From Measurement to Action: How KPIs and Continuous Improvement Define Our Logistics Excellence

Introduction

In Mexico, there's an expression everyone knows: "ahí se va" (it's going along). That comfortable response when something works more or less, without shine but without disaster. In logistics, however, "it's going along" is not an option. Every minute counts, every process matters, every decision directly impacts our clients' value chain.

At Silodisa, we understand that excellence is not an accident nor an aspirational goal pursued without direction. It's the result of measuring what matters, analyzing with honesty, and acting with precision. That's why aligning our Key Performance Indicators (KPIs) with our quality circles isn't just an operational practice: it's our work philosophy.

The Culture of Intelligent Measurement

Recently, during our weekly continuous improvement sessions with the Distribution, Guadalajara, and Huehuetoca teams, we faced an uncomfortable but valuable truth: we had important opportunities to refine how we define and measure our KPIs in each business unit. That capacity for self-criticism is precisely what distinguishes us.

Because at Silodisa, we believe you can't improve what you don't measure, but we also know that measuring for measuring's sake is useless. That's why we adopt the SMART methodology, an international standard used by the world's most successful organizations:

A concrete example: unloading time for a truck at our warehouses. It seems simple, but precision is in the details. When do we start counting? It can't be from when the truck arrives at our facilities: many operators arrive hours early from long routes and wait in our parking lot until their scheduled appointment. That's human logistics, not inefficiency.

Measurement begins from docking until the last pallet touches the warehouse floor. Specific, measurable, achievable, with an assigned owner and a defined timeline. That's how the SMART method works, and that's how we work at Silodisa.

Quality Circles: Where Experience Meets Data

Numbers tell the story, but people write the ending. That's why at Silodisa we implement quality circles where supervisors and operations teams meet weekly to:

1. Analyze data from the previous week: What worked? What didn't? No filters, no excuses.

2. Evaluate implemented actions: Strategies aren't static. If something doesn't deliver results, we pivot.

3. Generate collective improvement ideas: Because the operator who unloads trucks every day knows details that no external consultant would discover.

4. Define concrete and measurable actions: Not meetings for meetings' sake. Each session ends with specific commitments that are monitored the following week.

We didn't invent this methodology. Companies like Toyota revolutionized their industry with the Kaizen system (continuous improvement), based precisely on quality circles where all employees know and live the corporate KPIs. The result: the most efficient automotive manufacturer on the planet.

Amazon measures every process, every second, in every warehouse. Their teams meet religiously every week to analyze data and make decisions. That's why they can deliver in hours what others take days.

FedEx built an empire on a simple but powerful KPI: "the right package, in the right place, at the right time." And every employee, from the CEO to the courier, has it tattooed in their professional DNA.

Total Transparency: When Everyone Knows the Score

According to research from MIT, companies where all employees understand the key indicators are 3.5 times more likely to outperform their competition. It's not magic: it's clarity, alignment, and shared purpose.

At Silodisa, we firmly believe that every person in our organization should know our main KPIs. Not as abstract figures in an executive presentation, but as the compass that guides daily work. Because when everyone understands where we're going and how we measure success, each individual action becomes a collective impulse.

Studies by KPMG and McKinsey confirm that organizations with effective quality circles improve their productivity by 15% to 25%. But the real impact goes beyond the numbers: it's about creating a culture where continuous improvement isn't a corporate program, but a shared habit.

The Three Pillars of Our Excellence

All of this is possible because at Silodisa we operate on three unwavering pillars:

1. The best processes: Constantly optimized, religiously measured, systematically improved.

2. The best technology: Tools that convert data into decisions and decisions into results.

3. The best work environment: Where every voice counts, every idea matters, and every achievement is celebrated collectively.

These pillars aren't marketing slogans. They're operational commitments we live every day in every warehouse, on every route, in every delivery.

Conclusion: Excellence is Measured, Planned, and Executed

At Silodisa, we don't improvise: we innovate. We don't guess: we measure. We don't wait: we act.

The alignment of our KPIs with our quality circles isn't a temporary project or a managerial fad. It's the way we've built Mexico's best logistics company. It's how we ensure that every client receives not just a service, but an experience backed by data, improved by people, and executed with precision.

Because at the end of the day, "it's going along" will never be enough when your commitment is excellence. And at Silodisa, that commitment is unwavering.

This matters to us. That's why we measure it. That's why we improve it. That's why we are Silodisa.