Bibliographic citations
Alva, J., (2023). Estudio de mejora de los procesos de planificación de la demanda, gestión de compras y gestión de inventarios de una empresa de alimentos – año 2010 [Universidad de Lima]. https://hdl.handle.net/20.500.12724/18584
Alva, J., Estudio de mejora de los procesos de planificación de la demanda, gestión de compras y gestión de inventarios de una empresa de alimentos – año 2010 []. PE: Universidad de Lima; 2023. https://hdl.handle.net/20.500.12724/18584
@misc{sunedu/3938882,
title = "Estudio de mejora de los procesos de planificación de la demanda, gestión de compras y gestión de inventarios de una empresa de alimentos – año 2010",
author = "Alva Silva, Julia Allison",
publisher = "Universidad de Lima",
year = "2023"
}
This work conducted an analysis of the operations of a Peruvian food production company, aiming to identify opportunities for improvement and their implementation; the work was carried out in 2010. The supply chain macro-process was developed, which is divided into processes and sub-processes, identifying opportunities for improvement through the SCOR Model (Supply Chain Operations Reference, a management tool that aims at improving the supply chain performance and their different categories or levels of business processes) in the processes of demand planning, purchasing management and inventory management. These improvements were implemented in the aforementioned processes, which are key to the company's stabilization. Orders were delivered on time, avoiding heavy penalties, and efficiency was also achieved in the production and administrative areas, reducing unit expenses in both areas, which resulted in a total savings of $135 552 compared to the previous year. Regarding demand planning, a process was established, developing future plans and creating strategies in the other areas of the company, achieving an improvement in delivery compliance from 87,5% to 93,4% and an increase in sales of 16% in 2010. For purchasing management, more efficient controls and evaluations of suppliers were established to obtain the best portfolio, purchasing strategies and a more efficient organization, achieving a cost reduction of $40 000 in the same year. Regarding inventory management, the purchase lot size was reduced, thereby reducing lots by 27% in raw materials and 40% in packaging material, which directly affected inventory turnover, and the cyclic counting process was also implemented, improving inventory accuracy to more than 95%.
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