Bibliographic citations
Halanoca, E., Cedano, E., López, J., Mejía, L. (2023). Propuesta para la mejora de la gestión de inventarios en Araujo Representaciones S.A.C. [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/25158
Halanoca, E., Cedano, E., López, J., Mejía, L. Propuesta para la mejora de la gestión de inventarios en Araujo Representaciones S.A.C. []. PE: Pontificia Universidad Católica del Perú; 2023. http://hdl.handle.net/20.500.12404/25158
@mastersthesis{renati/13506,
title = "Propuesta para la mejora de la gestión de inventarios en Araujo Representaciones S.A.C.",
author = "Mejía Laura, Luis Alfredo",
publisher = "Pontificia Universidad Católica del Perú",
year = "2023"
}
Araujo Representaciones S.A.C., known as ARESAC, a family business founded in the city of Arequipa with more than 40 years in the distribution of automotive lubricants, being one of the companies with the greatest contribution in the commercialization of products directly and through the distribution to dealers and retailers in the local Arequipeño market, and with a reach throughout the southern region of the country. During its trajectory of more than four decades, at ARESAC they applied various strategies and changes to achieve and maintain their position, however, there is an interest on the part of management to generate higher income by reducing their expenses and increasing their portfolio of clients served. Thus, this consultancy has been carried out with the objective of improving inventory rotation, in order to have a reduction in operating costs as a result of the impact of the action carried out and thus increase income. For this, the SCOR model (Supply Chain Operations Reference model) developed and updated by the Supply Chain Council Inc. (2012) has been used, which provides tools that allow representing, understanding and evaluating the supply chain (SC). Through the mapping of processes, activity flows and evaluation of metrics, opportunities for improvement of SC processes are identified, taking into account the recommendation of best practices by SCOR, specifically in this consultancy for inventory management in ARESAC. In order to obtain information for the consultancy, ARESAC management and staff were interviewed and the company's commercial and logistics establishments were visited, in order to observe the distribution of the products and the daily activities carried out by the staff. These activities allowed us to delve into the origin of the problem and the configuration of the supply chain according to the SCOR model. Through the representation of AS IS process flowcharts, it was identified that recurring purchases are made in ARESAC to ensure the availability of products; This attention affects operating costs (transfer of products, unplanned orders, warehouse expenses for returns or products that do not have continuous rotation). The evaluation of the performance metrics in asset management (days and inventory turnover), defined by SCOR and feasible for analysis in ARESAC, conclude the main problem in the low inventory turnover for times longer than six months. When making the Ishikawa diagram to obtain the "cause-effect" analysis and applying the "5 why" technique, the following were identified as causes of the main problem: (a) the number of days that the inventories remain in the 23% of SKU (over six months), (b) the lack of an MRP (Material Resource Planning) tool, and (c) ARESAC staff carry out their activities without formalized procedures or Organization and Functions Manuals (MOF) , which would allow maintaining an order in their daily activities and therefore in the control of inventories. In order to respond to ARESAC's requirement, a solution was proposed based on SCOR's recommendations, practices to improve performance in the supply chain; which includes the ABC classification analysis of the products, the design of TO BE flowcharts for the processes for inventory control, the implementation of MRP software, and the application of business strategies for the sale of low turnover products to reduce the time of six to three months. The proposed solution has been approved by ARESAC's management and is in the process of implementation, since it was demonstrated that these actions will allow a NPV of S/. 2'650,072.19, considering the WACC discount rate of 9.61%, optimizing inventory rotation generating a sustained positive return with an IRR of 688%.
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