14 INSIDE ATR ATR World Francisco Carvajal, ATR LatAm, Guido Goyeneche, ATR LatAm, Daniel Mannheim, Director of Purchasing Mannheim, Warren Espinoza, CEO ATR (f.l.t.r.) While debriefing an intense, interest ing and productive 10day agenda, the ATR team’s conclusions were multiple. With LatAm being an emerging market, valuable experiences from more devel oped regions can be leveraged, allowing learning curves to shorten as the busi ness matures new complexities. faces and In contrast, however, in less mature markets, higher flexibility enables com panies to better face challenges driven by new technologies and structural market adjustments. What comes out of markets where engine overhauls on dirt floors are performed, VIO diversity seems unman ageable, automated warehouses are operated and hightech developments are coded might sometimes be hard to grasp. Combining this with the leadership of an international CEO, who has hands on experience running an IAM distribu tion company for 10 years in an emerging market, results in more than interesting insights and development opportunities. When all of the above is consciously man aged in collaboration with all of ATR’s shareholders and the entire ATR team, surprising output can be expected. KEY FACTS At the end of April, ATR’s CEO Warren Espinoza travelled with the ATR LatAm team, Francisco Carvajal and Guido Goyeneche, for ten days through part of Latin America’s southern cone, visiting Brazil, Paraguay, Argentina and Chile. ATR team’s conclusions were multiple. again required some explanation. Andes Motor is a rather rare example of coexis tence between OE and IAM; however, its highly professional organisation stands out at the Latin American level. Operating out of a 24,000 sqm automated ware house, Andes Motor’s expansion plans into the IAM are a strong statement. While grasping still important and attractive traditional IAM market potentials, the company and its holding group are invest ing in exploring, understanding and mate rialising new business opportunities aris ing out of changing market conditions and technological advancements. By lever aging ATR’s horizontal network capabili ties, Andes Motor expects not only to lev erage its peers’ experiences and best practices but also to share lessons acquired from its own learning curve. struggling to even supply their current distributors. Nevertheless, ATR will con tinue supporting Carlos Vazquez, as well as each of its shareholders, to achieve the maximum possible growth rate in their markets. As some of you might know, when you leave Argentina, you do so with a slightly higher cholesterol level than upon arrival. That was the state in which the ATR team arrived in Santiago de Chile after nine flights in eight days and a total of 14 delayhours. A relaxed Sunday was wel come before kicking off the new week with an interesting visit to Mannheim. Daniel Mannheim, director of purchasing and grandson of the company’s founder, spent the majority of the day with the ATR team. They visited Mannheim’s packed warehouse to mitigate supply chain con straints, learned more about the compa ny’s contribution to reforestation, received insight into their online sales initiatives and learned about a new talent sponsorship programme. Most of the rest of the day went by quickly, discussing business growth opportunities and chal lenges and exchanging information about potential regional suppliers and share holders. Another IAM sightseeing stop over exposed emerging markets’ con trasts, juxtaposing Mannheim’s profes sionally run 17,000 sqm warehouse and selfidentified mechanics repairing cars on the streets with almost nonexistent infrastructure. ATR’s final stop on this trip was at Andes Motor, one of the ITG’s newly acquired shareholders. Here, the pres ence of a South African CEO running a German company with a Latin last name Francisco Carvajal, ATR LatAm, Guido Goyeneche, ATR LatAm, Warren Espinoza, CEO ATR, Patricio Bravo, Spare Parts Manager Andes Motor (f.l.t.r.) A caption would be nice