1. GENERAL INFORMATION OF THE COMPANY
1.2. Business name:
COOPERATIVA AGRARIA AGROPIA LTDA
1.3. Ruc:
20600717902
1.4. Location:
Huancayo, Jr. Pedro Gálvez N 1974 - El Tambo
1.5. Sector:
Private
1.6. Number of workers:
Cooperativa Agraria Agropia has 12 workers declared before Sunat.
1.7 Functional Organization Chart:
GENERAL ASSEMBLY OF PARTNERS
ELECTORAL COMMITTEE
BOARD OF DIRECTORS
SURVEILLANCE COUNCIL
EDUCATION COMMITTEE
GENERAL MANAGER Garay Flores Yanet Giovana
SECRETARY
ADMINISTRATION MANAGER
PRODUCTION MANAGER
TRANSFORMATION MANAGER
MARKETING MANAGER
logistic-analysis-of-an-agrarian-company-in-peru2. ORGANIZATIONAL CULTURE
2.1 MISSION
AGROPIA is an agrarian cooperative that offers organic agro-industrial products for our clients in the national and international market, seeking to generate wealth and well-being with freedom and responsibility.
2.2 VISION
By 2022 the AGROPIA cooperative is a competitive company and leader in organic production, it has increased its social and productive base, offers a diversity of Andean products with added value, innovative and quality, has expanded the number of its national and international clients and is The number improving the socio-economic situation of its associates through the services it provides.
2.3 CORPORATE VALUES
- Solidarity Responsibility Transparency Punctuality Respect Equity
2.4 THE QUALITY OF MANAGEMENT
It must guarantee commitment, innovation, results and capacity development for executives, workers, leaders and partners.
2.5 CERTIFICATIONS
Organic Certification under CE (Europe), NOP (United States) and NATURLAND (Germany) standards.
Fair Trade and Social Responsibility Certification by ECOCERT, NATURLAND and SPP (Small Producers Seal).
2.5.1 Organic
European Organic Standard Under EU standards 834/2007 - EU 889/2008 for the European market
Organic Standard of USA Organic Standard of Germany Under NOP-USDA standards Under Naturland standards
2.5.2 Fair Trade and Social Responsibility
By Ecocert Small Producers Seal (SPP)
2.6 DESCRIPTION OF PRODUCTS
AGROPIA's main products are aguaymanto and native potatoes with colored pulp. Likewise, olluco, oca, mashua and organic seeds of native potatoes are part of its productive offer.
With great effort, it has managed to give added value to native potatoes by producing organic chips and dehydrated organic aguaymanto for sale in the national and international market.
Aguaymanto
The aguaymanto is a wild fruit originating in the high Andean areas of Peru. Excellent source of vitamin A, vitamin C, vitamin B12, iron, and phosphorus.
Due to its exquisite aroma, peculiar flavor (bittersweet) and nutritional properties, it is a highly demanded food in international markets. Markets: France, Belgium and Spain. We work on various presentations according to customer requirements. It is sold in bulk in packages of 10kg.
- Fresh dehydrated
Native Potatoes
There are more than 300 identified varieties of different sizes, shapes and colors.
High-quality native potatoes contain antioxidants, vitamin C essential micronutrients (iron and zinc)
It is marketed in 1-2 kilo Mayas and in bulk in 50kg bags.
Other products
We produce and market other native tubers such as goose, mashua and olluco, all with organic certification. Ancestral tubers, typical of the high Andean areas: Mashua Olluco Oca
Seeds: Native Potatoes
We have seeds organized and grown under organic principles in our greenhouse.
Currently, the pazos district communities are the only ones certified to market organic native potato seeds.
Organic Native Potato Chips
Crispy, energetic and nutritious. It also contains vitamin C. It is a food rich in potassium. It is marketed in trilaminated packages of 100g. Markets: France, Belgium, Germany, Spain and Austria.
We work on various presentations according to customer requirements:
- Red native potato chips with salt Blue native potato chips with salt Red native potato chips with paprika and salt
2.7 MAIN CUSTOMERS
Nationals Thanks to our close relationship with our clients and strategic commercial alliances, we have managed to articulate a growing distribution network that includes specialized organic products stores, supermarkets and weekly organic fairs.
2.7.1 Specialty stores:
We are present in more than 20 specialized organic and ecological products stores. Among the main ones we have:
Points of Sale Address City
AECA (American Employees Community Association) Av. La Encalada cdra. 1 s / n, Surco Lima
Aranda Miraflores Lima
Organic Biodeli Av. Petit Thuoars N ° 4828, Miraflores Lima
Doorganic Stores Peru Arequipa Arequipa
Eco Natural Store Calle San Martín N ° 417, Miraflores Lima
Ecosite La Tienda Natural La Molina Lima
Ecotidiana Av. Manuel Cipriano Dulanto 2047. Tda # 4, Pueblo Libre Lima
Flora & Fauna SA Av. Mariscal La Mar No 1120 Of. 202 Urb. Santa Cruz, Miraflores Lima
Miraflores Lima Gourmet Garage
Il Pasticio Classico Miraflores Lima
La Molina Lima Organic Winery
La Calandria Calle 28 de Julio N ° 206 - C, Barranco Lima
La Colorada Jorge Jorge 476 Street, Miraflores Lima
The Green Corner Miraflores Lima
La Panadera Calle Alfonso Ugarte N ° 141, Barranco Lima
La Sanahoria Barranco Lima
Points of Sale Address City
La Sanahoria San Isidro Lima
La Tiendita Natural Av. Del Ejercito N ° 307, Magdalena del Mar Lima
The Happy Cows Barranco Lima
Las Vacas Felices Calle Juan Norberto Eléspuru N ° 305 - San Isidro Lima
Las Vecinas Jr. Domeyer N ° 219, Barranco Lima
Lima Verde Market Natural San Isidro Lima
Mara Biomarket Av. Camino Real N ° 1251, San Isidro Lima
Organic Peru Market Miraflores Lima
German Ecological Bakery - Los 7 Enanos Chorrillos Lima
PUNTO DE CAFE SAC Av. República de Panamá 4491, Surquillo Lima
Gourmet Point Surco Lima
Miraflores Organic Point Lima
Salvia La Molina Lima
Salvia Surco Lima
2.7.2 Supermarkets
Our native potatoes in various red and blue varieties are sold in Wong supermarkets.
2.7.3 Bioferias
Weekly our products are offered in the Bioferias that takes place in Magdalena, Surquillo and San Borja. Mistura Agricultural Fair. Surquillo Bioferia
Internationals. Internationally, our products are marketed under organic and fair trade certifications. Countries: France, Belgium, Germany, Austria and Spain.
3. DIAGNOSIS OF THE COMPANY
3.1 SWOT
STRENGTHS
There are permanent clients in Europe (France and Germany).
Availability of land to increase production areas.
Organic certified processing plant. Qualified personnel for quality control. There is a greenhouse for the production of quality seed.
WEAKNESSES
Incomplete administrative team
Little marketing and product promotion capacity in the national and international market.
Fear of partners to assume and face risk.
Persistence in poor post harvest handling.
Weak knowledge of technical management of aguaymanto.
OPPORTUNITIES
Availability of equipment and machinery for the line of snacks in the national and international market.
Offer of competent professionals in the labor market.
Existence of new irrigation technologies that optimize water use.
Tendency to increase the consumption of organic and non-traditional products in the national and international market.
THREATS
Andean agriculture with high climatic risk and unfavorable changes.
Island guano shortage in the national market. Excessive rains that generate floods in the plant.
Appearance of other competitors from the departments of Pasco and Junín such as American Snacks EIRL.
Dependence on external suppliers regarding inputs.
3.2 PURCHASE AND STORE FLOW DIAGRAM
PURCHASING PROCESS
It begins with the need for the input, it is there where the production area determines the quantities to request, thus generating the order request is there where the purchasing area receives the request, checks the stock and determines whether or not the order is approved. this way, if the answer is positive, the suppliers are contacted and the evaluation and quote are given; Once the terms and conditions have been agreed, the purchase order will be sent.
8 PHASES
- Planning of purchases The pertinent area gives the daily amount established for the production of the CHIPS, in this case it is an amount of 1000kg per day for our production. Needs analysis As a result of the need to have 1000kg it is considered convenient that the 150 Partner families are involved. Request for offers and budgets In this case, each family receives supervision from an engineer who ensures that a product with optimum quality is obtained, at a fair price already established at 4.20 soles per kilo. Apropia's case monitors each potato producer with the support of specialized engineers, this phase is omitted.Supplier selection The partners themselves in this case the 150 families are the ones that provide our company with the base input the potato that is why there is no longer a supplier selection because we have a fixed one. Negotiation of the conditions The conditions are previously agreed Since it is a society, our suppliers are partners in turn. Order request The fixed order is 1000kg per day already agreed. Follow-up of the order and agreements Daily supervision is provided to the requested order, maintaining constant communication with the supplier who in turn is a partner, so in this way verify compliance with everything initially agreed.Order request The fixed order is 1000kg per day already agreed.Follow-up of the order and agreements Daily supervision is provided to the requested order, maintaining constant communication with the supplier who is also a partner, thus verifying compliance with everything initially agreed.Order request The fixed order is 1000kg per day already agreed.Follow-up of the order and agreements Daily supervision is provided to the requested order, maintaining constant communication with the supplier who is also a partner, thus verifying compliance with everything initially agreed.
The main problem in the purchasing area is the delay in order fulfillment.
IMPROVEMENT PROPOSAL
The improvement proposal in the delay of attention to the order focuses properly on the causes that originate it and we will take point to point to see the improvement proposal.
1. DEFICIENT SUPERVISION
This is due to overwork in the plant, our proposal is to hire additional staff to facilitate supervision, as well as reduce waiting times.
2.LACK OF COMMITMENT
This caused by a salary dissatisfaction and / or lack of motivation which we could counteract with recognition programs which seek to strengthen the relationship between the worker and the company.
3. INADEQUATE STAFF
RR staff. HH should take greater care in making the respective selection, as required.
4.CLIMATOLOGICAL CHANGES
In the department we work with, there is excess rainfall, which effectively generates delays, which we can foresee by having 1 or 2 hours of bridge between delivery as a dispatch mattress.
5. ELECTRICAL CUTS
It can be managed with a contingency plan such as emergency lights and / or reserve electricity.
6.LACK OF COVERAGE
It can be managed with a radio system at least inside the plant and / or by implanting a signal replicator antenna.
7. ERROR IN IT SHIPPED PRODUCT
Given by poor organization and / or communication, the solution to this is generally to keep the areas interrelated for better performance. Not omitting steps to follow in each procedure.
8. DELAY IN DELIVERY OF THE PRODUCT
Many times given by running out of stock or lack of transportation this can be solved with better warehouse management always having a backup stock. 9. ERROR IN THE QUOTE
It is always counteracted by keeping market prices up to date in order to be able to handle the prices received and / or sent well.
10.LACK OF DELIVERY SCHEDULE
Given the bad database update, a solution measure is to have a staff that updates this database daily in order for the database to provide us with first-hand information on all processes.
11. STORAGE PROCEDURE
Due to poor coordination, this, as already mentioned, will be improved with greater communication between the respective areas.
STORAGE PROCESS
Dark Storage - Native potatoes are stored after harvesting in family homes in a cool, dry place. To avoid consequences such as weight loss or damage.
ON THE PLANT
Raw material
Arrival and reception process begins with the arrival of the native potatoes from the suppliers to the plant, the warehouse manager receives and verifies that it is indeed the order that was made the previous day. Then, it begins with the unloading of the product placing on pallets for a specified time of 24 hours (temporary storage).
Storage of finished products At the end of the development of the potato chips, it comes to be bagged and put in boxes of 12 units, then it is taken to the warehouse and set up on wooden stretchers at a temperature of 8 degrees until the process of preparing it. Of the order.
The layout of the warehouse is immediately appreciated.
PICKING
The process begins when the General Manager prints the pending order notes, in this he assigns the number of each product and the quantity to be dispatched, then the warehouse operator will make the packaging, packaging of the potato chips in boxes of 12 units each to be sent to countries such as: France, Belgium, Germany, France. Once the process is finished, it will be concluded by registering the order note.
The main warehouse problem is inadequate inventory management.
IMPROVEMENT PROPOSAL
The 5's method will be used. since AGROPIA will obtain benefits highly involved with the quality, productivity and competitiveness activities related to the company.
1.SEIRI (ORGANIZATION)
AGROPIA will introduce a tool which allows you to keep an updated control of inventory levels. The list of unnecessary elements, the stock of raw materials and insurance. Also, the organization of the warehouse.
2.SEITON (ORDER)
For its application AGROPIA will train collaborators to know each name and place of the products. This will lead to an advantage of reduced time, material damage. It means everything in its place where it facilitates less search time.
3. CLEANING SEISO
It is proposed that AGROPIA should take the habit of keeping the environment clean together with the team of collaborators. Working in an ideal environment, avoids any type of dirt generated.
4.SEIKETSU (KEEP)
AGROPIA will establish teamwork generating responsibilities and tasks. Each operator or collaborator must be provided with instructions and procedures regarding each work that is carried out. In addition, hazard warnings, warnings, and reminders about cleanup requirements will be implemented.
5.SHITSUKE (DISCIPLINE)
AGROPIA will continue to implement respect for human rights and the environment, involving employees. loyalty, will and discipline oriented. for this reason the behavior is demonstrated in the presence of each person, however, custom, efficiency and safety must be encouraged. TRANSPORT FLOW DIAGRAM
TRANSPORTATION PROCESS
The transport process plays a very important role in the life of the company, since the main activity is to move the product from a point of origin to the destination, meeting logistics objectives.
Raw material transportation
It begins with the loading of raw materials from the Huancavelica collection center to the AGROPIA - Huancayo facilities. The type of vehicle used is a four-axle truck.
Transport of finished products
The transportation process begins with the order request made by the supervisor for the carrier. This receives and verifies the availability of units and conductors starting the loading of products, the person in charge of the warehouse area must physically prepare the products for transport. After that, the carrier must have with them the route sheet, referral guide and other necessary documents, to carry out the transport process to the destination of our clients located in the city of Lima and to the pier in the maritime center of shut up
The type of vehicle used International trailer.
The main transportation problem is the delay in the dispatch of the product.
IMPROVEMENT PROPOSAL
The development of efficient transport management has the following factors according to the Kaizen methodology.
1.EFFICIENCY
Timely, complete, on-time deliveries are required with optimum customer satisfaction.
2. SAFETY
AGROPIA will require subcontracted transport that distribution vehicles have a safe.
3.AVAILABILITY OF DRIVERS
AGROPIA, seeks that the tertiary company is more personalized in the availability of schedules in the exit orders. Penal clauses must be established, that is, economic sanctions for not providing the service without just cause or prior notice. A penalty of fine for the value of the merchandise of the days in which the service was not provided.
4. PERFECT DELIVERIES
AGROPIA, will agree conditions with the carrier regarding safe delivery, products in perfect condition, stipulated date and necessary quantities.
5.MECHANICAL AVAILABILITY
Implement tools that improve maintenance planning. in order to increase the availability of the units when requesting a service.
6. PLANNING OF ROUTES
Units have to leave with a road map, where deliveries have to be met at the established times. It is proposed to improve the distribution of orders using transport in its maximum load capacity. This falls on the economy of scale, that is, more quantity less cost of payment.
