Introduction
The logistics and supply function is of the highest order in organizations, and it is a mission to cover the needs not from the moment they arise, but through the planning of replenishment and plant maintenance programs, for them logistics planning In modern corporations, they must be carried out under the best conditions of opportunity, quality and prices, in order to provide the company with a normal performance in the functions of maintenance and assurance of operations, to guarantee both the production cycle and our case is uninterrupted, as well as the administration of the production.
The purpose of this research is to carry out a diagnosis of the logistics system in a manufacturing company, by applying the survey of the Reference Model for the competitive logistics of companies, which will allow evaluating and having a reference of the degree of efficiency and agreement of the company in terms of current logistics systems.
2. Diagnosis of the logistics system
For the development of the reference model, in logistics management, the authors met and analyzed each of the 12 modules in which the model is structured. The evaluation criteria for each of the descriptors were evaluated and weighted from 1 to 5, in order of weight from lowest to highest, in terms of specific weight of importance. Each topic covered in each of the modules gives an idea of what the state is like in the company in terms of the logistics concept in the company of: Organization and management, information technology, software system, storage technology, transport technology internal, external transport technology, handling technology, supply chain integration, personnel, logistical performance, barriers.
Reference model for the competitive logistics of companies
Figure 1 Reference model for the competitive logistics of companies
Applied the survey and processed the data of the twelve modules of the model, the following results were obtained:
Reference model for the competitive logistics of companies
Source: self made
From the previous table, the following analysis is displayed, which allows us to specify the logistics management in a weighted way, where it can be seen that the modules that show marked weakness are: barriers, logistical concept of the company, organization and management, logistics performance and integration of the supply chain.
Level of compliance with the model
Source: self made
3. Results of the diagnosis
Diagnosis results
The modules where the company had the lowest score, a rating of bad, that is, that the company presents greater weaknesses and threats, are listed below.
3.1 Logistic concept of the company:
Survey results: Value: 2.5 and Rating = NG
The logistics concept is misinterpreted by most of the company's workers. It is believed that the function of the Logistics Management is limited only to the purchase and supply of the supplies, equipment, materials and other requirements requested by the various organizational units. This misinterpretation affects the coordination and integration process that must exist in all organizational units in order to have an efficient logistics system in the company. Currently, the company has not formally prepared and does not apply a strategic plan for the development of logistics as a derivation of the business plan to guide logistics management at all levels.The organization system is hierarchical and is not decentralized, which affects the tendency to increasingly seek autonomy in the execution of logistics processes, which prevents the operation in networks of units integrated in the management of the entire logistics chain. Another situation that affects the effectiveness and efficiency of logistics processes is the difficult financial crisis that does not allow payments to be made on time with our suppliers, thus affecting normal logistics cycles.Another situation that affects the effectiveness and efficiency of logistics processes is the difficult financial crisis that does not allow payments to be made on time with our suppliers, thus affecting normal logistics cycles.Another situation that affects the effectiveness and efficiency of logistics processes is the difficult financial crisis that does not allow payments to be made on time with our suppliers, thus affecting normal logistics cycles.
Among the strengths that it has regarding the logistical concept of the company in relation to the criteria requested by the applied instrument, we can mention:
- Logistics management is carried out through logistics plans such as purchasing, production and sales plans.The company demands quality requirements in its logistics processes such as: solvencies from contractor registration to suppliers, analysis by the purchasing committee for the provisioning, among others. There is integration in the coordination of logistics processes of the different organizational units.
3.2 Organization and management
The results of the application of the survey was 2.43 points, which translates into an overall rating of “NG”, this due to a series of affectations mentioned below:
- Even when logistics management is directly attached to the company's presidency, the autonomy and decentralization of logistics services for decision-making has a very low level according to the results of the survey, which refers to the degree of decentralization of services. logistics with a score of 2. Regarding the use of services to third parties or outsourcing, it is shown that very few of the logistics system processes make use of the services offered by third parties. In the same way, the study showed that integration with The clients have a very low level. The continuity of the logistics cycle flow can be seen in the results of this evaluation that it is at a very low level. In terms of staff training, it is shown that no training has been provided in the last year.
3. 3.- Integration of the supply chain
Survey results: Value: 2.32 and Rating = NG
The supply chain is made up of all those parties directly or indirectly involved in satisfying a customer's request. The supply chain includes not only the manufacturer and supplier, but also carriers, warehousemen, retail (or retail) vendors, and even customers themselves. Within each organization, such as the manufacturer, it encompasses all the functions involved in receiving and fulfilling a customer request. These functions include, but are not limited to new product development, marketing, operations, distribution, finance, and customer service. With suppliers there is no systematic coordination of production programs with supply programs,nor does it participate jointly with them to introduce improvements in their processes. A certification program applies only to service providers. There is systematic exchange of information with suppliers, through systems and web pages that allow the integration of information.
Regarding the identification of loads with suppliers and customers, there is a unification and integration of techniques and means of identification of loads that allow their identification at any time in the supply chain. The company is currently looking for the implementation of the barcode and the unifying means of the loads are efficiently returned to the suppliers, otherwise with our clients since the products are delivered on pallets or straps, which does not require no return in terms of the unifying means of the loads.
The client who is in charge of looking for the different types of products using the means of transport that he considers appropriate for the transfer of the same, as for the suppliers, the company is in charge of requesting the necessary supplies and that they be placed in our ports. just to comply with the nationalization process. The aforementioned shows that alliances in distribution channels are made by customers and suppliers respectively according to their needs. The alliances established with suppliers are backed by contracts made by the legal consulting unit.
At the present times, the company, due to its low production level, does not establish with the suppliers the unification of standards, policies and procedures, nor the integration of logistics plans; on the contrary, it happens with clients with whom some agreements are made and sales policies are generated for the products it offers, they have no connection to the company's information systems, the information is obtained through telephone calls or text mails that they exchange with the marketing area; just as there is no coordination of improvement programs with clients.
Under this consideration, customers make their different requests for orders, which shows the low degree of personalization of customer service.
The aforementioned defines the integration of the supply chain as bad, since it is necessary to take into account all the aforementioned factors and establish the necessary alliances that provide us with improvements in this chain. As well as all the considerations that must be made, both for our suppliers and for our clients.
3.4. Logistical returns
Survey results: Value: 2.33 and Rating = NG
Indicators are used to evaluate the logistics management of an organization, which measure the level of performance of a process, focusing on the "how" and indicating their performance, so that the objective set can be achieved.
It was possible to show that the results obtained in the survey applied in logistics performance management had a “Bad” rating, due to the following factors:
- There is no use of a system of logistics indicators within the company that can measure the efficiency of the processes. There is no system for tracking and monitoring the processes. There is no registry that allows the measurement of perfect orders. the application of a survey system that allows customers to be measured and evaluated. (delivery time) It does not have a customer service system, where they can make their claims and suggestions for services received.
3.5. Barriers
Survey results: Value: 3 and Rating = NG
Through the survey, the main barriers that cause great damage to the company's logistics system were identified. Those barriers are listed below:
- Low availability of local suppliers Poor quality of local supplies High prices of local suppliers Excessive time in customs procedures Insufficient communication infrastructure Poor application of EDIP technologies Poor application of bar code technologies Poor logistics training in the labor supply Poor reliability of suppliers Piracy in highways Low response by insurance companies Low local supply market
Medium-sized executives and specialists have command of existing barriers and of the company's strategies to counter them.
conclusion
- As a result of the application of the reference model for the competitive logistics of companies, it is concluded that the company under study had a low level of compliance according to the applied model. The application of the model means an x-ray of the logistics system of any organization.
Recommendation
The company must adopt a new philosophy of logistics management conceived as a system for coordinating activities and integrating unit networks, therefore the adaptation of the CVG ALCASA logistics system to the requirements of the Reference Model for Competitive Logistics is recommended. of the Companies.
Bibliography
Consult electronic sources
- - Page available and consulted on 11-27-12 - Page available and consulted on 11-27-12http: //www.monografias.com/trabajos/edi/edi.shtml - Page available and consulted on 11-27 -12http: //www.monografias.com/trabajos60/control-inventarios/control-inventarios.shtml - Page available and accessed on 11-27-12
