Bibliographic citations
Ávila, E., (2016). Propuesta de mejora en la gestión de la cadena de suministro para reducir los costos actuales del sistema logístico de la empresa Casa Grande S.A.A. [Tesis, Universidad Privada del Norte]. https://hdl.handle.net/11537/10244
Ávila, E., Propuesta de mejora en la gestión de la cadena de suministro para reducir los costos actuales del sistema logístico de la empresa Casa Grande S.A.A. [Tesis]. PE: Universidad Privada del Norte; 2016. https://hdl.handle.net/11537/10244
@misc{sunedu/3005484,
title = "Propuesta de mejora en la gestión de la cadena de suministro para reducir los costos actuales del sistema logístico de la empresa Casa Grande S.A.A.",
author = "Ávila Romero, Erwin Andre",
publisher = "Universidad Privada del Norte",
year = "2016"
}
ABSTRACT This research was conducted at the company Casa Grande SAA, and aimed to reduce logistics costs through the application of the SMED tool. The research problem lies in the high stock without movement that has the product of poor organization purchasing management. The lead time according to the policies of the organization is 45 days. However, after performing the analysis it found that real time lead to the shopping area offered was 83 days, ie it had a negative gap of 33 days on what is offered. Faced with this problem, a more comprehensive through the proposed management indicators, in order to have a more comprehensive analysis of the current logistics management analysis. In response, it was decided to apply the SMED tool, which was based on work on two previously identified critical points, which were improved logistics management processes and implementation of new purchasing policies. This was achieved significantly improve indicators proposed management. As for the first indicator: Compliance, it was possible to achieve the goal set by the organization that is 250 orders generated and approved purchase. As for the second indicator: goods turnover rate, it was possible to double the level of turnover of goods. As for the third indicator: Logistic Cost - Purchasing, savings was achieved S/. 523,509.63. And as for the indicator: Cost for delays in logistics management, it was reduced to S /. 00.00 emergency level for each projected months. Finally, the economic evaluation was conducted - financial, considering all the savings that involve improvement proposals, as well as costs and investments in which they have to incur. Cash flow showed a VAN of S/. 966.207.87, an TIR of 89% and a benefit / cost S/.5.16. Based on these three indicators, it is concluded that the project is profitable.
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