How Movinter cut Order Confirmation Time by 90% with Compri

Movinter is a rail-industry manufacturer with over twenty years of experience, headquartered in Cairo Montenotte (Savona). It produces light structural fabrication, piping systems, and pneumatic systems for rolling stock - trains, metro cars, and trams - including major high-speed platforms. Three years ago it joined the RedFish fund, which has progressively brought together other players in the sector such as Six Italia and Saiep. Today Movinter is part of an industrial group specialized in designing and manufacturing components and complex systems for trains, rail signaling systems, and components for the military naval, yacht, and aerospace sectors: a unique benchmark for leading OEMs across Europe and worldwide.

This growth has made the supply chain more complex. The procurement office — four people coordinated by Azzurra Viglione: three dedicated to full supply and services purchasing, one to materials for contract processing (conto lavoro) — manages 513 active suppliers and, in 2025, more than 5,600 total orders (4,548 for full supply and services, 1,116 for contract processing), against revenue in the range of €25-35 million. In a heavily regulated sector with made-to-order, project-based production, keeping these numbers under control with a static management system meant working without an overall view: scattered spend, unclassified suppliers, and manual checks.

Before Compri, the main problem was poor visibility and control over data. The management system in use provided only static information: getting to any given data point — for example, how many active suppliers existed for the same product family, or how much a spend category weighed — required constant manual extraction and cross-referencing in Excel. The analysis got done, but it took a very long time: every comparison between suppliers by spend category, cost, or impact meant manually rebuilding the product classification from scratch.

The warning sign came from seeing how fragmented the supplier base was: for the same item, the same screw, the team would end up with six or seven different suppliers, even for components with a negligible impact on revenue. On the operational side, checking deliveries and reading order confirmations was entirely manual: with around twenty orders a day, it was a constant workload. During peak periods, confirmations ended up filed away without being checked: changes communicated by suppliers never made it into the management system, and the team ended up working with outdated dates and quantities.

With Compri, the procurement office gained a dynamic, day-to-day view of orders. Every morning the team opens the arrivals calendar and immediately sees upcoming deliveries: for the day, the week, the month. With Compri, suppliers have been classified by product family — work that previously took a very long time to process — making analysis by spend category, cost, and impact instant. And because the data is readable at a glance from the dashboards, the value has reached beyond procurement too: Finance, for example, now has a clear view of cash flow for the first time.

The biggest change involves order confirmations. Before, each confirmation took an average of 3 minutes to check: with around twenty orders a day, that meant about an hour a day per buyer. Today a Compri AI agent reads the confirmation, compares it against the order, and flags discrepancies; if there's no formal confirmation, it sends automatic reminders to suppliers. Checking has become nearly instant, cutting time spent by about 90%.

Visibility into spend by product category also had an impact on negotiations. By seeing in Compri how much each major product category weighed, and how many suppliers it was spread across, the procurement office could evaluate cost efficiency at the category level rather than supplier by supplier, and rationalize its supplier base: from 655 active in 2023 down to 513 today. By concentrating the same volumes with fewer suppliers, Movinter came to negotiations with stronger bargaining power: this led to contracts that include a year-end bonus percentage once certain revenue thresholds are reached.

Viglione's recommendation isn't tied to a specific industry or company size: Compri is useful to anyone managing complex procurement — many suppliers, high volumes, items that require precise checks; who needs accurate management and data that's always under control. In these contexts, she points out, it's easy to underestimate how much the right tools can change day-to-day operations: as long as you don't have certain data, you don't even notice you're missing it. And there's no need to wait for longer projects to get value: Compri delivers visibility and control right away, and remains the everyday tool the procurement office uses to manage suppliers, orders, and spend.

Beyond the time saved, the perceived value lies in the quality of decisions: readable data enables macro-level assessments of the supply chain. Azzurra Viglione also points out that Compri is a constantly evolving product, with new features released frequently and built by gathering input from customers.