Degraus

Context

Degraus rents equipment for civil construction — forklifts, aerial work platforms, generators. A distributed operation, high contract turnover, a lean back-office team sustaining a disproportionate volume of internal and external requests.

The critical process — authorizing internal equipment movement — lived in email exchanges: the requester emails the branch manager, the manager forwards to the warehouse, the warehouse replies with availability, someone opens a spreadsheet to log it. Each movement involved 4-7 emails, and no system ever said at any point “this equipment is where, who authorized it, when.”

The pain

With no consolidated trail, the operation piled up three problems:

• Equipment lost in transit — the requester thought it was coming, got a partial delivery, and the month closed with inventory off.
• Cross-approval — two people approved the same movement through different channels, without knowing.
• Manager’s time spent coordinating — half the day was transactional email, the other half was reopening threads to reconstruct what happened.

Objective indicator: the IT manager estimated 50% of his own day vanishing into informal email coordination.

The solution

We replaced the email flow with a digital process built on a structured workflow:

• A single request form, with validated fields (equipment, origin branch, destination branch, justification).
• Approval queue routed by authority rule (origin branch manager; when value exceeds X, regional manager).
• Permanent record — who requested, who approved, when, with what justification. Visible to everyone involved.
• Proactive notification — requester and approver are alerted at the right moment; no one has to “remember to check email.”

Rollout took a week and a half, integrated with the existing equipment registry.

The result

Measured at the end of the first year of operation:

• R$ 35K/year saved in rework from untracked movement, reimbursement for lost equipment, overtime closing inventory.
• 50% of the manager’s time recovered — went from “answering email all day” to “reviewing exceptions and making management decisions.”
• Native audit trail — when external contract audits came, there was no more digging through email threads.

Renan put it well: “The ‘I didn’t know’ is over.”

How it would run today on F7 KORE

This project was delivered by the team behind F7 KORE, with a structured workflow on top of business rules. On today’s platform, the same process would gain three things:

• Requests from the conversation. Whoever needs a transfer writes in Teams or by email; the AI agent builds the request with its justification and sends it to the right approval queue.
• Alerts to whoever decides. The approval reaches the manager in Teams or by email, escalating if nobody responds, and every decision stays in the audit trail.
• Where the equipment is missed. The manager asks in natural language and gets the answer from the ERP and the transfer history, without opening a report.