Citas bibligráficas
Camacho, J., Chipana, O., Liñan, L., Oscco, M. (2022). Business consulting de la Compañía Nacional de Chocolates de Perú S.A. [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/22400
Camacho, J., Chipana, O., Liñan, L., Oscco, M. Business consulting de la Compañía Nacional de Chocolates de Perú S.A. []. PE: Pontificia Universidad Católica del Perú; 2022. http://hdl.handle.net/20.500.12404/22400
@mastersthesis{renati/11128,
title = "Business consulting de la Compañía Nacional de Chocolates de Perú S.A.",
author = "Oscco Rivas, Mercedes Rita",
publisher = "Pontificia Universidad Católica del Perú",
year = "2022"
}
The Compañía Nacional de Chocolates de Perú (CNCH) of Grupo Nutresa is a company dedicated to the commercialization and distribution of mass consumption products such as: cocoa, milk modifiers, chocolates, cookies, dragees, toppings, creams, marshmallows, panettones, among others, which became operational as of February 1, 2007. Through the business consulting carried out, six problems were identified in the company, related to the lack of implementation of logistics operations tools and systems, inadequate warehouse management, lack of organizational knowledge management with the use of state of-the-art technologies, a poor work environment in the logistics area, poor communication between members of the logistics area, and an inefficient demand monitoring process. Inadequate warehouse management was determined to be the main inconvenience the CNCH is currently experiencing. In the same way, it was identified through the Ishikawa Diagram that the four main causes that originated the problem are: (a) the excess of stored stock or failure due to lack of stock, (b) the lack of procedures of logistics activities and compliance with existing ones, (c) the comprehensive inspection guidelines are not met at the end of the month and (d) the lack of standardization of processes, which is why the application of Lean Logistics was proposed as an alternative to solution to the problem found. This option will allow the warehouse area to improve the processes it develops and its staff to commit to achieving the objectives in the precise time. For this, an investment of S / 36,200 is required, an amount that will be assumed by the company and will be recovered according to the calculations made in about three years, three months and 18 days, with a benefit / cost of 1.27, an IRR of 20 %, higher than a discount rate of 10.40%; these indicators demonstrated that the application of the solution is economically viable.
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