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With Monthly Revenue Exceeding R$ 1.4 Million, Lanzi Accelerates Its Own Production of Automotive Carpets, Organizes 400 SKUs in a 1000 m² Warehouse, and Prepares the Factory to Double Capacity, Reduce Dependence on Third Parties, and Consolidate Profitable Leadership in the Free Market by the End of This Challenging Year.
If you think that in-house production is just talk for giant companies, you need to learn about Lanzi’s routine in Caçapava, in the interior of São Paulo. There, an operation that already generates about R$ 1.4 million per month started transforming reselling into in-house production, with automotive carpets made in-house and a clear goal in mind: to double capacity by the end of the year.
While many still compete on price in the marketplace, Lanzi decided to level up. Today, in-house production already accounts for a significant share of the business and is being established within an expanding factory, equipped with digital cutting machines, dedicated seamstresses, and a concrete plan to increase from 40 sets per day to nearly 100 sets daily, maintaining its position as a leader in carpets on the Mercado Livre since 2022.
How In-House Production Became Lanzi’s Secret Weapon
For years, Lanzi relied basically on reselling. The automotive carpets came from industrial partners and were sent to the Mercado Livre, Shopee, and other channels.
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The turning point came when the company realized that to truly scale, it could no longer depend solely on third-party stock. That’s when in-house production came into play as the next natural step.
The factory started small, with only four people dedicated to in-house production and a well-designed process: handcrafted molds inside the car, digitalization in manufacturing, precise cutting on automated machines, reinforced welding in the driver’s area, and meticulous finishing on the seams.
Each car gets a specific mold, designed to better cover the floor and provide more value than a generic carpet, which further strengthens the brand on marketplaces.
Revenue of R$ 1.4 Million and 400 SKUs Organized in 1000 m²
Today’s operation is far from improvised. Lanzi occupies a 1000 m² warehouse in Caçapava, with rent around R$ 16,000, divided among factory, stock, logistics, and administrative sector.
There are 18 employees managing a structure that collects over 400 SKUs of automotive carpets, with variations in models and colors to cater to different cars and customer profiles.
Two pallet racks are reserved solely for in-house production, with sets manufactured and stored according to sales trends.
The rest of the space houses the company’s flagship product, the premium carpet line, which has kept Lanzi as the category leader on the Mercado Livre since 2022.
The organization of SKUs, the digitized stock control, and the clear separation between reselling and in-house production allow for growth without turning into chaos with piled-up merchandise.
Mercado Livre, Shopee, and Fulfillment: Where In-House Production Gains Scale
Today, Lanzi’s revenue comes primarily from Mercado Livre, which accounts for between 65 and 70 percent of sales, depending on the month. In second place is Shopee, with about 15 percent, followed by Amazon, Magalu, TikTok, and its own e-commerce.
In-house production is already present in these channels with exclusive products that only exist under the Lanzi brand, reinforcing authority and margin.
An important part of the strategy is the use of fulfillment. The company regularly sends products to Mercado Livre’s fulfillment centers and has begun to include items from its in-house production in this model. This increases delivery speed and visibility in listings.
When in-house production is planned alongside fulfillment and fast shipping, the carpet ceases to be just another cheap item and becomes a complete convenience solution for the customer, helping to drive up revenue.
From Reselling to Industry: The Leap in In-House Production Capacity
On paper, the goal seems simple: to increase from 40 finished carpet sets per day to about 100 daily sets by the end of the year. In practice, this means adjusting machinery, workflow, team, and working capital.
In-house production currently represents around 15 percent of revenue, but it is already pushing the company to invest in machinery, people, and processes, with a strategic planning approach that looks ahead to the coming years, not just the current month.
To reach this new level, the company is strengthening the factory team, reviewing its cutting, sewing, and finishing structure, and calibrating the stock of supplies. The idea is to maintain the logic of working on demand, storing more only for the models that explode in sales.
The more in-house production picks up speed, the less reliance on external suppliers, and the greater the security to plan margins and promotions throughout the year.
Systems, Digital Stock, and Fine Control to Avoid Losing Money
Behind the warehouse full of carpets, there is a layer of system that keeps the operation running. Lanzi uses an ERP to manage invoices, finances, and accounts payable, in addition to a shipping management platform and WMS to control inventory and picking.
The inventory has become 100 percent digitalized, with products barcoded and automatic counting, reducing errors and rework.
This control is even more critical when in-house production enters the game. Registration errors, repeated SKUs, or loss of merchandise can kill the margin of an entire batch.
With the organized database, the company knows exactly which carpet sets are selling best, which colors need replenishment, and where it makes sense to increase in-house production instead of buying from partners. In the end, the decision is driven not by intuition, but by stock and cash numbers.
Cash, Taxes, and Courage to Invest in the In-House Factory
Not everything has been a straight line. The entrepreneur behind Lanzi has already said that she almost ran out of breath due to financial and tax issues.
Payroll, taxes, high inventory, and tight cash flow almost stalled the business. The turning point came when the company began to clearly see numbers, margins, and deadlines, building cash instead of just turning money.
It was this cash building that gave courage to invest in in-house production. Buying machinery, renovating an old warehouse, setting up a factory, and hiring people is not a spur-of-the-moment decision.
Without cash and planning, in-house production becomes an unnecessary risk; with cash and a plan, it becomes a growth engine and a competitive advantage within marketplaces, especially in categories with price wars all the time.
Culture, Team, and Routine to Keep In-House Production Running
Anyone visiting the operation notices that it’s not just about machines and SKUs. There is a strong emphasis on culture, purpose, and people management behind the in-house production. The team undergoes constant alignments, collective reading, and reinforcement of values.
The idea is that everyone knows why the company is investing in the factory, the importance of each step in the process, and how this impacts the salary and stability of 18 direct families.
At the same time, the owner’s routine balances business and motherhood. She arrives at the warehouse in the morning, attends meetings, demands results, and returns to pick up her children from school.
In-house production is born in a scenario where the business needs to function even when the owner is not present all day, which forces the creation of intermediate leadership, clear processes, and autonomy for the team to make decisions in their daily work.
In-House Production as the Future of the Lanzi Brand on Marketplaces
The plan for the coming years is clear: strengthen the industry, advance in imports, and ensure that in-house production represents an increasingly larger portion of revenue.
With this, the company aims to increase margins, better control quality, and create exclusive lines that customers can only find through the official brand channels. Being a leader in carpets on Mercado Livre is good; being a leader with products manufactured in-house is even more strategic.
With a 1000 m² warehouse, 400 registered SKUs, 18 employees, monthly revenue already around R$ 1.4 million, and an in-house production that promises to double capacity by the end of the year, Lanzi shows that you don’t need to be in a major capital to play the big e-commerce game.
What matters is planning, number control, and the courage to transform third-party stock into strong brand in-house production with loyal customers.
With all this in mind, do you think it’s time to transform your business into in-house production as well, or do you still intend to rely solely on suppliers and hope nothing goes wrong along the way?
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