Citas bibligráficas
Cardenas, J., Rebaza, J. (2021). Mejora en el área de operaciones de la empresa T.C.G S.A.C. a partir de un nuevo sistema de gestión logística [Universidad de Lima]. https://hdl.handle.net/20.500.12724/14719
Cardenas, J., Rebaza, J. Mejora en el área de operaciones de la empresa T.C.G S.A.C. a partir de un nuevo sistema de gestión logística []. PE: Universidad de Lima; 2021. https://hdl.handle.net/20.500.12724/14719
@misc{renati/234892,
title = "Mejora en el área de operaciones de la empresa T.C.G S.A.C. a partir de un nuevo sistema de gestión logística",
author = "Rebaza Santa Cruz, Jhonatan Jesus",
publisher = "Universidad de Lima",
year = "2021"
}
This research work consists of improving the operations area from the implementation of a new logistics management system in the company TERRAMAQ CONTRATISTAS GENERALES SAC with the aim of reducing the high logistics costs and the delay in progress of sanitation construction carried out in the Ocucaje district in the department of Ica. It was shown a total reduction of 11.67% of the average delay time in progress of the construction, that is from 14 to 0 days, which generates an impact of S/ 90 679 in savings. On the other hand, another total reduction in the logistics cost in addition to the budget of 5,68% is obtained, which generates an impact of S / 46 019 of savings for the company. Later, the root cause was found, which turned out to be poor purchase management, so alternative solutions were proposed, resulting in the right one to improve the implementation of a programmed purchase management system. In the first place, by the ABC materials classification method, it was discovered that the so-called "Type A materials" (250, 200 and 160mm tubes; cement bags; and box and cover drain kits) are the main ones to do the diagnosis of logistics management. Subsequently, and from the implementation of the improvement based on programmed purchases through the MRP Purchasing Plan, simulations were carried out in the Arena software for type A materials in order to compare the current scenario with the implemented one after the improvement (reduction to 0 of the indicators), thus demonstrating the technical feasibility of the improvement. Next, the economic viability was verified by comparing the different indicators resulting from the improved and current state: NPV (S/ 576 275 Vs S/ 289 190), IRR (119% Vs 41%), Cost Benefit (4,35 Vs 1,88) and Recovery Period (21 days Vs 41 days), taking an initial investment (S/ 171 817 Vs S /330 000) and various income and expenses involved. Finally, the construction of social indicators such as added value (S/ 1 548 602,21), capital product ratio (9,01), labor productivity, capital intensity (0,11), and capital density (S / 4 909,05 for all months) were used thus demonstrating that the project is also socially viable.
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