SMU has unveiled its new three-year strategic plan covering the 2026–2028 period. The plan is structured around three core pillars: Customer Value Growth, Technology Assets, and Efficiency and Productivity.

SMU’s Chief Executive Officer, Marcelo Gálvez, noted that the progress achieved during the current strategic cycle—ending December of this year—was key to laying the foundation for the 2026–2028 plan: “Our new roadmap builds on the significant optimization and consolidation of our multi-format strategy achieved between 2023 and 2025, driven by the acceleration of conversions from the Mayorista 10 format to Super 10 and Alvi, along with the execution of an ambitious store-opening plan. As a result, we are solidifying three formats in Chile, each with critical mass and a clearly defined value proposition, which positions us strongly for the years ahead.”

Over the past three years, SMU has opened 37 new stores in Chile, with six additional openings scheduled for this month, allowing the company to reach the 43 planned under the current strategy. In Peru, SMU has opened nine stores, with four more expected in December.

The company also advanced its private-label strategy, launching more than 500 new products during the triennium and reaching a 13% share of total sales. In terms of efficiency, SMU implemented technologies such as digital treasury management and voice picking, and increased the number of stores with self-checkout lanes by 66%, driving meaningful productivity gains. Additionally, the company saved more than CLP 3.6 billion over three years by expanding the number of stores with unregulated electricity tariffs. Renewable energy supply also grew from 3% of total consumption in 2022 to 18% in 2025.

2026–2028 Plan

SMU’s new strategic plan seeks to strengthen growth, competitiveness, and efficiency across the organization. The first pillar, Growth with Value for the Customer, aims to extend the implementation of successful format prototypes both in existing stores and through new openings. “We will enhance our assortments, focusing on high-relevance products and strengthening our private-label and exclusive brands to be more competitive in pricing. In terms of figures, we will open 38 stores in Chile and 22 in Peru, in addition to carrying out 80 store upgrades across our Unimarc and Alvi formats. We will also seek to increase the share of private-label and exclusive brands to 16% of sales by 2028,” Gálvez said.

The company will continue developing its Technology Assets to ensure the flexibility and agility needed to support business operations. During this period, SMU will migrate to a new cloud platform, implement a new integrated architecture, and adopt new technologies—including AI agents—contributing to a more agile and efficient organization.

Efficiency and Productivity remain core elements of the company’s strategic approach. “From 2026 to 2028, we will continue applying our disciplined expense management, adding further process optimizations and new technological tools that will enhance productivity, help mitigate cost pressures, and improve profitability,” Gálvez emphasized.

The company will also expand the capacity of its logistics network by 25%, supporting organic growth and improving inventory management. Electricity cost savings will also be achieved through the migration of more than 180 stores to free-market tariffs, tripling the proportion of energy consumption from renewable sources and reaching 55% by 2028.

“Lastly, our Sustainable Culture and CERCA values will serve as enablers for the plan, driving shared-value initiatives and environmental stewardship that align with business needs and support sustainable development,” Gálvez added.

Finally, the Capex for the 2026–2028 period will amount to approximately CLP 370 billion, of which 55% will be allocated to organic growth initiatives, 20% to efficiency and productivity, and the remaining 25% to operational continuity. This investment plan will be fully funded through the company’s operating cash flow.