Tokin

Introduction

Tokin is the B2B platform of Arcor, the Argentine food and confectionery group and one of the largest consumer goods companies in Latin America. It combines a wholesale online store with a communication channel that connects the company's distributors to its full portfolio. In a market where a large share of mass consumer sales still reaches stores through independent distributors, that network is a core commercial asset. Tokin's ecosystem links distributors, sales teams, marketing, product and operations on a platform that is constantly evolving.

When we started working together, the technology was already built and the teams were already in place. The challenge was to support the growth of the business without the operation becoming more complex at the same rate. Tokin needed a team able to handle large volumes of information, take on critical processes and work as a reliable extension of its own structure, without replacing anything that was already working.

The problem

The initial need seemed contained. The platform was expanding fast, and the work was to onboard more than 180 distributors, configure their operation and sustain the growth of the ecosystem.

As the business evolved, the challenges grew with it. The catalogue expanded, commercial campaigns multiplied, distributors began to raise specific needs and new teams joined the ecosystem. The highest demand came with promotions: the operation started managing promotions from Tokin, from distributors, by commercial category, by region and by internal team at the same time, with a volume of more than 1,000 promotions per month. Each one came with its own configuration, segmentation, communication assets, validations and controls.

The question became how to sustain that pace of growth without having to build several specialized internal areas, one at a time.

The solution

We started with a small team focused on taking over operational tasks and supporting the platform's early stages. Unlike other projects, in this case we did not develop new technology or replace existing processes. We joined the ecosystem Arcor had already built and adapted our way of working to its tools, its teams and its goals. The platform runs on VTEX, one of the leading enterprise commerce platforms in the region, and working inside that environment is what made it possible to create value from the first month, with no redesigns or migrations.

The first stage focused on digital operations: distributor management, catalogue, promotions, content and commercial configuration. As the platform grew, the scope grew with it. We added quality assurance to support the evolution of the product, with functional validation, release certification, incident detection and follow-up on improvements. We then brought in agile management to coordinate several work cells in parallel, connecting business, product, UX, marketing and technology, and turning strategic goals into executable initiatives. The most recent stage added brand management, strengthening the content strategy and digital positioning of Tokin and its key voices.

What began as an operational service became a multidisciplinary team that now takes part in key areas of the business's growth. That path defines the Platform Management service, which is sustained over time and expands wherever the business needs it.

Results

• Scalable execution capacity. The business kept pace with the platform's growth without having to create multiple specialized internal teams. The onboarding of more than 180 distributors and a volume of more than 1,000 promotions per month are handled by the same team.

• Integration into an existing ecosystem. The team joined tools, processes and structures that were already in place, creating value with no redesigns or migrations.

• High-complexity operations under control. A model took shape that can manage large volumes of promotions, content and commercial configuration while keeping consistency and traceability.

• Continuous growth in scope. The relationship grew from digital operations into quality, agile management and brand, adding capacity at each new stage of the business's maturity.

Conclusion

Not every digital challenge is solved by building a new platform. Often the real problem is the capacity to operate the one that already exists: adding execution, professionalizing processes and forming a team that integrates quickly into an organization to solve what it needs at each stage. That is Platform Management, and it is transferable: the platform can be a B2B e-commerce like Tokin or any other environment a client runs. What the client hires is the capacity to make the platform grow.