Technology is playing an increasingly important role in Coca-Cola FEMSA ‘s last mile , where the company is advancing in the incorporation of technological tools to make the planning, execution and monitoring of its distribution operations more efficient.
As part of this strategy, the company expanded dynamic routing by 25% in its main operations , which has allowed for improved asset utilization and reduced route distances, explained Lourdes Semaan Bissar, Manager of Regulatory Affairs and Institutional Relations at Coca-Cola FEMSA.
The strategy relies on a digital distribution platform that supports the strategic and tactical planning cycle of last-mile operations, from route design and execution to monitoring and analysis.
“The platform integrates real-time routing, execution visibility, and network-level analytics,” Semaan explained.
The transformation of last-mile delivery is not limited to technological tools. Coca-Cola FEMSA is also working on standardizing execution practices , improving coordination between functions, and developing operational capabilities both within its fleet and with its business partners.
Based on operational assessments of its sites, the company defines improvement actions under four priorities: process, management, organization and technology , with the aim of increasing productivity and reducing costs.
This scheme is complemented by initiatives such as the Distribution Academy and the Distribution Operating Model Knowledge Center , through which it seeks to accelerate the adoption of standardized working methods and accompany them with digital tools within daily operations.
The distribution operation is mainly carried out with the company’s own fleet and operators , while in high demand seasons Coca-Cola FEMSA specifically uses transport providers to supplement its capacity.
In these cases, the relationship with carriers seeks to be built under a long-term vision, incorporating practices that allow for joint capacity building and strengthening the continuity of operations.
According to industry estimates, the last-mile market in Mexico could exceed $3.6 billion by 2030, with a compound annual growth rate of 7.4%, driven by the expansion of e-commerce and the change in consumer habits.
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