Banco de los Trabajadores, also known as Bantrab, a leading financial institution in Guatemala, was facing significant challenges with its manual purchase order and requirement management system. The process involved users printing and filling out documents for each purchase request, which were then sent via internal correspondence to various managers for approval. This system not only led to high paper consumption and associated costs but also resulted in a slow and inefficient process. The bank was seeking a solution to automate this process, but faced several challenges. These included a limited timeframe for implementation, the need for the platform to comply with the institution's regulations and internal processes, and the fact that such platforms were not widely used in the banking sector.

UNITECO, a leading insurance brokerage in Spain, was facing significant challenges in its operations. The company was heavily reliant on an ERP solution, Visual Seg, which was not integrated with any process methodology, resulting in a lack of automation. This led to large amounts of data and information being input manually, causing errors, misinformation, loss of documentation, and significant delays in procedures. The lack of a standardized flow or channel to monitor the entire process and the differences in working methods between various offices added to the complexity. The company's main requirement was to centralize information and access data easily, enabling efficient work without unnecessary time investment, and focus their efforts on the most valuable parts of their work.

Pret Communique, a leading distributor of telecommunications services in Mexico, faced several challenges in its operations. The company had an innovative system for calculating sales commissions, but it required specific technical know-how to configure new calculations. This led to a constant need for technology consultancy services, increasing costs and reducing the system's flexibility. Additionally, administrative procedures related to personnel selection, internal audits, and specific requests were handled by email, making them difficult to track and involving manual, repetitive tasks that resulted in excessive paper consumption. The company also faced high licensing costs and difficulties in configuring operations due to the complexity of the system. Email was the main tool used to manage 'payment links', leading to human error, data duplication, long processing times, and a lack of centralized information. Pret Communique needed to speed up the internal audits process and optimize the selection and recruitment of personnel.

Dadelos Agrosolutions (DAS), a Spanish company dedicated to the manufacture of raw materials for biostimulants and biological solutions, faced significant challenges after merging with the Japanese group Ajinomoto. The merger led to a substantial increase in DAS' turnover and expanded its business operations to over 60 countries. This expansion brought about challenges related to coordinating internal staff across different time zones, currencies, and languages. The management team at DAS recognized the need for a technology solution to standardize business processes and create a reproducible working model based on predefined quality and efficiency parameters.

Serikat, a technology consultancy firm, was seeking a technology solution to strengthen its process automation offerings. The company decided to automate its own personnel recruitment process as a way to gain experience and understand the platform's functionalities. The main challenge was organizing each of the tasks involved in the recruitment process, which was previously characterized by a significant volume of email exchanges between the HR department and other department managers. The tasks and activities linked to personnel selection were not digitalized to the level of performance offered by AuraQuantic. The existing database made it difficult to share applicants' information, causing inefficiencies in the selection process every time a new vacancy emerged. The recruitment process posed a double challenge: to automate all recruitment-related tasks and to improve access to information for all people involved in the recruitment process.

EPM Group Empresas Públicas de Medellín, a public utility group providing services like energy, gas, water, and waste management, faced several challenges in their operations. The implementation of a digital platform for the EPM Shared Services center was a key part of the national plan to achieve synergies, economies of scale, savings, and standardization. However, during the creation of this new service area, several fundamental problems were detected. These included a lack of unified processes for support activities throughout the group, resulting in work duplication and dispersed functions. There were multiple technological platforms to support transactional activities in the various companies that make up the EPM Group. Synergies and economies of scale were lost in contracts related to similar activities in EPM and its subsidiaries. The resources used and activity support indicators did not correspond with what you would expect from a business group the size of EPM. The incorporation of new acquisitions could not be carried out efficiently due to the lack of standardized and unified best practices across the entire group. The generation of group reports was complex and involved many manual activities. The structure by functions did not support continuous improvement or promote innovation in support activities.

The Department of Infrastructure and Development at the Ministry of Interior of Colombia was facing a significant challenge in managing its infrastructure projects. Between 2010 and 2016, the department approved 1,138 infrastructure projects with a total contribution of approximately 410 million USD from the National Security and Coexistence Fund. The Viability Process, which is made up of 8 sub-processes and involves interaction from 13 professionals and 3 support staff, was complex due to the manual coordination of activities. In 2015 alone, 974 projects were reviewed and evaluated, each containing an average of 120 pages of documentation. The lack of document management made monitoring and obtaining information difficult, and the supporting documentation needed to be submitted in person, requiring public officials from across the country to travel to Bogota. The department also needed to generate reports for various government entities, but the large volume of records generated without automation did not provide any process traceability or accurate information.

New Millennia Group Ltd., a company operating within the £28 billion per annum United Kingdom Temporary Recruitment Industry, faced significant challenges in managing its administrative processes. The company provides invoice funding, credit insurance, payroll, and administration facilities to recruitment agencies nationwide. However, the administration processes and government compliance issues were complex and susceptible to several major changes each year. From 2000 to 2010, New Millennia used several disparate software packages interconnected via manual paper systems, leading to operational headaches. The main challenges included operational process speed and security, communication between operational processes, external interaction of operational processes, supply chain system integrations, frequent change of operational processes, real-time information management, and mountains of paperwork.

The ArcelorMittal Foundation in Brazil, a private foundation of ArcelorMittal Brazil, was facing challenges in managing the increasing volume of cultural project proposals sent by cultural agents. The foundation, which develops social projects benefiting around 800,000 people, was struggling with the large amount of legal documentation and controls required for each step in a cultural project evaluation process. From 2004 to 2007, the foundation invested approximately $30 million on cultural initiatives, but the systems used were not integrated and required the use of paper, combined with manual labor. The process of registering projects was done by the cultural agents in printed forms and then input into a database. All cultural project monitoring was done manually, searching for information from different systems and resources. The foundation realized that the quality of the accepted projects could be improved if they were able to select the best cultural project proposals in a faster, more agile manner, through the standardization and automation of its processes.

ChevyPlan, a leading brand of payment schemes for new Chevrolet vehicles in Ecuador and the Andean Region, faced significant operational challenges due to its growth. The company was dealing with a high volume of operational work across various departments to monitor and manage the provision of vehicles for each customer. The manual generation and review of documentation were labor-intensive and time-consuming, involving approvals and the collection of signatures. The process was also prone to errors, leading to reprocessing of work. ChevyPlan needed a software solution that would give them control of all the elements involved in the vehicle provision process, including document generation tools, a notification system, and connectivity with internal systems.

Grup Balfegó, a leading Catalan company in the fishing, aquaculture, and sale of Bluefin tuna, faced a significant challenge in managing the administrative complexity of its operations. The company is committed to sustainable fishing practices and customer satisfaction, which requires strict adherence to over 30 guidelines set by the International Commission for the Conservation of Atlantic Tunas (ICCAT). The ICCAT's recuperation plan, implemented in 2006, aimed to preserve the Bluefin tuna species, making it one of the most regulated fishing activities globally. The company's vision for future generations to continue responsible fishing required an improved approach to ensure maximum cost-effectiveness. The challenge was further compounded by the need to automate administrative activities, reduce human errors, and provide complete traceability of Bluefin tuna from capture to consumption.

Fundación Séneca, a Science and Technology Agency in the Region of Murcia, was facing significant challenges with its existing system, EIS software. The system was largely manual, lacking automation and control over records. Document management was not integrated, and any additional documentation had to be physically handed in, making the process cumbersome and inefficient. Information retrieval was complicated due to the variety of applications it could be obtained from, leading to an overproduction of paper documentation. The main challenge that arose during the project was the integration with three institutional systems and the accounting program, an ad hoc program for the Fundación Séneca that managed the accounting and payment forecasts.

Andorra Turisme, S.A.U., a public company created to aid the development and promotion of tourism in Andorra, faced significant challenges in optimizing its company management processes. The company's main strategic objective was to improve Andorra's competitive position as a tourist destination, but it was hindered by three main issues. Firstly, there was poor interdepartmental management, which led to inefficiencies and communication breakdowns. Secondly, the company was heavily reliant on printed documents, which not only increased costs but also slowed down processes. Lastly, the company was burdened with dense and complex administrative management, which further complicated operations and made it difficult to implement changes quickly and effectively.

Frutas Bean, a leading exporter of sweet fruits in Spain, was facing challenges in maintaining product quality and competitiveness in the expanding horticultural market. The company's workforce was widely dispersed, often working in different locations each day, and many did not have access to the internet. This led to reliance on paper documentation for work reports and pesticide treatments, resulting in a lack of control over work performance in certain activities. The company was seeking a solution that could connect its employees, improve product quality control, and streamline its operations.

ARCE LEGALIZACIONES ARCEEP, a professional cabinet specializing in the legalization of facilities, faced several challenges due to its rapid expansion. The company's consultants needed to have remote access to data due to their mobile nature of work. This necessitated a system that allowed telecommuting for real-time updates. Document management was another critical aspect for ARCEEP as it formed the basis of all development. The company needed a document management system that was accessible to both employees and customers and allowed remote incorporation of new documents to update the status of different legalizations. The document input was crucial as it triggered the start and end of production tasks and processes. ARCEEP also required quick and accurate reports on the actual situation of each case to inform customers and ease the work of employees in controlling deadlines and action plans. The company needed an agile system to handle the heavy workload and distribute it among employees to ensure no process was left unattended due to an employee's absence.

TRAC Rehabilitació d´Edificis, S.L., a leading building restoration company in Barcelona, was facing a period of growth that necessitated a significant organizational improvement. The company manages multiple restoration projects simultaneously, each with its own unique complexities and requirements. These projects range from initial study and commercial phase to execution, including material purchases and contracting of external suppliers. The company needed a system to monitor the status and situation of each project at any given time. Furthermore, once approved, the projects required meticulous planning to ensure customer satisfaction in terms of deadlines and work quality. In a highly competitive market with very small margins, TRAC also needed strict economic control over project costs to make accurate quotations and anticipate and control possible cost deviations.

FUNAT Laboratories, a leading Colombian company in the manufacturing and retail of natural products, faced significant challenges in managing their business processes. The company lacked a business process management system, leading to manual processes, loss of information, and lack of control and traceability. The company's existing information systems, including the ERP and custom software developments, were not addressing these issues. The main challenges included lack of process definition, resistance to change, lack of purchase approvals, need for definition of roles and tasks, zero traceability of activities, excessive usage of paper, and lack of quotation controls. These issues were affecting the company's productivity, customer satisfaction, sales, and response times.

Infotic S.A., a Colombian company providing operational, administrative, technological and IT services to public and private entities, was facing challenges in managing its growth and maintaining its market leader position. The company's main objective was to increase its capacity for innovation and productivity. However, all their internal processes were manual, leading to task duplication, human errors, loss of information, lack of internal management control, no established execution times, process inefficiency, and disparate information. The company needed a vast change in organizational culture and a strategy to automate processes, increase efficiency across their activities and manage customer service promptly. To achieve these goals, Infotic selected the AuraQuantic LCAP solution, a customizable and intuitive platform that allows creating new applications without the need for programming.

SISA, a leading insurance company in El Salvador, was grappling with the challenge of managing two different workflow systems for policy issuance and claims processes. This fragmented approach was causing delays, reducing responsiveness, and making it difficult to monitor tasks effectively. The company was also dealing with the inefficiency of manual data input, as customers had to write information on physical forms, which then had to be copied into the system. To address these issues, SISA decided to migrate to an integrated tool that could drive continuous improvement across all processes. The company also sought to decentralize operations and involve all participants in the processes, enabling information to be uploaded on electronic forms at each point of contact with clients, insurance intermediaries, and suppliers.

ATIS Ketchum, a strategic communications and public relations agency, faced a significant challenge when the COVID-19 pandemic hit. The company needed to transition its workforce of over 800 employees to remote work as quickly as possible to ensure the safety of its employees and maintain business continuity. The challenge was to implement a remote work solution that was not only powerful, simple, and safe, but also profitable. The solution needed to enable the employees to collaborate and communicate online between different teams. The urgency of the situation was heightened by the fact that the company decided to implement remote work even before the Ecuadorian authorities put measures in place to contain the virus and before the city of Quito reached a high-level of alert.

SISA, an insurance and investment company based in El Salvador, embarked on an ambitious digital transformation project in 2017. The company aimed to optimize its business processes using the AuraQuantic no-code platform. However, the COVID-19 pandemic significantly impacted SISA's plans, forcing the company to implement many of its projects within a tight timeframe of just three months. The company's top priority was to ensure optimal service levels for its customers and its extensive network of agents across the country. The pandemic also necessitated a shift to remote work, which presented additional challenges in terms of maintaining productivity and meeting new market needs.

Alianza Insurance, a leading multinational insurance company in the Andean states, faced significant operational challenges due to the COVID-19 pandemic. The enforced confinement measures disrupted their traditional business operations, causing issues such as supply chain interruptions, changes in consumer habits, increased production costs, and difficulties in import/export. The company was also unable to work on-site, which further complicated their operations. The deputy manager of Alianza’s Customer Services and Human Risk department, Rosario Velázquez, identified the need for digital tools to continue their daily operations and meet customer demands. The company also faced challenges in monitoring internal tasks, managing supplier payments, follow-ups, and customer reimbursements. These processes involved approvals from different departments, which was difficult to manage remotely and increased the risk of human error.

CardNET, a company dedicated to processing online and offline payments, faced a significant challenge during the COVID-19 pandemic. The increase in online transactions led the company to make a technological leap in terms of the service portfolio it offers its customers. However, the pandemic also drove the company to initiate an organizational introspection process to identify internal processes that needed to be automated and digitized, in order to adapt to the new digital world. Before implementing AuraQuantic, CardNET did not use any automated internal system, so the work methodology was based on the use of traditional tools such as paper documentation, handwritten signatures, phone calls and there was no system for monitoring internal operations or detecting potential errors. Another problem detected in the company was that many internal process policies had become obsolete.