The Hidden Risk of Management Systems  

One of the main challenges in the field of logistics chains is the implementation of management systems that effectively ensure the timely delivery of goods to end customers while maintaining the desired quality by manufacturers or producers. This challenge becomes even more crucial when it comes to food, medicines, and perishable products.

In these logistics chains, it is not enough to guarantee the correct arrival of the merchandise at its destination. It is also essential to prevent activities such as money laundering and terrorism financing, as well as ensuring that services are provided with secure actors and trusted business associates.

Over the last two decades, standards and norms have been developed for the implementation of management systems in control and security. These standards have become key tools for ensuring security in the supply chain. In these initiatives, aspects as important as hiring reliable personnel, cargo security mechanisms, merchandise inspections, perimeter security, and information security, especially in the digital sphere, have been considered.

Often, these management systems include the creation of formats, documents, manuals, and procedures to support the necessary training plans to continuously improve processes. However, the critical problem arises when formats and documents are introduced to track operations and measure operational and security indicators. At this point, it may be necessary to record important dates, task checklists, and other data. Over time, these formats can become so complex that they become overwhelming and, in many cases, hinder rather than facilitate logistics operations.

It is essential to understand that implementing these controls is essential for reviewing and improving processes, but it also carries significant risk. In the effort to control all aspects, sometimes formats are created that do not meet the actual expectations of the parties involved in the process.

To mitigate this risk, the following aspects are recommended:

1. Carefully analyze the processes and determine where it is necessary to collect relevant information. Avoid redundancy of formats and ensure that information is recorded in a consolidated manner. 

2. Establish continuous improvement cycles to validate changes in processes. Avoid developing static documents and formats that accumulate unnecessary checkboxes and records over time.

3. Leverage information systems and new technologies. Management systems should be aligned with the implementation of information systems that support processes. This helps to record costs, times, and resources efficiently.  

4. Promote a cultural change that incorporates activity logging, timing, and verification as an integral part of logistical operation. The development of strategies and computer systems that integrate control as a fundamental feature of the operation should be considered.  

5. Use electronic devices to measure time, geolocation, and activity reporting. These devices can be valuable tools for collecting crucial process information without overly relying on manual input.  

In conclusion, the implementation of management systems in control and security is essential in logistics chains, but it must be done intelligently and effectively. Avoiding bureaucracy and excessive documentation is key to maintaining agility and efficiency in logistics operations. Technology and a cultural shift towards integrated control are fundamental elements for ensuring success in this task.