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López, R., (2017). Consulting report – Transgas Shipping Lines [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/9416
López, R., Consulting report – Transgas Shipping Lines []. PE: Pontificia Universidad Católica del Perú; 2017. http://hdl.handle.net/20.500.12404/9416
@mastersthesis{sunedu/2656873,
title = "Consulting report – Transgas Shipping Lines",
author = "López Mata, Rodner Nilver",
publisher = "Pontificia Universidad Católica del Perú",
year = "2017"
}
Título: Consulting report – Transgas Shipping Lines
Autor(es): López Mata, Rodner Nilver
Asesor(es): Sánchez Paredes, Sandro Alberto
Palabras clave: Control de procesos; Empresas -- Organización
Campo OCDE: https://purl.org/pe-repo/ocde/ford#5.02.04
Fecha de publicación: 29-sep-2017
Institución: Pontificia Universidad Católica del Perú
Resumen: Transgas Shipping Lines S.A. es una empresa naviera peruana, especializada en el
transporte Marítimo de Gas Licuado de Petróleo, Petróleo Crudo y derivados, y Productos
Químicos. En el año 1991 se inició transportando GLP entre puertos peruanos y siete años
después se lanzaron a la conquista de los mercados internacionales, logrando importantes
plazas en la Costa Oeste de América del Sur, la región del caribe y algunos países del
continente asiático. Ello es claro ejemplo que a medida que el tiempo pasa, el mercado se
vuelve más competitivo y con nuevos retos, donde las empresas tienen que responder con
nuevas estrategias. En este sentido la empresa Transgas busca mejorar su rendimiento no solo
en las áreas Core, sino también dentro de los departamentos de soporte como es caso de
departamento logístico y de operaciones.
Luego de realizar el análisis de la situación actual de la empresa se definió como
problema principal el inefectivo control, gestión y medición del departamento de logística y
operaciones. El análisis cualitativo y cuantitativo de este problema concluye que la compañía
se ve afectada en diferentes actividades de la organización y que presenta pérdidas
económicas y disminución de ingresos por cuestiones de eficiencia y desconocimiento del
rendimiento actual.
La solución que se plantea en este reporte tiene un conjunto de pasos a seguir que
tiene como producto final la elaboración de un tablero de control, donde se plasmará los
indicadores claves del área en cuestión. La implementación de este proyecto consta de 4 fases
el cual inicia con un cambio de cultura, seguido por la redefinición de los procesos, la
sistematización de la información y finalmente la creación del tablero de control. Dicha
implementación permitirá a la compañía medir su rendimiento, controlar sus procesos y así
poder mejorar sus operaciones, ello con el objetivo de brindar un servicio de alta calidad. La
inversión total para este proyecto de 38 semanas se calculó en S /. 28.000 soles
Transgas Shipping Lines S.A. is a Peruvian shipping company specializing in the Maritime transport of Liquefied Petroleum Gas, Crude Oil and by-products, and Chemical products. In 1991, the company began to transport LPG between Peruvian ports. Seven years later, they began to conquer international markets, reaching important places on the West Coast of South America, the Caribbean region and some countries of the Asian continent. This is an example that as time goes on, the market becomes more competitive and new challenges arise, where companies have to respond with new strategies. In this sense, Transgas seeks to improve its performance not only in the core areas, but also within the support departments such as a logistics and operations department. After the analysis of the company’s current situation, the main problem has been defined as the ineffective control, management and measurement of the logistics and operations department. The qualitative and quantitative analysis of this problem concludes that the company is affected in different activities within the organization. At the same time, the company presents economic losses and decrease in the income statement due to low efficiency and the ignorance of the current performance. The solution presented in this report has a set of steps to follow which has as a final product the elaboration of a dashboard, where the Key performance indicators of the department in the study will be shown. The implementation of this project consists of 4 phases which start with the change of culture, followed by the redefinition of the processes, the systematization of information and finally the creation of the dashboard. This implementation will allow the company to measure its performance, control its processes and thus improve its operations, with the aim of providing a high-quality service to their clients. The total investment for this project of 38 weeks was calculated to be S/. 28,000 soles
Transgas Shipping Lines S.A. is a Peruvian shipping company specializing in the Maritime transport of Liquefied Petroleum Gas, Crude Oil and by-products, and Chemical products. In 1991, the company began to transport LPG between Peruvian ports. Seven years later, they began to conquer international markets, reaching important places on the West Coast of South America, the Caribbean region and some countries of the Asian continent. This is an example that as time goes on, the market becomes more competitive and new challenges arise, where companies have to respond with new strategies. In this sense, Transgas seeks to improve its performance not only in the core areas, but also within the support departments such as a logistics and operations department. After the analysis of the company’s current situation, the main problem has been defined as the ineffective control, management and measurement of the logistics and operations department. The qualitative and quantitative analysis of this problem concludes that the company is affected in different activities within the organization. At the same time, the company presents economic losses and decrease in the income statement due to low efficiency and the ignorance of the current performance. The solution presented in this report has a set of steps to follow which has as a final product the elaboration of a dashboard, where the Key performance indicators of the department in the study will be shown. The implementation of this project consists of 4 phases which start with the change of culture, followed by the redefinition of the processes, the systematization of information and finally the creation of the dashboard. This implementation will allow the company to measure its performance, control its processes and thus improve its operations, with the aim of providing a high-quality service to their clients. The total investment for this project of 38 weeks was calculated to be S/. 28,000 soles
Enlace al repositorio: http://hdl.handle.net/20.500.12404/9416
Disciplina académico-profesional: Administración de Negocios
Institución que otorga el grado o título: Pontificia Universidad Católica del Perú. CENTRUM
Grado o título: Maestro en Administración de Negocios
Fecha de registro: 29-sep-2017; 29-sep-2017
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