The integration with multiple actors located in diverse geographic locations, centralizing the information on fleets and the management of the company are the main competitive advantages of process management in the transportation industry. PECTRA Technology understands this. That is why they bring solutions that contribute to the strengthening of your company nearer.
Mexicana de Aviación is the fourth oldest airline in the world. Currently, they have the most international coverage of Mexico, being the leader in air transportation between Mexico and the United States. From its operational center at the Mexico City International Airport, they serve over 50 destinations in all of America. The company chose PECTRA BPM Suite for the implementation of their organization’s Business Process Management.
During 2005, a series of events marked the definitive path of the Mexicana de Aviación Company. It found itself in a complex business (both external and internal) phase that forced them to make fundamental decisions to define the way to stay in the Mexican and international market.
The main success was the materialization of the sale of the company—until that moment in the hands of the Mexican Government—in a national public tender, going to a private Mexican group, Grupo Posadas, www.posadas.com.
Grupo Posadas is the most important hotel operator in Mexico and Latin America. It includes 6 brands: Fiesta Americana Grand, Fiesta Americana, Fiesta Inn, Caesar Park, Caesar Business and The Explorean. These chains operate in Mexico, the United States and South America, with a total of 93 hotels and over 17,000 rooms in beach and city destinations with large flows of travelers. In Mexico they manage 20% of tourist category hotel chain rooms. It is the hotel company that has the greatest impact in Latin America.
As soon as it was sold to Grupo Posadas, the airline was faced with a series of factors, internal as well as external, that characterize the present scene, among which are:External Factors:
• Separation from the CINTRA holding (Mexican Government) at the time of the sale of Mexicana.Internal Factors:
• Conflict in the world aeronautical industry with more and more difficult operational conditions.
• The emergence of new low cost airlines, with new airplanes and low cost operations.
• The substantial increase in the price of fuel, as a consequence of the global increase in the price of oil.
• Privatization, which forced them to become a more efficient company.
• The emergence of the need to begin to work using processes, making operation more efficient.
• Strong labor union
• The decision as an organization to function to a process-based structure.
• The authorization of the creation of the Management of Corporate Processes within the new Information Technology and Processes Office.
• Optimization and reduction of operational costs.
After an in-depth analysis of each of the BPMS participants, Mexicana de Aviación decided to choose PECTRA BPM Suite over the other tools, taking into consideration that its BPM suite has better qualities to facilitate the assessment, design, implementation, maintenance, optimization and analysis of business processes of different types of organizations.
Among the most important distinguishing features are:
• The ease of Process Design, Mapping and Simulation
• The ease of installation
• The compatibility with Microsoft tools and technology
• The excellent cost-benefit relationship
• The consulting team’s experience
• Local support
The processes identified through which the implementation began are:
• Legal Processes
• Internal Supply
• Travel Expenses
• Process Designing/improvement/definition
One of the first corporate decisions adopted by the airline was the creation of a multidisciplinary team of the departments that make up the organization which has been consolidated as a work team within the management of corporate processes and whose main purpose is to analyze the different processes of the company.
The main benefits that the client obtained with the implementation of the solution were:
• To be able to quickly and agilely “digitalize” the business processes
• To have an entity that will help them train themselves in information assessment
• To have services for the transference of technology and coaching for the appropriate development of projects
• To have a process analysis tool
• To integrate work flows
• To monitor the critical factors for success