first moved from offline documentation to a prior tool, the team ultimately selected BusinessOptix to scale beyond its limitations. 

Process Visibility: Production, plant, and risk-related workflows are now modeled end-to-end, enabling leadership to make data-driven decisions.

Decentralized Ownership: Functional teams are equipped to manage their own content without risking compliance or control. 

Metrics-Driven Transformation: With structured process models in place, metrics can now be defined and tracked consistently, informing goals and guiding improvements. 

Language Localization: English and Spanish support enables seamless adoption across geographically distributed teams. 

Looking Ahead 

The next phase will continue expanding the use of integrated templates, such as Rapid Process Design (RPD), which are already being used to support self-service process capture by end users. The CoE is also focused on embedding process-first thinking into large IT initiatives, ensuring that projects begin with current-state visibility before investing in transformation. 

Results at a Glance 

• Migrated 3,000+ legacy process models 
• Enabled governance across production, plant, and risk-related workflows 
• Integrated process insights with Power BI 
• Supported multilingual usage across business units 
• Achieved time to value within 30 days of launch 
• Established self-service authoring for business users 

Leadership Insights: Key Takeaways from the CoE 

• The Center of Expertise is responsible for deploying capabilities in process and continuous improvement across the enterprise. 
• It provides clear standards, templates, and KPIs for business units to follow. 
• The team shifted from a manual, unscalable tool to a platform that supports wide-ranging, multilingual, and role-based process ownership. 
• The vendor relationship has been a differentiator marked by flexibility, transparency, and responsiveness. 

Conclusion 

By partnering with BusinessOptix, this global supply chain leader modernized its process management capabilities—moving from fragmented tools and offline SOPs to centralized governance and measurable performance. The initiative created a foundation for digital transformation, empowered users across the enterprise, and aligned process excellence with operational strategy.