Background: Reinventing a century-old network in the age of new forms of mobility
Moeve, formerly CEPSA, is a long-standing player in the energy sector in Spain and Portugal, with a history spanning more than 100 years and a network of 1,230 gas stations. In response to changing consumer habits and the energy transition, the group has launched an ambitious transformation: shifting from a traditional model focused on fuel sales to an ecosystem of innovative services, including electric vehicle charging, food service, car washing, and local services.
“This transformation, dubbed Positive Motion, is part of a broader vision: to anticipate the gradual decline in oil consumption (the “Peak Oil” expected between 2030 and 2033) and position Moeve as a leader in sustainable mobility. For the Mobility division, the challenge is clear: to modernize retail locations and turn them into multifunctional hubs, while optimizing existing processes to free up time and resources.”
However, this transformation is not limited to a simple diversification of services. It also involves a profound cultural shift: moving from a traditional organization, where the role of the “gas station attendant” was central, to a customer-oriented business culture capable of innovating and adapting to new expectations.
Customer need: Unlock the potential of teams and stations
For Moeve, the goal is twofold:
- Develop new service-related revenue streams (electric vehicle charging, food, beverages, etc.), while maintaining operational excellence across all activities.
- Transform the internal culture to make teams more agile, more customer-focused, and better able to manage diverse activities.
The challenge is a significant one: How can we optimize our teams’ time so they can focus on customer service and new initiatives, while simplifying existing processes? How can we standardize best practices across such a vast network, while adapting work methods to the specific needs of each station?
To achieve this, Moeve has enlisted Cubik to:
- Identify bottlenecks at stations and propose concrete solutions to improve efficiency.
- Train and support teams at all levels, from the Executive Committee to frontline workers, to foster a culture of continuous improvement.
- Implement a Lean methodology tailored to the workplace, freeing up time for teams and optimizing resources, with a cultural component focused on performance (5S, rituals, etc.).
Achievements: A Large-Scale Lean Transformation
1. An accurate assessment to identify areas for improvement
Our team began with a thorough assessment of 55 pilot stations in Spain and Portugal. The goal? To understand existing processes and pain points, identify areas of wasted time and resources, and define standardized solutions to optimize operations.
The main findings revealed that:
- Teams were spending too much time on low-value-added tasks at the expense of customer service, especially during peak periods.
- There was a lack of clarity regarding the allocation of daily, weekly, and monthly tasks, as well as their completion status, with a particular lack of communication between teams due to the 2/8 or 3/8 shift schedule.
Based on these observations, a customized Lean methodology was developed, including:
- Management standards to simplify processes and improve efficiency
- Management tools for adjusting resources based on demand
- Training programs tailored to each level of the organization, from the front lines to the executive committee.
2. A phased rollout and skill development for the teams
To ensure the success of the transformation, Moeve recruited 12 Lean experts to join its teams (at headquarters and at stations), supported by 8 Cubik experts, to assist with the rollout in the field. The program, which lasted two and a half years, made it possible to:
- Train field teams for an average of 10 days per station.
- Implement managerial practices to embed the Lean culture and ensure regular monitoring of progress.
- Optimize key processes, such as bakery production, by switching to a pull system to reduce waste while increasing sales.
To date, 70% of the company’s own stations have been converted, and 100% will be converted by mid-2027, making Moeve a model of operational excellence in the industry.
Results: A Network Ready for the Future
The initial results are immediate and tangible:
- 15 to 20% additional capacity identified in resort operations, allowing teams to refocus on the customer.
- 100% of deployment targets were met in the premium segment in just 18 months.
- 25 projects developed within the network and in collaboration with cross-functional teams, yielding concrete results and a positive ROI.
But beyond the numbers, it is the entire corporate culture that has been transformed:
- Field teams have become more flexible and responsive, enabling them to better meet customer expectations.
- The Moeve Core Team has become self-sufficient in managing Lean projects, ensuring the sustainability of the transformation.
- The Gemba culture has taken root: executives, managers, and support departments are visiting the shop floor more regularly to better understand the challenges there.
The transformation led by Moeve, with support from Cubik, has modernized a long-standing network, making it more agile, efficient, and customer-focused, while freeing up time and resources for teams, allowing them to focus on new services (electric charging, food, etc.) and to foster a culture of continuous improvement, where every employee plays an active role in driving change.
