State and federal plastics measures created one national coordination problem.
Plastics bans and taxes were developing across Mexico's state and federal policy environment. Different measures could create conflicting requirements for packaging and recycling. The national Public Affairs team needed to understand them as one portfolio rather than a series of isolated local developments.
The relationships and local knowledge needed to respond were distributed. The central team was concentrated in Mexico City. Across the wider Mexico capability, seven bottling groups held much of the state-level context and engagement history. They used different working practices. The national team could not consistently see what partners were doing, how the issues connected or where a coordinated response was required.
TSC connected policy signals, stakeholders and partner activity.
The work began with a common model for the issues, organisations and people shaping plastics policy. State and federal developments could be linked to government bodies, NGOs, advocacy networks and internal relationship owners. Local teams and bottling partners contributed engagement records. TSC structured those records alongside the policy risks and opportunities they could affect.
The result was a national view of emerging risks, stakeholder positions, relationship coverage and partner activity. TSC maintained the shared structure and recurring intelligence. Full users worked with the underlying relationship record. Senior leaders received newsletters and reporting without needing to operate the platform directly.
As the capability developed, monthly stakeholder reporting kept legislator relationships and engagement history visible. A relationship dashboard showed the status of ties with bottling partners. The same data supported risk identification, stakeholder analysis, opportunity identification and evidence-based reporting.
A plastics campaign became a reusable policy capability.
The national team could coordinate local networks from a common picture. It could see which policy risks were developing, which stakeholders mattered and how partner activity related to the wider campaign. The shared record also gave the national team a consistent view of what bottling partners were doing.
The capability supported the company's work with government, NGO and advocacy networks around the recyclability case for PET.
The asset outlasted the immediate plastics question. The company retained a multiyear record connecting policy risks, stakeholders, partner activity and engagement history. It could reuse that context in recurring legislative, relationship and management reporting rather than reconstructing the network for each issue.
