Bibliographic citations
Alfaro, T., Moreno, N. (2023). Modelo de gestión de compras y abastecimiento de repuestos y suministros generales para incrementar el nivel de servicio del cliente interno en la empresa DANPER Trujillo S.A.C [Tesis, Universidad Privada Antenor Orrego - UPAO]. https://hdl.handle.net/20.500.12759/10223
Alfaro, T., Moreno, N. Modelo de gestión de compras y abastecimiento de repuestos y suministros generales para incrementar el nivel de servicio del cliente interno en la empresa DANPER Trujillo S.A.C [Tesis]. PE: Universidad Privada Antenor Orrego - UPAO; 2023. https://hdl.handle.net/20.500.12759/10223
@misc{renati/378396,
title = "Modelo de gestión de compras y abastecimiento de repuestos y suministros generales para incrementar el nivel de servicio del cliente interno en la empresa DANPER Trujillo S.A.C",
author = "Moreno Preciado, Natalia",
publisher = "Universidad Privada Antenor Orrego - UPAO",
year = "2023"
}
The main objective of this research was to propose a purchasing and supply management model for spare parts and general supplies to increase the level of internal customer service, generating a competitive impact for the company. An analysis of the current situation was carried out through questionnaires applied to the personnel of the maintenance area identified as the main internal client and the interview with the person in charge of purchasing management. Likewise, we use the registration sheet to determine the time intervals incurred in doing an activity within the process. With the information obtained, the current situation was identified, in which deficiencies were found in the purchasing process. The Kraljic model was applied to spare parts and general supplies, through its 4 phases: Classification, Market Analysis, Strategic Positioning and Action Plans. Likewise, the supplier evaluation was lost, where standards were determined for the selection of a supplier within the process. Finally, the application of indicators is convenient, as support for continuous improvement and reaching the objective of the model. With the results, the low satisfaction on the part of the internal client was determined, which will be produced by poor purchasing management by not having a prioritization of its products and much less suppliers. Once the new purchasing management model was applied, a notable reduction in activities was obtained, the duration of the process was 15 days and was reduced to 7 days. Likewise, a saving of 14% is demonstrated by applying bidding strategies, valued at 42,000 soles, at the same time, stock assurance is demonstrated, preventing stock breakage. Measuring improvement with the new model will be modified by proposing indicators within the supply chain process
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