A coffee with… Ismael Muñoz, Distribution Manager last mile at MAKRO
L&A: Tell us about yourself and your career. What were your beginnings like? And how have you grown within Makro?
Ismael: My interest in logistics started when I was very young and for more than 11 years I have dedicated my career to this sector.
My beginnings were in administrative and operational positions in the air cargo terminal at Barajas airport. Later, I worked in various transport companies in both the last mile and long distance sectors. My career has allowed me to consolidate a solid experience in the management of logistics and operational processes, with a particular focus on the efficiency and service of the logistics chain. In recent years, I have collaborated with leading companies in the innovation of tracking systems and the implementation of new solutions for transport management. I have also actively participated in the professionalisation of logistics departments, a process accelerated by the rise of e-commerce.
Three years ago, I joined Makro with the aim of consolidating and developing the Delivery channel, the company’s main driver of growth and expansion, and I was able to contribute my knowledge and experience in an area in constant development. Makro’s Catering Distribution Service has been consolidated in these three years, allowing us to take our products to any point on the peninsula and now represents 30% of our sales. This achievement would not have been possible without our valuable team of professionals, whose commitment and daily work is essential to offer the best service to our customers.
L&A: During the time you have been working for Makro, which projects have been a professional challenge for you and why?
Ismael: One of the biggest challenges we have faced over the years has been to adapt our operations to the growing volumes, while maintaining Makro’s service quality standards. This development has required the opening of new logistics centres, the adaptation of processes and the constant training of our teams to meet the new challenges of the environment. Throughout my career, I have never experienced such a significant evolution in the logistics chain as we have experienced at Makro: from systems to processes, resources and tools, everything has undergone a transformation in recent years, which has allowed me to improve my knowledge in all areas.
Another big challenge has been the implementation of new functionalities and processes in last mile operations. This has involved developing and training in planning and tracking tools, as well as improving and adapting our picking processes. In addition, we have optimised the use of resources through organised and efficient planning. This process has been carried out in close cooperation with our partners, whose close collaboration has been key over the years.
L&A: Imagine if you had to implement immediate improvements in a company’s supply chain, what would they be?
Ismael: In my experience, in order to optimise and improve the supply chain, the following aspects are key:
- Digitalisation and Visibility: Integrating a supply chain management system that provides real-time visibility of inventories, transportation and orders. It allows us to make faster, data-driven decisions.
- Planning: Apply predictive analysis tools to adjust the necessary resources at all times, avoiding excesses and cost overruns. In this sense, direct contact with all areas of the organisation to work in a joint and structured way is key to optimise resources.
- Improving Logistics and Transport: Use route optimisation software to reduce transport costs and improve delivery times. In addition, evaluating outsourcing with strategic logistics partners can be very beneficial.
- Collaboration with Suppliers and Customers: Establish efficient communication channels to better coordinate demands and adjust supply according to market needs.
- Sustainability: Introduce responsible practices such as the use of sustainable packaging, load optimisation and low environmental impact transport.
These actions not only improve operational efficiency, but also strengthen the resilience of the chain, improve the customer experience, and improve the quality of the supply chain.
L&A: What is Makro’s commitment to sustainability, what changes have you implemented and what changes do you expect to implement in the near future?
Ismael: For Makro, sustainability is a cross-cutting pillar in our strategic plan for growth and transformation, a way of operating that we apply to all aspects of our business model. Currently, our global sustainability strategy aims to contribute to the economic sustainability of the hospitality industry, reduce the impact of our operations on the environment and actively collaborate to achieve zero food waste in the sector.
To reduce the impact of our operations, we are implementing a last-mile strategy based on a logistics expansion plan that reinforces our geographical coverage – reducing transport times and consumption on routes – and a sustainable growth model that is committed to decarbonisation. In this regard, we have progressively incorporated fourteen 100% electric trucks on our Hospitality Distribution Service routes in 10 Spanish cities; a milestone that we will extend during 2025, in addition to replacing the cars of our sales force – comprising more than 500 people – with hybrid vehicles.
With regard to the fight against food waste in the sector, in 2024 we signed a collaboration agreement with the specialised company FAZLA, with the aim of joining forces and achieving zero waste in our 37 centres and 3 logistics platforms in Spain. With this initiative, since last April we have donated more than 800,000 kilos of product, avoiding waste and the emission of more than 2,000 tonnes of CO2.
L&A: Finally, if you had to give a piece of advice to the person you were 10 years ago, taking into account the unpredictable changes we have faced in recent years, what would it be?
Ismael: ‘Take risks and make decisions whenever you can’.
Taking risks and making decisions does not always guarantee good results, but it is fundamental to grow, learn and advance. Every decision, whether right or wrong, offers a priceless opportunity: if the outcome is positive, you reap the rewards; if it is negative, you learn a lesson.
The important thing is to take calculated risks, based on analysis, intuition and a clear vision of what you want to achieve. Learning to accept failure as part of the process helps to build resilience and make better decisions in the future.
The real mistake is not in taking risks and failing, but in standing still for fear of failure. Both personal and professional growth is generated through movement, action and the ability to adapt to the outcome, whatever it may be.
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A coffee with… Ismael Muñoz, Distribution Manager last mile at MAKRO
L&A: Tell us about yourself and your career. What were your beginnings like? And how have you grown within Makro? Ismael: My interest in logistics
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