A structured journey of continuous improvement, with many miles traveled and winding curves, guided by Business Process Management.
Context
Maintaining a solid reputation for more than five decades requires continuous dedication, high operational effort, and rigorous discipline. When results translate into agile processes, minimal losses, and delivery accuracy, it becomes clear that management holds real and effective control of the operation.
This was precisely the expectation of the board of directors of Rede de Postos Túlio, a family-owned company operating 24 hours a day, 7 days a week, across multiple service fronts, offering fuel, convenience stores, and food services at stations strategically located on the main route between Paraná and Rio Grande do Sul.
It was the company’s deeply rooted commitment to excellence that led its managers to revisit internal processes in search of weaknesses. The objective was clear: strengthen operations to ensure business sustainability and, above all, guarantee service quality at every customer touchpoint.
With this in mind, managers — attentive to the board’s demands and committed to the company’s culture of excellence — began reassessing internal processes, identifying vulnerabilities that could affect sustainability and, especially, service quality.
Thus, a movement of review and transformation began, aiming to implement more rigorous, integrated, and sustainable control methods. The goal was to create a solid foundation that would ensure operational consistency and further elevate the excellence standard of Rede de Postos Túlio, aligning technology, processes, and people toward consistent results.
The review involved everything from operational routines at the units to management and governance processes, promoting cross-department alignment and greater predictability in results.
The Problem
The project began with the “As Is” phase — in other words, a faithful and detailed snapshot of the existing processes at Rede de Postos Túlio, covering all business fronts: restaurants, fuel, and convenience stores, distributed across stations in Paraná and Rio Grande do Sul.
This thorough mapping revealed structural weaknesses that compromised the network’s operational and financial performance. Among the main challenges were persistent discrepancies in inventory control and accuracy, factors that generated balance imbalances and inconsistencies in inventory records.
The diagnosis showed that these discrepancies were not caused by a single isolated issue, but by a series of small failure points throughout the chain. The 24-hour operating model, with constant shift changes, amplified these weaknesses, making precise control and process continuity more difficult.
The Solution
The team conducted a detailed analysis to identify improvement opportunities, which served as the foundation for designing the “To Be” — the ideal model created to address the root causes of the identified problems.
The work focused on strategic areas such as inventory and purchasing, in addition to operational service points — closely linked processes essential for balance.
The approach followed three fundamental principles:
Do the basics well.
Bring the act closer to the fact.
Eliminate critical loss points with sustainable solutions.
The goal was not to reinvent operations, but to restore confidence in data through discipline and consistency. Inventory control is not an isolated event — it is a culture. And, like any culture, it requires persistence: inventory counts, analysis, adjustments, testing, and new cycles.
Otimiza acted as a partner throughout this cycle, bringing method, process, and experience, ensuring that knowledge was transferred to the internal team — not merely delivered, but truly embedded.
From the beginning, the journey toward accuracy was understood as a gradual and continuous process. Strict inventory control is not simple; it is like trying to seal a sieve. There is no magic solution that eliminates all losses at once. It is necessary to close each gap one by one, with patience and precision.
Starting from the “As Is” diagnosis (current state), defining the desired “To Be” state (how we want it to be), and finally the “To Do” action plan (what needs to be done), Rede de Postos Túlio progressed in gradually reducing discrepancies. Through regular inventory cycles, analysis, root-cause identification, control implementation, and constant monitoring, the company built a sustainable and reliable high-precision process.
The Result
The changes brought direct and significant impact. During the project, Posto Túlio gradually reduced discrepancies between physical and accounting inventory, recovering important margins and gaining greater data clarity. Capillary failures that previously went unnoticed were sealed one by one, transforming a scenario of lack of control into an integrated, agile, reliable system with the autonomy to maintain consistent high-accuracy practices.
The focus was not only to correct what was wrong, but to build a solid foundation so that what is right would become sustainable in the long term. With more connected processes, integrated controls, and well-defined routines, Posto Túlio gained operational time, reduced expenses, and strengthened its overall operation, creating a virtuous cycle that fuels growth and network sustainability.
About Posto Túlio
More than five decades ago, when roads were still unpaved and journeys required days rather than hours, Posto Túlio was born — the result of the work and vision of a couple who early understood what it meant to care for those who live on the road. In a time without credit cards, drivers relied on trust, hot meals, flexible payment methods, and handwritten control ledgers.
Time passed, technology arrived, and systems became more sophisticated. But the essence remains: to welcome, fuel, and support those who need to keep moving. Today, Posto Túlio is synonymous with structure and trust in Southern Brazil — a network that has strengthened and evolved, yet never forgotten where it came from.
