JubAp.Net GEPLAN and the Hidden Logistics Lab Behind PEMEX Operations

The GEPLAN operating record anchors the problem in field work, resources and service obligations. Identify which observation changed the design and what evidence was needed to obtain it. A useful abstraction retains the constraint that made the mechanism necessary rather than extracting only the attractive feature.

When executives speak today about “digital transformation,” they usually refer to programs with formal roadmaps, dedicated offices, and carefully branded initiatives. In the late 2000s, the JubAp.Net GEPLAN program around PEMEX and its transport contractor TETSA was something very different: a practical, field-driven, and quietly radical transformation that never used the term, yet achieved exactly what many programs still claim to pursue.

GEPLAN was a field-driven transformation around complex PEMEX logistics. It connected incident response, process reengineering, software and governance before “digital transformation” became a standard programme label.

At the time, we operated as Corbera Networks , within the broader Integral Management lineage that later evolved into JubAp.Net. The team engaged in a logistics and planning system for one of the most complex oil projects in Latin America, Chicontepec, where thousands of wells, irregular production, rugged terrain, and scattered communities made coordination extraordinarily difficult. Over time, it evolved into a proto-ERP with modules for logistics, fleet maintenance (CMMS), warehouse management, purchasing, finance, HR, and administration, becoming the digital backbone of transport operations serving PEMEX in central and northern Mexico.

In its early phase, the JubAp.Net GEPLAN team spent most of its time putting out fires: solving urgent incidents, dealing with real and invented system errors, and facing any pretext that operators could find to disconnect the system. Behind many of those interruptions, they began to detect patterns: fuel theft from trucks, unregistered entries and exits from fluid plants, overweight trips, and “side” operations for third parties.