Pensar global, pero actuar local. Esta es la estrategia de Juan Carlos Puente, nuevo presidente de Whirlpool en Latinoam&eacute;rica desde abril. El camino es que la compa&ntilde;&iacute;a de electrodom&eacute;sticos adapte sus estrategias a cada uno de los pa&iacute;ses, que tienen diferentes contextos y panoramas, adem&aacute;s de consumidores.
El mexicano, el primero en ocupar esta posici&oacute;n, antes era presidente de Whirlpool Latinoam&eacute;rica Regi&oacute;n LAR Norte. Lleg&oacute; a la compa&ntilde;&iacute;a en 1996 y, desde entonces, ha ocupado diferentes posiciones en pa&iacute;ses en Europa y &Aacute;frica, experiencia que lo ha llevado a tener un enfoque de integraci&oacute;n. Ahora, su objetivo es convertir la regi&oacute;n en una plataforma de exportaci&oacute;n e innovaci&oacute;n.
Las ventas de bienes duraderos son un indicador econ&oacute;mico cr&iacute;tico porque las empresas y los hogares reducen r&aacute;pidamente las compras grandes bajo presi&oacute;n econ&oacute;mica y, al principio de a&ntilde;o, subieron. En M&eacute;xico, por ejemplo, el consumo de bienes creci&oacute; 4.9%, seg&uacute;n datos de BBVA. Estos n&uacute;meros son un indicador de que las condiciones econ&oacute;micas est&aacute;n mejorando levemente, despu&eacute;s de empeorar durante gran parte de 2022.
Entre los retos que Whirlpool debe sortear para aprovechar la tendencia positiva est&aacute;n los desaf&iacute;os de la cadena de suministro, relacionados con la inflaci&oacute;n de las materias primas y del transporte, adem&aacute;s de los precios y los salarios, ya que estos factores son impulsores vitales de las ventas de bienes duraderos.
En los planes que tiene Puente para la regi&oacute;n de Latinoam&eacute;rica, en donde M&eacute;xico es el segundo mercado m&aacute;s importante, se encuentra el fortalecer su&nbsp;cadena de suministro con el foco en los mercados locales.
"Hace 10 a&ntilde;os, ser una compa&ntilde;&iacute;a global era mandatorio para poder tener escala. Ahora, poder operar como el mejor Whirlpool' en cada uno de los pa&iacute;ses donde tenemos presencia ser&iacute;a lo ideal y ese va a ser mi enfoque", dice.
Con la regionalizaci&oacute;n, Whirlpool tambi&eacute;n ha elevado su proveedur&iacute;a local. "Hace cinco a&ntilde;os compr&aacute;bamos 70% de los insumos en Am&eacute;rica, ahora es 80%, hemos avanzado en tener cadenas m&aacute;s regionales y eso nos permite ser m&aacute;s flexibles y enfrentar la demanda mucho mejor", agrega.
M&Eacute;XICO EN LA ECUACI&Oacute;N
En el pa&iacute;s, la empresa tiene tres plantas que fabrican&nbsp;refrigeradores, lavadoras, componentes y pl&aacute;sticos en Apodaca, Nuevo Le&oacute;n; una de estufas, refrigeradores compactos y lavadoras semiautom&aacute;ticas en Celaya, Guanajuato, y otra de refrigeradores d&uacute;plex en Ramos Arizpe, Coahuila. La compa&ntilde;&iacute;a, que tiene entre sus marcas Acros y KitchenAid, cuenta con 11,000 empleados en el pa&iacute;s. Tambi&eacute;n es la segunda plataforma exportadora y el tercer mercado con mayor producci&oacute;n: desde M&eacute;xico se env&iacute;an productos de la empresa a 170 pa&iacute;ses en el mundo.
En 2021, Whirlpool anunci&oacute; una inversi&oacute;n de 150 millones de d&oacute;lares para ampliar la capacidad de producci&oacute;n en sus plantas de Apocada y Ramos Arizpe, para satisfacer la demanda creciente de electrodom&eacute;sticos. Las plantas de la empresa trabajan con tecnolog&iacute;a 4.0, que, se&ntilde;ala el directivo, les permite ser m&aacute;s eficientes, adem&aacute;s de que otorga un componente sustentable, debido a que no se generan residuos.

EL MEXICANO DETRÁS DE WHIRLPOOL EN LATINOAMÉRICA

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