Digitization of warehouse management control and processes: a case study on operational gains in a plastic recycling company.

doi:10.22167/2675-6528-202602746

Article

September 30, 2026

Digitization of warehouse management control and processes: a case study on operational gains in a plastic recycling company.

Digitization of Warehouse Control and Management Processes: a Case Study on Operational Gains in a Plastic Recycling Company.

Bruno Piunti Castello; Elisa Morandé Sales

DOI: 10.22167/2675-6528-202602746

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

Digital transformation has consolidated itself as a strategic vector for operational efficiency in industrial organizations, particularly in the plastic recycling sector. A descriptive case study evaluated the operational and managerial impacts of digitizing inventory control, replacing a manual Excel system with an automated digital solution. The methodology involved collecting and analyzing historical data from both systems, using performance indicators such as stock accuracy, request fulfillment time, rupture frequency, and record quality. The data were statistically processed and presented in comparative graphs and dashboards. The results indicated measurable gains in information reliability, process agility, and reduction of operational failures. An increase in record accuracy, greater traceability, and a significant decrease in errors and interruptions due to lack of critical parts were observed. The study contributed to the literature on digitalization in inventory management, empirically demonstrating the benefits of automation in the recycling industry and offering subsidies for decision-making in medium-sized companies seeking to increase their digital maturity and efficiency.

Keywords: Automation; Case study; Inventory management; Plastic recycling; Digital transformation.

1. Introduction

Digital transformation has been consolidated as a strategic vector for increasing competitiveness and operational efficiency in various industrial organizations. This trend is driven by the continuous advancement of information technologies, integrated management systems, and data-driven platforms, which influence everything from the production chain to managerial decision-making (Bigaton et al., 2024; Holloway et al., 2024). The digitalization of internal processes is recognized as a crucial element for optimizing operations and business sustainability.

In the industrial sector, particularly in segments involving high logistical complexity and a wide range of inputs, such as plastic recycling, efficient resource management is vital (Gil, 2010). The plastic recycling chain, for example, requires high coordination between production stages and constant maintenance of critical equipment. In this context, warehouse management assumes a strategic role, especially regarding maintenance parts and inputs that can interrupt production, as failures in this sector frequently cause operational disruptions (Pacheco, 2020). The digitalization of processes such as inventory and warehouse management is, therefore, essential to ensure accuracy, traceability, and agility in operations (Esquivel-López, 2024).

The company object of this study, with over fifty-six years of operation and located in Caieiras/SP, faced significant challenges in managing its inventory of parts and supplies. Its main processes include the recovery of plastic scraps, extrusion into pellets, and transformation into products such as tarpaulins and bags. The company’s warehouse not only supplies production but also acts as an interface with suppliers for the repair and maintenance of critical parts. Until the year 2025, inventory control was carried out using Excel spreadsheets, a system that, despite being accessible, presented weaknesses such as the absence of locks for business rules, vulnerability to human errors, low traceability of movements, and limited analytical capacity. These deficiencies resulted in frequent inventory failures, late replenishments, and unavailability of parts at critical times.

To mitigate these problems, the company internally developed a digital solution on the Work BI platform. This tool, a web system with a multi-layered architecture, offers functionalities such as batch control, movement tracking, automatic alerts, dashboards, and real-time integration with company management. The automation and digitalization of material flows, as pointed out by Tubis et al. (2023), promote greater visibility and assertiveness in logistics decisions. Previous studies also corroborate that digitalization contributes to increased inventory accuracy and reduced operational errors (Mattos et al., 2024), in addition to improving visibility, connectivity, and decision support (Ángel et al., 2024; Holloway et al., 2024).

Given the relevance of digitalization for operational efficiency and the challenges faced by the company, an analysis of the concrete impacts of implementing the new solution is justified. This study proposes to analyze the operational and managerial impacts of digitizing warehouse control, by replacing a manual Excel system with an automated digital solution, in a plastic recycling company. The objective is to evaluate the extent to which this digitalization contributes to the improvement of operational efficiency and information reliability, also seeking to contribute to the literature and managerial practice in companies aiming to increase their digital maturity.

2. Material and Methods

The research was conducted under the descriptive case study approach, according to the methodological principles established by Yin (2001) and Pereira, Godoy, and Terçariol (2009). It was classified as an applied investigation of a quantitative nature, focused on the warehouse operations of a plastic recycling company.

The unit of analysis consisted of the operational data from the company’s warehouse, located in Caieiras/SP. Data collection covered two periods: one prior to digitalization, with spreadsheet records in Excel until October 2025, and another after the digital solution, with data generated from November 2025 onwards.

The manual warehouse control system, evaluated in the study, was based on Excel spreadsheets and structured in three non-integrated tabs. These tabs contained information on current stock and registration (code, description, unit type, supplier, minimum stock, initial stock in KG, current stock, unit value, and total value). Records of entries and purchases, as well as outputs, were processed manually, requiring manual stock update calculations.

To mitigate the weaknesses of the manual system, a digital solution was developed internally on the WorkBI platform. This tool consisted of a web system with a multi-layered architecture, using React and TypeScript for the frontend, Node.js for the backend with RESTful APIs, and a MongoDB database for data persistence.

The WorkBI system offered comprehensive functionalities, such as batch control, movement tracking, automatic alerts, and analytical dashboards. The tool allowed real-time integration with the company’s management, supporting process automation and data-driven decision-making. Its decoupled and scalable architecture was designed for integration with analytical modules and artificial intelligence resources.

The WorkBI structure comprised six main modules. A dashboard displayed the total registered products, stored items, items with critical stock, immobilized value, movement summary, and distribution by categories. Specific modules managed products and stock, detailing code, description, location, category, supplier, unit, minimum stock, and

turnaround time

replacement. Other modules were dedicated to movements, low stock, batches, and reports, which covered inventory turnover, immobilized values by categories, and ABC analysis.

The data collection and analysis procedures began with the extraction and organization of records from the manual system into Excel spreadsheets. These records, referring to the period before November 2025, were evaluated for the occurrence of operational failures, inconsistencies in filling, and incomplete records.

Subsequently, the structured data from the new digital solution WorkBI, implemented from November 2025, were consulted. In this stage, histories of item entry and exit movements, stock alerts, performance indicators (KPIs), operational reports, and product criticality status were accessed. The information necessary for the study was consulted directly in the online tool, ensuring data integrity.

The data analysis was performed by comparing the two periods, applying specific operational indicators. Stock accuracy [AE] was calculated, defined as the percentage of correctly registered items, using the formula `AE = (ISC / TIR) * 100`. In this formula, ISC represented the number of items with correct balance, and TIR, the total number of items registered in the tool.

The percentage of missing or incomplete mandatory information [PIOFI] was measured by the formula `PIOFI = (IRI / TIR) * 100`. An incomplete record was considered any item without a code, description, unit, minimum stock, or current stock, where IRI is the number of items with incomplete records and TIR is the total number of registered items. The frequency of stockouts and replenishment failures was defined as the occurrence of unavailability of a critical item, either due to stock below the minimum or without a minimum stock definition.

The average service time for internal requests was estimated by direct observation of the process and validation with the employee responsible for the warehouse. The quality of the records and the level of data integration were evaluated through a qualitative analysis of the organization, arrangement, and ease of identification and analysis of data in both systems.

The collected data were mapped, the formulas applied, and the results visualized through comparative tables. A critical analysis of the findings was carried out, comparing quantitative indicators and qualitatively evaluating the tools, based on specialized literature on digital transformation and inventory management (Ángel et al., 2024; Holloway et al., 2024; Mattos et al., 2024; Tubis et al., 2023).

3. Results and Discussion

The analysis of the collected data revealed significant operational and managerial gains after the implementation of the digital solution WorkBI for warehouse control, replacing the manual system based on Excel spreadsheets. The comparison between the periods of use of both systems, before and after digitalization, was structured based on previously defined performance indicators, allowing for a quantitative and qualitative evaluation of the impacts. The findings demonstrate a substantial improvement in information reliability, process agility, and reduction of operational failures, corroborating the study’s objective to analyze the contribution of digitalization to efficiency and reliability.

Next, the quantitative and qualitative analyses performed for the comparison of the two warehouse management systems are presented, highlighting the main performance indicators evaluated. The transition from manual control to the digital WorkBI platform directly impacted inventory accuracy, completeness of registration information, frequency of stockouts, and response time to requests, crucial elements for the efficiency of the plastic recycling company’s supply chain.

Stock accuracy

The evaluation of inventory accuracy demonstrated a significant improvement with the adoption of the digital system. In manual control, based on Excel spreadsheets, 1307 items were registered, of which only 459 had the correct balance, resulting in an accuracy of 35.12%. In contrast, the automated WorkBI system registered 1393 items, with 1265 of them having the correct balance, raising the accuracy to 90.81%. This 55.7% increase in inventory management accuracy is a clear indication of the greater reliability of the information provided by digitalization.

This gain in accuracy is in line with the literature findings, which indicate that digital systems with real-time integration tend to significantly improve information reliability and stock movement traceability (Holloway et al., 2024). The WorkBI’s ability to automatically and consistently record and update data eliminates the dependence on manual interventions, which are inherently more susceptible to errors, thus contributing directly to inventory accuracy and more assertive decision-making.

Percentage of missing mandatory information

The analysis of the percentage of missing mandatory information revealed one of the greatest weaknesses of the manual system and one of the greatest benefits of the digital solution. In manual control via Excel, out of 1307 registered items, 1063 presented one or more missing mandatory information, such as code, description, unit, minimum stock, or current stock, resulting in a percentage of 81.33% of incomplete information. This gap severely compromised effective inventory management and item traceability.

In contrast, the digitized WorkBI system presented zero items with missing mandatory information, resulting in a percentage of 0.00%. This is due to the fact that WorkBI requires the completion of key fields on the page for creating a new product, preventing the completion of the registration without essential information. This system lock eliminates problems of incomplete data at the source, whether due to human or systemic error, ensuring the integrity of registrations. The standardization and centralization of registrations in digital environments, as highlighted by Mattos et al. (2024), promote greater data integrity, facilitate audits, and improve consumption forecasts.

Frequency of ruptures

The frequency of stockouts, defined as the unavailability of critical items for maintenance or production, also showed a notable improvement. In the manual system, 1062 items without a defined minimum stock and 47 items with current stock below the established minimum were identified, totaling 1109 stockout occurrences. Although Excel had the functionality for critical stock management, its low operational effectiveness was evident, as the reliance on human reliability for data entry and updates compromised the proactive identification of replenishment needs.

With the implementation of WorkBI, the number of items without minimum stock identification was reduced to zero, as this information became mandatory data in the product creation record. The digital system registered 128 items with current stock below the established minimum, which represents a significant reduction of 88.46% in stockouts compared to the previous system. The automated tool also provides a specific report to facilitate the identification and management of these 128 items, with stock levels below the established minimum. This result corroborates the conclusions of Ángel et al. (2024), which indicate that digital solutions increase supply chain visibility and reduce the incidence of material shortage failures.

Average request service time

The average service time for internal requests was another indicator that showed substantial improvement. In the manual system, an average of three business days was estimated for this process. The first day was dedicated to identifying the need and updating the physical inventory, a recurring practice due to manual records. On the second day, the information was sent for validation by the responsible area, a process that was not always immediate. Only on the third day was the replenishment request finalized.

With the new WorkBI system, the average service time was reduced to one business day, and in some cases, it can be triggered almost immediately. The prior definition of minimum stock levels by the responsible area during product registration, combined with system automation, allowed for the establishment of a new instant replenishment request process, eliminating the need for validation and approval with the responsible areas. This agility is a reflection of the greater visibility and assertiveness in logistical decisions promoted by the digitalization of material flows, as pointed out by Tubis et al. (2023), who highlight the elimination of information bottlenecks and the improvement in the reliability of movement records.

Quality of registrations and level of data integration

Beyond quantitative indicators, the transition to WorkBI provided a qualitative leap in the structure of registrations and the level of data integration. The digital system requires the filling of key fields, which allows for segmentations, advanced filtering, and the calculation of Key Performance Indicators (KPIs) that were not possible in the Excel model. The WorkBI platform, for example, presents a dashboard that consolidates information such as the total number of registered products, the total quantity of items stored, items with critical stock, total immobilized value, and a summary of movements in the last 30 days, in addition to the percentage distribution of products by category.

The tool also offers detailed modules for products/inventory, movements, low stock, batches, and reports, each with specific functionalities that provide greater visibility and control. For example, the products/inventory module displays the code, description, location, category, supplier, unit, minimum stock, and replenishment lead time. The reports module, in turn, offers analyses of inventory turnover, immobilized values by category, ABC analysis, general statistics, products for replenishment, and purchasing planning. This wealth of information and the ability to generate operational reports and real-time product criticality status represent a significant advancement in the company’s ability to proactively monitor and respond to operational needs, even allowing for the delegation of the item replenishment request process to the warehouse staff member themselves.

The results obtained reinforce the project’s initial hypothesis, confirming that the digitalization of the warehouse promoted relevant and measurable operational gains. The qualitative and visual improvement provided by the robust structuring of the system, combined with the quantitative results of the analysis, points to a significant improvement in the inventory management process. The synthesis of the quantitative analyses shows that inventory accuracy increased from 35.12% to 90.81%; the percentage of missing information went from 81.33% to 0.00%; the frequency of stockouts decreased from 1109 to 128; and the average time to fulfill requests was reduced from three business days to one business day.

These results corroborate the specialized literature on the benefits of digitizing logistics and material management processes (Ángel et al., 2024; Holloway et al., 2024; Mattos et al., 2024; Tubis et al., 2023), and point to a scenario of greater operational efficiency and support for decision-making in the analyzed company. The replacement of the manual system based on Excel spreadsheets with an internally developed digital solution on the WorkBI platform resulted in objective improvements in the main performance indicators of warehouse inventory management. Quantitative analysis demonstrated significant increases in all evaluated indicators, which supports the conclusion that the new digital tool provides greater reliability, control, and agility in the execution of inventory and asset management processes critical for industrial operations. These results reinforce the evidence already discussed in the specialized literature, as in the studies by Ángel et al. (2024) and Holloway et al. (2024), which highlight the relevance of digitization for visibility, traceability, and assertiveness in inventory management. In addition to quantitative indicators, a qualitative evolution was observed in the structure of registrations, information reliability, and the company’s ability to proactively monitor and respond to operational needs, allowing the process of item replenishment requests to be delegated to the warehouse employee herself. This advancement is in line with the findings of Mattos et al. (2024) and Tubis et al. (2023), which point to the gains derived from process automation and the use of intelligent systems in the context of Industry 4.0.

In summary, the digitalization of warehouse control in the plastic recycling company, through the implementation of the WorkBI platform, proved to be an effective strategy to overcome the limitations of the manual system. The measurable gains in stock accuracy, reduction of missing information, decrease in stockouts, and agility in handling requests, combined with the qualitative improvement of records and analytical capacity, confirm that digitalization contributes significantly to operational efficiency and information reliability, aligning the company with Industry 4.0 practices and strengthening its digital maturity.

4. Conclusion

This study aimed to analyze the operational and managerial impacts of digitizing warehouse control in a plastic recycling company, replacing a manual system based on Excel spreadsheets with an automated digital solution. It was found that this transition resulted in significant gains in operational efficiency and information reliability. Stock accuracy increased from 35.12% to 90.81%, and the percentage of missing mandatory information was reduced from 81.33% to 0.00%. Additionally, the frequency of stockouts decreased from 1109 to 128 occurrences, and the average time to fulfill internal requests was drastically reduced from three to one business day. Qualitatively, a substantial improvement was observed in the structure of registrations and data integration, allowing for greater visibility, traceability, and analytical capacity for decision-making.

The implementation of the WorkBI platform represented a significant advance in the company’s digital maturity, establishing a solid foundation for data-driven management planning and control. This study contributes to the literature by providing empirical evidence of the benefits of process digitalization in medium-sized industries, a topic still little explored. Although the research did not directly address the application of Artificial Intelligence techniques, the standardization and reliability of the data achieved constitute a fundamental prerequisite for future AI implementations. It is therefore suggested that future studies explore the evolution of the system and the integration of automation and advanced data analysis in inventory management.

Bibliographic References

Bigaton, A. et al. (2024). Metodologias de pesquisa para trabalhos de conclusão de curso. Pecege, Piracicaba, São Paulo, Brasil.

Esquivel-López, 2024 [Referência completa não encontrada no documento original]

Gil, A. C. (2010). Métodos e técnicas de pesquisa social. 6ª edição. Atlas, São Paulo, São Paulo, Brasil.

Kellogg School of Management, Holloway, S. (2024). Impact of Digital Transformation on Inventory Management: An Exploration of Supply Chain Practices. Disponível em: <https://www.researchgate.net/publication/382159849_Impact_of_Digital_Transformation_on_Inventory_Management_An_Exploration_of_Supply_Chain_Practices>. Acessado em: 01 de novembro de 2025.

MATTOS, C. da S.; JESUS, L. P. de; YAMAO, E. M.; PENTEADO NETO, R. de A. (2024). Inovação na gestão de estoque: Tecnologia de visão computacional aplicada ao controle de fluxo de materiais e inventário do almoxarifado. Revista Inovação, Projetos e Tecnologias, 12 (2): 1-21. Disponível em: <https://periodicos.uninove.br/iptec/article/view/26314>. Acessado em: 01 de novembro de 2025.

PACHECO, D. A. J. (2020). Desafios para a gestão de estoques em empresas: estudo em contexto industrial. Revista de Engenharia & Tecnologia. Disponível em: <https://pesquisa.bvsalud.org/portal/resource/pt/biblio-1156737>. Acessado em: 01 de novembro de 2025.

PEREIRA, L. T. K.; GODOY, D. M. A.; TERÇARIOL, D. (2009). Estudo de caso como procedimento de pesquisa científica. Psicologia: Reflexão e Crítica 22(3): 422-429. Disponível em: <https://www.scielo.br/j/prc/a/QG9XJffr95NdmgcMZwv95xG/>. Acessado em: 01 de novembro de 2025.

TUBIS, A. A. et al. (2023). Intelligent Warehouse in Industry 4.0—Systematic Review. PMC 23(8). Disponível em: <https://pmc.ncbi.nlm.nih.gov/articles/PMC10146052>. Acessado em: 01 de novembro de 2025.

YIN, R. K. (2001). Estudo de caso: planejamento e métodos. 2ª edição. Bookman, Porto Alegre, Rio Grande do Sul, Brasil.

Ángel, A. E.; Missael, A. R.; José C. H. (2024). Digitalization strategies in inventory management. IJISET – International Journal of Innovative Science, Engineering & Technology (11): 29-40.

Article originating from the Final Course Project of the Specialization in Data Science and Analytics of the MBA USP/Esalq

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Why, for certain students, does school manage to offer so few experiences of achievement? The World Cup is over. Brazil left the competition, the school holidays came, the final was played and the football calendar moved on. It would be reasonable to imagine that, with the end of the tournament and the return to classes, […] would also begin

Energy Transition

September 30, 2026

Renewable energies: the Brazilian advantage

Brazil needs to invest in the capacity to transform natural resources into innovation, productivity, and development. Talking about energy is talking about development. Behind industry, transportation, services, cities, and increasingly artificial intelligence, there is an energy infrastructure that sustains the economy. Understanding a country’s energy matrix is understanding […]

Data Analysis

September 30, 2026

When the data changes, has reality changed?

An analysis of almost 20 million teaching positions-year between 2020 and 2025 shows how changes in population composition and record production can alter the interpretation of historical series Between 2020 and 2025, the number of formal teaching employment positions identified in RAIS (Annual Relation of Social Information), from the Ministry of Labor, […]

Artificial Intelligence

September 28, 2026

Artificial intelligence and the trends

Why do so many people join in on the fun with ChatGPT? I was never the trend person. I still am not. Some pass through my timeline, I see them, I find them interesting but not to the point of trying them out. This was the case, inclusive, with some recent waves of images made by artificial intelligence, like the 80s trend, the one that […]

Tax Management

September 01, 2026

Tax reform and estate planning in the countryside

Efficiency in managing taxes facilitates governance and allows for the organization of family succession. Rural wealth organization has become a strategic measure in light of the tax reform in Brazil, which came into effect this year. The planning of activities and rural wealth management, through tools such as the transition from an Individual to […]

Renata de Gaspari Valdejão Almeida

Artificial Intelligence

August 05, 2026

Inside the company and off the radar: the risks of Shadow AI

According to Microsoft, 75% of professionals already use artificial intelligence at work without company approval. The use of generative artificial intelligence is already part of the corporate routine. Tools like ChatGPT, Copilot, and other platforms help professionals produce texts, analyze data, create presentations, and accelerate tasks in practically all sectors. But this advance […]

Renata de Gaspari Valdejão Almeida

Strategy

July 02, 2026

The future as a competence

Academic interest reinforces the projection of scenarios as an essential tool for decision-making. While some companies are still trying to get the next step right, others are already working with multiple possible futures — and preparing for all of them. But after all, what does it mean to “think about the future”? Is it a trend, a strategy, or a new competence that […]

Renata de Gaspari Valdejão Almeida

Innovation

Technology

May 21, 2026

Agro SP Corridor: innovation, institutional articulation and future

Pecege commands the executive operation of the 400 km ecosystem activities that became known as the Brazilian agro Silicon Valley In 2025, in addition to taking over the management of the Piracicaba Technology Park, the Pecege Institute was also designated to command the executive operation of the State Agribusiness Innovation Corridor activities, the so-called […]

Education

April 27, 2026

How to turn a TCC into a business

New management of the Piracicaba Technology Park offers consulting to MBA graduates The new project director of the Piracicaba Technology Park (PTP), Alexandre Barreto, often says that one of the greatest rewards he has ever had in life was seeing his MBA USP/Esalq students structure companies from their final projects […]

Technology

March 20, 2026

The human repertoire in the age of AI

Critical thinking and creativity are irreplaceable in the work of a marketing professional Artificial Intelligence (AI) is capable of incredible feats, but it does not yet possess the judgment, empathy, intuition, and strategic creativity necessary to do the job of a good marketing professional. In this area, it is important to know how to use the tool to automate […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

February 23, 2026

ESG as a growth strategy in a cooperative in RS

Santa Clara balances social and environmental responsibility with innovation Founded in 1911 by Italian immigrants in Carlos Barbosa, in the Serra Gaúcha region, Cooperativa Santa Clara is an example that it is possible to balance economic growth with social and environmental responsibility. From a small cheese production company, the organization has evolved into a […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

January 22, 2026

Brazil free of Foot-and-Mouth Disease: what changes for Brazilian beef?

With a herd of over 200 million head of cattle, the country is currently the leader in exports. Brazil recently received, for the first time, the certification of country free of foot -and-mouth disease without vaccination, conferred by the World Organisation for Animal Health (WOAH). The seal strengthens the country’s position as a reliable supplier of meat for the […]

Renata de Gaspari Valdejão Almeida

Innovation

December 09, 2025

Innovation: the new cycle of the Piracicaba Technology Park

Instituto Pecege assumes management, betting on the creation of new businesses Starting in 2026, Instituto Pecege will assume the management of the Piracicaba Technology Park (PTP). Among its responsibilities will be the administration, operation, maintenance, and expansion of the park, in addition to fostering activities in innovation, entrepreneurship, and science and technology. The choice was made […]

Renata de Gaspari Valdejão Almeida

July 06, 2026

Large-Scale Architecture: DSR-SCRUM Change Management

Mônica Alessandra Guerios; Maria do Carmo Assis Todorov Abstract generated by ResumeAI, an artificial intelligence solution developed by Instituto Pecege focused on synthesis and writing. Architecture and urbanism are configured as essential bases in an increasingly complex and challenging urban space, where the intrinsic connection between social, environmental, and technological issues […]