Let’s navigate the following situation by imagining that it is a company with relatively simple processes:  

• The person in charge of managing the suppliers starts their day by checking the email, validating that the new potential allies have sent them all the documentation to be able to put together the folder (digital and physical) and leave the attachments (of course, they will then have to validate what documents for the rest are close to expiring). 
• In another space in the same place, one of the company’s buyers begins to surf the Internet to find new suppliers, since in the current folders he did not find any that would work for him. It will take him the entire day to search for an interesting group that he can invite via email or the data that he manages to capture in his search. His Excel will be the best ally to carry out this new list. 
• In the background you can hear another buyer reviewing with one of the managers of one of the business lines: Needs regarding a purchase, some ideas of possible suppliers to look for, general specifications of what is required and global agreement on delivery times . The conversation closes, each one reviewing their notes, one in his agenda, the other in his control in Word. 

Let’s imagine that this process is multiplied by 3, in some companies by 10 and in others up to 100. Now, to make the case more complex, let’s review what is going to happen in the consolidation of the information from the simulated scene: In the first point, the the information in virtual folders on the computer of the person in charge and there is also a folder with the physical media; In the second point, a record is made in Excel , again, only on the person in charge’s computer, and in the third point, a process that records data is evident, both in Word and in a physical agenda . In short, there is no: traceability, uniform data control, logical connection between processes and systems, efficiencies and much less, a coordinated strategy between areas. 

The example represents an x-ray that impacts an important block of companies in the world that, at different scales, focuses on solving what happens in each work team, but does not worry about connecting them under a strategy that adds value and that can combat The bad practice of having independent systems or tools per department, which then connect can become a challenge that, sometimes, involves “starting from scratch.”  

How to achieve process integration? 

To achieve the above, it is key to first have: 

• Robust organizational culture  

• Clearly defined, global and long-range strategic objectives. 
• Active participation of the ENTIRE company. 
• Integrated system that covers the most critical points of the company. 

Having the integrated system (in addition to the solid foundation of the rest of the points) can give the company an aggregate of important benefits: 

• Traceability, security and reliability of information. 

• Reduction in costs – efficiencies at the company level. 
• Better communication between teams. 
• Homogenization of processes, optimizing interaction between teams. 
• Do not fall back into repetitive tasks that do not add any value. 
• Take the company to the next level of competitiveness in the market. 

The cultural base of the company is decisive, however, the leverage achieved with an integrated system can be the key to meeting or not meeting short, medium and long-term goals.