Proposal for the design of a diagnostic model for logistics management in the Wholesale Marketing Company ITH Cienfuegos, based on the methodology, procedure, scheme and system that have been published on Logistics Management, where the elements to measure the logistics activity of the processes in marketing. The design of this management model has as its main antecedents the works referring to the Management Model with a logistics approach for technical services systems by Parra, C. (2003) and the Reference Model of excellence logistics Acevedo, JA (2008) and the diagnostic model of Logistics management in the Travel Agency Cubatur Varadero de Mechoso H, A (2009)
1.1 Analysis of the preceding models for Logistics Management.
Before starting to detail the various logistic models, it is necessary to define what a model is and for this case the definition expressed in (Urquiaga AJ; 1999) is taken “A model is only a simplified abstraction of reality. The key ingredient is defining the problem and therefore the purpose of the model. The model forms a rational basis for designing and learning about existing systems. It can help in the detection of the integration and interaction of the components of a system. "In addition, the conclusion raised by the same author states that:" a model is useful to represent, describe and simulate the object of the modeling and to analyze and diagnose about their behavior ”.
Dr. Ana Julia Urquiaga, in the development of her thesis to qualify for the title of doctor of technical sciences, compiled the different types of existing logistics models and studied their similarities and differences. This information is set out below.
Industrial Dynamics Model: (Urquiaga AJ; 1999)
MIT professor Jay Forrester publishes his work Industrial Dinamics in 1958, it is one of the first models that conceives the logistics system with a high level of integration. In industrial dynamics, the flows of money, orders, materials, personnel and equipment are considered.
These five flows are integrated by the information flow; recognizing the critical importance of this last flow. The model is divided into several stages which are: identification of the problem and definition of objectives, description of the situation, elaboration of a flow diagram and a mathematical model that shows the interrelationships of the significant factors, simulation of the behavior of the system in time, interpretation of results, revision of the model and new approach to the system.
Inventory Flow Model: (Urquiaga AJ; 1999)
It was developed by Hughes in the 1960s, as a tool to help strategically manage the supply chain and allow the identification of logistics relationships between suppliers and consumers. It is divided into five steps: Gathering information, analysis of accumulated delivery time, reflecting the formation of money, reviewing the process, and finally adding more detail.
The model obtained can quantify the optimal inventory level required; It can be used to quantify the benefits of cycle improvement, such as reduced inventory, annual savings in inventory carrying costs, reduced unit price, and reduced inventory at risk; simplify analysis of relationships between inventory and production cycle changes and cover the entire chain from raw material supplier to final consumer.
Production System Evaluation Model. (Urquiaga AJ; 1999)
This model was developed by Gómez and Acevedo in 1997, with the aim of modeling the operation of the production system. The model considers some interrelated variables that represent the operating parameters of the production system; the impact of the measures of technical-organizational improvement of the system on its economic-financial results can be evaluated. There is a set of variables that are called primary variables, which from their interrelation allow obtaining other variables or parameters that make it possible to characterize the reproduction process.
Production Organization Level Assessment Model:
(Urquiaga AJ; 1999) Suárez (1996), presents the procedure to evaluate the level of industrial organizational excellence (EOI), this model consists of three stages: Evaluation of the set of indicators that measure the level of EOI, evaluation of the level of organizational excellence industrial and analysis of the most critical meters and the EOI, thus finalizing the diagnosis and finally the improvement program.
Cash Conversion Model: (Urquiaga AJ; 1999)
The model comprises the logistics chain of the production system or also called the business reproduction process (PRE). The PRE is the process by which the activities of the company are continuously reproduced. It is made up of three phases: preparation, execution and realization. The model allows an assessment of the behavior of the logistics flow, focusing mainly on the parameters of the cycle, considering the period of one year.
Cash Flow Model: (Urquiaga AJ; 1999)
Cash flow is improved from the improvement of the logistics scheme, reducing the collection cycle, the external supply cycle and the inventory levels of the finished product. Thus, the decrease in the logistics cycle causes a higher rotation speed of the money invested and allows the company to function and keep producing under conditions of great financial restrictions, because it requires a lower volume of working capital to carry out its operations.
Model for the Improvement of Company Processes: (Urquiaga AJ; 1999)
According to Harrington, this model is based on moving from an organization-centered orientation to a process-oriented one. Five steps are required to accomplish this task: organization for improvement, understanding of the process, modernizing, measurement and control, and continuous improvement.
Added Value Chain Model: (Urquiaga AJ; 1999)
According to Porter ME (1991), the company can be seen as a chain of activities that add value to the product as it passes through it, completing the value chains of suppliers and customers. The activities of the value chain are connected by links, which provide the chain with a high level of integration.
The activities are classified into two groups: primary such as inbound logistics, operations and distribution, marketing and sales, and after-sales and support services such as procurement, technology development, human resource management, and company infrastructure.
The essence of this model consists in identifying the activities that add value, either by enhancing the value of the products and services for those who will receive it or by making them stand out better than the similar ones from the competitors. · Reengineering Model: (Urquiaga AJ; 1999)
This model is aimed at optimizing administrative processes, focusing its attention on Process Reengineering, which is identified as the fundamental revision and radical redesign of business processes to achieve spectacular improvements in performance measures, such as costs, quality, service and speed. In this model, processes must be chosen that are fundamental in terms of creating value for the company and that involve profound changes in the operation of the organization.
Morris and Brandon offer the Reengineering methodological scheme, which consists of four stages: business positioning, process redesign, infrastructure construction, and implementation and operations.
Classic models of industrial diagnosis: (Urquiaga AJ; 1999)
Authors such as Porras 1988, Schein 1990, Brown 1972, Pierre1994, Elmaghraby 1966, Maynard and Scheele SE, Westerman and Wimmert 1967. coincide in the following stages: formulate the problem; set goals; generate proposals for the solution; forecast consequences and test proposals; plan the action; implement the action and evaluate the results.
These models emphasize the problem solving cycle applied to specific events, the possibility of reflecting the characteristic chain of activities of business organizations is limited.
Diagnostic models with a functional approach: (Urquiaga AJ; 1999)
These models group the processes by specialties, which can lead to optimal functional subsystems, running the risk that the system vision is lost and the relationships and interaction between these subsystems are not sufficiently considered.
Models of total improvement. (Urquiaga AJ; 1999)
These are methodologies developed by Goldratt and Masaaki Imai. Goldratt with his Theory of Constraints (TOC), finds its starting point in the identification of two fundamental characteristics of organizations: their hierarchical pyramidal structure ,in which problems arise when any intermediate command tries to find the local optimum and the configuration of the organization as a succession of chain actions. The performance of any simple chain is determined by the strength of the weakest link, so managers must dedicate their efforts to locate them and focus the general direction of the firm based on them. These links are called system limitations and are defined as those weak parts of the organization that prevent it from approaching the goal.
In the effort to synchronize, the primary objective should be to ensure that no decision in a local area can have a negative impact on a global limitation of the system, so it is necessary to coordinate the efforts of all areas of the firm and seek integration.
One of the elements of TOC is the five-step approach process, which establishes: identification of the limitations of the system, deciding how to exploit the limitations, subordination of the other activities to the limitation, elevation of the limitation of the system and continuous improvement. Masaaki develops the improvement technique known worldwide as Kaizen, a Japanese term that roughly translates to continuous improvement. Some manufacturers have made the Kaisen concept an important element in working life.
To undertake the continuous improvement process, the following stages are developed: define the project, describe the problem, analyze the causes, establish and execute countermeasures, verify results, maintain countermeasures and define new projects.
The conclusions made by Urquiaga AJ 1999 with respect to these different types of models with a logistic approach are the following:
- Very few models consider the system as a single, coordinated and balanced flow. The need for this requirement has been addressed, such as the extension to the whole cycle of the logistics system of the previous idea of Ford's system of the production chain, the global trend of just-in-time (JIT) production and More recently, Lean Production and Agile Manufacturing are ways of taking these concepts from raw material assurance to the end customer. Some models only employ the general troubleshooting method adapting it to the model's own objectives, so they lack the necessary methodological elements that guarantee to model the organization of the system and the decision-making itself,both in the training and in the operation of the logistics system The models for the training and operation of logistics systems must combine simplicity with objectivity, that is, have a simple mathematical modeling and that at the same time guarantee to represent the inherent complexity models can play an active role in the training of personnel, as a teaching and training tool, so that they can master the operation of the logistics system in all its scope and realize the role and impact of their activity within the organization. None of the analyzed models allows to represent the logistics system in all its complexity. From all the above it is concluded that these models taken separately,they do not meet the requirements of the modeling of the organization of logistics systems, which would prevent the integration, rationality and effectiveness of the training of logistics systems; None of them allows the simultaneous evaluation of the impact of decisions on the internal structure of the system organization and on the results, as a way to achieve an integrated solution that is consistent with the objectives of the logistics system.
The models on which the author relies to carry out the design of the model proposed in the research, are detailed below.
Management Model with a logistics approach for automotive technical services
The essence of this model is that it is based on a systemic approach and on the subsystems of business management.
The model contains basic and novel elements. Among them we can highlight:
- Explicit linking of logistics with all subsystems of a service company Classification of logistics activities into three categories (inbound logistics, inventory and handling logistics, and distribution logistics) Definition of all inputs necessary to carry out management of efficient purchasing Graphical representation of the logistics flow from the base, defining it as the essential support process to guarantee the supply of all levels of the company Use of elements of the servuction systems to achieve the adequate representation of the production subsystem of a service company. Representation of all the relationships established between the different subsystems, the strategic management and the defined logistics categories.
Reference Model of the Logistics of Excellence
The reference model includes the logistics concept that the Cuban company should apply in the coming years to successfully contribute to raising its competitiveness to international levels and it serves as a reference for the training of personnel and to direct the processes of change in companies. towards international standards.
The basis of the reference model is based on:
- The main trends that are formulated internationally in logistics, reflected in specialized literature, scientific and technical meetings, experiences of consulting in companies and successful case studies. The forecast of the increase in the processes of globalization and internationalization of the economy and which requires that the logistics systems of Cuban companies tend to the levels demanded by the world's leading companies, since they must compete with them.
The reference model constitutes the objective to be achieved by companies and serves as a standard for them to diagnose where their main weaknesses and strengths are and where the main opportunities and barriers offered by the environment are. With this, the company is in a position to develop and implement a strategic plan for the development of logistics in coordination with the business strategy.
1.2 Design of a Model for the Diagnosis of Logistics Management in the ITH Cienfuegos Marketing Company
Based on the analysis carried out in the previous section, it is possible to design a model for the diagnosis of logistics management at the Wholesale Marketing Company ITH Cienfuegos, conceived with a process approach. In its content it incorporates the objectives of logistics management, the processes that the marketer has associated with each module corresponding to the preceding analysis are identified.
The model for the proposed diagnosis is conceived with a systemic and integrative approach. The systemic approach of this model is determined because the marketer demands a flow of inputs (human resources, merchandise, equipment, technology and financial), necessary for outputs of cultural, social, economic and environmental impacts on the receiving community and the tourist space where the activity takes place.
Next, the proposed model for the diagnosis of logistics management is described from the conceptual point of view.
The process approach of the model is based on: any activity, or set of activities linked to each other, that uses resources and controls to transform input elements (specifications, resources, information, services,…) into results (other information, sales, services,…) can be considered as a process. The results of a process must have an added value with respect to the inputs and can directly constitute input elements of the next process.
All the activities of the organization, from planning purchases to handling a claim, can and should be considered as processes. To operate effectively, organizations need to identify and manage many interrelated and interacting processes. The systematic identification and management of the processes carried out in the organization and in particular the interactions between such processes is known as the process-based approach. (ISO standards)
The Process Management is defined as how to manage a business process interrelated system replacing the traditional functions based administration. It is considered a way to achieve customer satisfaction; which also allows optimizing the contribution of added value and being an integral part of quality management.
Process, according to Nogueira Rivera and Medina León (2003), is the: “An ordered and logical sequence of repetitive activities that are carried out in the organization by a person, group or department, with the ability to transform inputs into outputs or programmed results to a recipient (inside or outside the company who have requested it and who are the clients of each process) with added value ”.
Each company is a system of systems, each process is a system of functions and the functions or activities have been grouped by departments or functional areas. Process management consists, therefore, in comprehensively managing each of the transactions or processes that the company carries out.
In today's globalized world, it is critical to quickly reach the customer with the products and services that they demand with the desired quality and with minimal costs in the face of increasingly growing competition and a radical expansion of the geography of the distribution and distribution market. provisioning under the influence of the globalization of the economy. In this situation, the logistics approach in business management becomes an urgent need to achieve competitiveness in the current environment. That is why it is defined that logistics is already constituting the new factor of competitive differentiation.
Accepting this challenge requires an accelerated development of logistics in the company in the scope of its philosophy, structure, concepts and techniques. The main precepts of the managerial philosophy associated with the logistics approach are the following: (Acevedo, JA 2003)
- Permanent customer satisfaction Just in time: produce and manage what is demanded at any given time Manage the company as an integrated flow of materials, information and values Work with small batches Integration with customers and suppliers Constant fight against inventories Process management Wide application of self-control and self-management Wide application of teamwork
The integration of these precepts forms a philosophy for the logistics management of the company not as an isolated approach but integrated into the managerial philosophy as a whole.
The logistics approach is a necessity to improve the management of companies, since the satisfaction or not of customers depends on this, which are, today, those who increasingly assume the success or failure of all the business gear that is found after the manufacture of a product or the provision of a specific service.
Starting from the reference model of excellence logistics (Acevedo, JA 2008) to diagnose the logistics management that proposes 13 modules, we work with 9 taking into account the type of organization in which this research is being carried out in addition to making an adaptation to the name of the same according to the terms that are used today in the tourism sector.
Module 1: Logistics concept of the company: The logistics concept applied by the company is characterized by playing a role of integration of the activities that have to do with the assurance of a flow aimed at supplying the customer with the products and services that the company demands. when you demand it, with the required quality and at the cost you are willing to pay. To do this, it focuses its activity on coordinating the following activities in order to ensure the flow that guarantees a high level of customer service and cost reduction. Management Process Module 2; Organization and management: The logistics management appears differentiated within the organizational structure of the company and is subordinate to the highest level of management.The logistics management to exercise its integrative function uses advanced forms of work, such as: teams or work groups (with the participation of the rest of the departments), search for cross-functional consensus, task teams, matrix management, etc. Management Process
Module 3: Information technology: To exercise the logistics management function, an effective use of information technology is made extensive, such as:
- Computers Networks Information capture technology EDI technology Use of Internet and email Automatic data capture All processes.
Module 4: Software systems: For the management of each one of the activities that are coordinated by logistics, software is used to process information and aid in decision-making. All processes .
Module 5: Integration of the chain: All elements related to work with both suppliers and clients are addressed. Policies, procedures and standards are established in conjunction with suppliers and customers with a view to achieving rationality and optimization throughout the supply chain. Management, Assistance and Representations, and Commercial Process.
Module 6: Human capital: It covers the elements related to personnel such as professional experience, level of education, fluctuation, training, among others. Human Resources Process.
Module 7: Management of logistics performance: The operation of the logistics system of the company must adjust to advanced schemes and with a high training of personnel, which is materialized in the increase of the competitiveness of the same. That is why the company exhibits indicators with internationally comparable levels that reflect the competitiveness of the logistics system. Economic-Financial Process.
Module 8: Environmental barriers: The company has well identified the main barriers imposed by the environment for the development of logistics through a systematic study of the market and the incident factors. Management Process.
Module 9: Responsible action: The company has implemented a cleaner production practices application program and complies with the rules and regulations for environmental impact limits in terms of emissions, residuals and occupational health. Management Process .
Below is the model with all its elements.
Source: Own elaboration.
1.3 Methodological procedure for the validation of the Logistics Management Diagnosis Model in the ITH Cienfuegos Wholesale Marketing Company.
The structure of the methodological procedure of the Diagnostic Model can be seen in Annex 2.1 and is described below as:
Phase I: Elaboration of the theoretical - referential framework of the investigation.
The necessary information will be collected, reviewed, consulted, interviews and processed to analyze the logistics management model.
Stage 1: Search, location and selection of literature on the subject:
Logistics, identification of the elements of logistics management, quality, theoretical models, how logistics manifests itself in marketers, as well as the main research experiences and their implementation at the national and international level.
Stage 2: Information processing and analysis.
At this stage we proceed to carry out a synthesis of the main concepts and reflections related to the problem of logistics management raised by different authors that reflect to some extent the elements that will be addressed in this research.
Method: To carry out this phase, information was collected through document analysis and bibliographic review, Internet search, research projects, diploma and master's degree works.
Phase II: Design of a model for the diagnosis of logistics management in the Wholesale Marketing Company ITH Cienfuegos
Stage 1: Analysis of the preceding models for Logistics Management .
As is known, tourism is an activity that can bring great advantages in the socioeconomic environment of the country. Taking this perspective into account, a logistics management diagnosis model is developed for the Marketing Company focused on the proposal of a modular structure and its interrelation with each of the processes based on an analysis of the logistics management models preceding this research, which have been described in the first part of this chapter.
Stage 2: Select the sample and the work team with qualified specialists.
Sample Selection
Sampling is a tool of scientific research. Its basic function is to determine which part of a reality under study (population or universe) should be examined in order to make inferences about said population. The error that is made is due to the fact that conclusions about a certain reality are obtained from the observation of only a part of it, it is called sampling error.
Obtaining an adequate sample means achieving a simplified version of the population that reproduces its basic features in some way.
There are many different procedures by which researchers can select their samples, but a distinction must be made between a probability sample and a non-probability sample.
In probability sampling, each item in the population has a known chance of being selected for the sample. The sampling is done using mathematical decision rules. Non-probability sampling procedures are those in which the selection of an element of the population for the sample is based on the judgment of the researcher; there is no known possibility that an item will be selected.
Probabilistic Sampling:
- Simple random sampling: Each member of the population has an equal probability of being chosen Stratified random sampling: The population is divided into mutually exclusive groups and random samples are taken from each group Area sampling: The population is divided into mutually exclusive groups and the researcher takes a sample of two groups to investigate.
Non-Probabilistic Sampling:
- Convenience sampling: The researcher selects the members of the population most accessible to obtain the information Judgment sampling: The researcher uses his judgment to select the members of the population that provide the most accurate information Quota sampling: The interviewer determines a number of people for each category.
Form the work team with qualified specialists.
At this stage, it is necessary to identify a set of specialists interconnected with the problem of the research topic so that they contribute their experience and knowledge in the selection of the different modules that are proposed to start the process of diagnosing logistics management in Travel Agencies.
For (Porra Ferie, 2005; Negrin Sosa, 2003 among others) the need to evaluate the degree of knowledge and reliability of the specialists is recognized, based on the application of the expert's competence questionnaire, which is a very useful instrument, particularly when it is required to collect information about the experience and knowledge of a group of people related to the object of the research, it is an extremely useful instrument.
The questionnaire applied to the group of specialists designated to participate in the research allows the collection of information and subsequently determine the expert's competence coefficient.
To carry out this process it was necessary to determine:
- Step 1: Identification of the specialists who should participate in the research:
They will be previously evaluated to certify that they are really experts; through the competition coefficient.
This method is based on the systematic and interactive use of opinions of opinion of a group of experts until reaching an agreement. In this process they try to avoid influences from dominant individuals or groups and at the same time that there is feedback in order to facilitate the final agreement.
Expert selection process: a work team is formed with experts and specialists who know the operation of the processes of the Marketer in question for the exchange of information and experiences. Subsequently, the competence coefficient (K) of the questionnaire designed for this purpose is calculated , which allows collecting information on the experience and knowledge of the team of people involved with the purpose of the research, as well as assessing the ways or sources that They have allowed him to obtain his professional and investigative preparation.
- Step 2: Determination of the coefficient of competence of specialists .
The coefficient of competence of specialists is calculated by means of the expression:
K = (Kc + Ka) / 2.
Where:
Kc: is the coefficient of knowledge or information that the expert has about the problem, based on the expert's own assessment on a scale of 0 to 10 and multiplied by 0.1 calculated on the expert's own assessment.
Ka: is the coefficient of argumentation or justification of the expert's criteria. In its solution, the experience, the capacity of the decision-maker, as well as the qualified specialists and the entire group that participate in the process, acquire great importance.
Stage 3: Description of the activities at the ITH Cienfuegos Marketing Company.
After having the results of each one of the members of the expert committee, the data is processed through the SPSS v15.0 software. Kendall's nonparametric W test is used to test consensus among experts. As can be seen, the significance level of the test is less than α = 0.05, therefore it can be stated that there is agreement between the criteria of the experts.
Resulting the key processes:
- Human resources management process (HR) Commercial management process (Commercial) Storage process (Logistics) Customer satisfaction evaluation processes (Quality) Customer service processes (commercial) Strategic planning process (Direction) Processes internal control (regulation and control area) Goods distribution process (transport) IT systems process (IT) Financial management and analysis process (Accounting-Financial)
E cover 4: Design of data collection and analysis instruments.
At this stage, the surveys corresponding to each of the modules proposed in the model are drawn up. As explained previously, only 9 modules were used, starting from the type of entity where the research was carried out. With the application of the surveys it is sought to measure the level of the marketer in the development of logistics management. The survey to be applied appears in it.
Method: For this phase, the methods of document review, questionnaire design and application, information gathering, group work techniques, expert method, and direct observation are used.
Phase III: Validation of the logistics management diagnosis model at the ITH Cienfuegos Wholesale Marketing Company.
Stage 1: Characterize the processes of the entity under study.
All the processes carried out in the Marketer will be taken into account and they will be analyzed to know in detail everything related to each one, taking into account the activities carried out and their integration and involvement with the rest, through the participation of specialists..
Stage 2: Detail the process approach of the entity under study.
The graphical representation of the process approach that the Distributor has will be made, seeing the order as the entrance to the process, and the delivery of merchandise as the exit, detailing the transformation process, that is, the work carried out by each department within the marketer to obtain the Final product.
Stage 3: Detail the logistics approach of the entity under study.
The graphical representation of the logistics approach will be made from the delimitation of the logistics flows and their integration with suppliers and customers from the sale of the product and where all the successive activities carried out by each process will be collected until the client receives the merchandise so that it has the desired perception by the customer.
Stage 4: Carrying out the diagnosis.
In this stage, the application of the designed instruments is carried out that allow measuring the logistics management of the marketer in each of the defined modules. The application is made to the specialists of each of the marketer's processes.
- Selection of the scale to use.
The selection of the scale to be used in the questionnaire is vital so that the results obtained meet the requirements of the investigation. The researcher must select the type of scale that best suits the type and needs of her research.
For the specific case of this research, the use of the Líkert Scale is proposed, given its popularity, extensive experience of use by researchers at the Center for the Study of Tourism and correspondence with the purposes of this research.
- Reliability test: Cronbach's Alpha Coefficient.
Reliability tries to ensure that the questionnaire measurement process is free of random errors, or what is the same, that the value generated by the scale is consistent and stable.
The reliability of the scale can be established by different methods, such as:
- The Cronbach's Alpha coefficient method. The two halves method (corrected by the Spearman – Brown formula). Hoyt's method (Analysis of Variance). The test-retest method.
Usually a reliability coefficient equal to or greater than 0.70 is expected. These coefficients can be obtained using the SPSS version 11.5 software package for Windows, (Annex 2.5), and the Excel spreadsheet for Windows. The first is recommended, since when the item-total correlation coefficient is calculated, Cronbach's Alpha can be obtained at the same time. In the case of Excel, although it is a powerful tool, it requires introducing the respective calculation formulas.
Regardless of the circumstances in which the research is carried out, as long as scales such as those analyzed above are used, it is essential to demonstrate their validity and reliability. If this is not done, the research would be unreliable and of no scientific value.
In the specific case of this research, the Cronbach's Alpha coefficient method will be used.
- Validity test: item-total correlation coefficient.
According to Bigné (1997) the content validity tries to know if the scale includes the different aspects or dimensions that are considered basic and fundamental in relation to the object of analysis. Generally this type of validity is verified by the subjective judgment of one or more researchers, usually experts.
For Sampier in his work Research Methodology, 2nd. Ed., P.236, content validity represents the degree to which an instrument reflects a specific domain of the content being measured. Therefore, a measuring instrument must contain represented all the items of the content domain of the variables to be measured.
In the specific case of this research, the item-total correlation coefficient method will be used.
The Item-Total Correlation Coefficient can be calculated with the descriptive statistics values obtained previously using the SPSS version 11.5 software package for Windows . This procedure is used for the analysis and selection of the items. In the specific case of this research, a value of the coefficient r = 0.40 is considered adequate to be taken as a retention criterion for the item on the scale.
- Kendall's concordance method.
The Kendall method consists of asking each of the experts consulted for their criteria about the ordering in degree of importance of each of the characteristics. They generally participate by applying it from seven to fifteen.
A table is formed where the values (Aij) appear which represent the criterion on the variable or characteristic (i) given by the expert (j), considering that (L) will be the number of characteristics to evaluate and (M) the quantity of experts who issue criteria.
Once the evaluations of each of the experts are obtained, it is necessary for a better understanding to obtain the following values:
Sum of the criteria of the experts on the characteristics:
Deviation of the criterion of the group of experts on variable (i) and the mean value of the order of priority given by the experts on variable (i):
Quadratic deviation of the criterion of the criterion of the group of experts on the variable (i) Concordance coefficient
Using the Kendall method, the coefficient of agreement is calculated by the following expression:
If W> = 0.5. There is agreement between the criteria of the experts.
If W <0.5. There is no agreement between the criteria of the experts, so the method must be repeated and the experts changed.
To determine whether the agreement is accidental or not, the Chi-Square hypothesis test is used.
Ho: Chance coincidence (no community of preference)
Hі: Non-accidental coincidence (if there is a community of preference)
To know the value of the test X²c, the expression is used:
X²c = ∆² /
If it is proved that X²c> X²t (0.95; n-1), Ho is rejected and the agreement is not accidental.
The questionnaire to be used for this tool can be seen in (Annex 2.6).
- Modified Füller's Triangle Method .
This method belongs to the family of so-called paired comparison methods. With the application of Füller's Triangle, a vector of importance or weight of the attributes that characterize the service is obtained, ranging from K 1 to K n. With the application of the method, the process of choice and behavior of the client is verified, which as such is expressed in a decision-making process by the client.
For this, the decision maker is faced with the Triangle scheme, whose rows are formed by an arrangement of pairs of attributes, as follows:
The decision maker expresses his preference in each pair of attributes that he considers most important. Let us denote by l 1 the number of times attribute i was marked and the number of all comparisons by:
The weights or importance of the attributes or characteristics will then be:
Objective Weighting: This form of weighting is obtained by applying the entropy method through the following steps:
Calculation of the entropy of each criterion: To find the entropy (E j) of each criterion, the following expression is used:
Where:
E j: Entropy of criterion j. m: Number of alternatives.
R ij: Qualification of alternative i with respect to criterion j.
Calculation of the dispersion of each criterion: The dispersion for each criterion is calculated according to the following expression:
Where:
D j: Dispersion of criterion j
We are now in a position to calculate the target weight for each criterion:
Where:
W jo: target weight of criterion j.
D j: dispersion of criterion j.
c: number of criteria
Once both the subjective and objective weights have been obtained, they can be combined.
Subjective weighting.
Modified Füller's Triangle Method:
Comparison of the criteria in pairs:
To carry out this comparison, a criterion-criterion matrix is elaborated, where the preferences are obtained in each pair of criteria (1 means that criterion i is more important than criterion j).
Criterion-Criterion Matrix .
Calculation of the subjective weight of each criterion: Here the total preference of each criterion is determined, that is, the number of times the analyzed criterion is preferred over the rest; and thus the subjective weight of each criterion is calculated through the following expression:
Where:
W jk: subjective weight of criterion j.
P ji: preference of criterion j over criterion i.
The following table shows the respective calculations, and the subjective weight resulting from each criterion:
Subjective weights of the criteria.
Determination of the definitive weight of the criteria:
To determine the definitive weight of the criteria, the Combinatorial Method is applied, which includes the objective and subjective weight of the criteria and is calculated through the following expression:
- Decision-making matrix.
The decision-making matrix for logistics management can be used for the analysis of the modules, where the variables of: W d (priority value assigned by the Kendall method) and the variable M i (average value assigned to each module by the score obtained in the questionnaire), as well as any other relationship of interest to be investigated.
The value of W d will be equal to the mean of the priorities, and the value of M i will be equal to the mean of the modules. Each module will be located taking into account its priority and score.
Competitive strength zone: The management group must pay attention to this quadrant where the variables have a high priority and a high score awarded by the specialists of the marketer.
Competitive Vulnerability Zone : The management group must focus on this zone. The evaluated variables have a certain priority but not a good evaluation by specialists. It is an area of improvement opportunities for the development of logistics management. Relative indifference zone: The variables evaluated in relation to the behavior of logistics are characterized by having low priority and a score awarded by specialists. The management group must prepare a program of actions and monitoring of the behavior of the modules located in this quadrant, with the aim of relocating them to quadrants of greater competitive relevance.
Irrelevant superiority zone: In this quadrant the localized variables are distinguished by a low priority coefficient assigned in the logistics management evaluation process, however, they obtain a high score, according to the criteria of the specialists, which means, that improving their level of importance can be located in a short period of time, in the quadrant of competitive strengths.
Method: Document analysis, survey, data collection and analysis, statistical methods, Cronbach's alpha coefficient, item-total correlation, Kendall's coefficient of agreement and Fuller's Triangle.
Phase IV: Proposal of improvement program and monitoring.
Preparation of the improvement program and identification of the actors for its monitoring.
Actions are planned based on poorly evaluated elements depending on whether they are improved and others of a general nature with a view to developing the logistics management of the ITH Cienfuegos Wholesale Marketing Company.
2.4 Conclusions
- A feasible implementation procedure is proposed by entities that provide services to international tourism, with the aim of improving and perfecting their logistics management, as well as their competitiveness in the tourism sector. The analysis of the models allows to know the effectiveness of a model as a methodological instrument capable of facilitating comprehensive evaluation through the procedures, components and their methods.The proposal of the model constitutes a consistent methodological solution to the scientific problem posed, since it allows to characterize and intervene in this problem through a methodological procedure, with a systemic and integrative approach, process and logistics to diagnose the logistics management of the marketer.The model must be conceived as a tool for the diagnosis and projection of logistics management in order to achieve the competitiveness that is required of the ITH Cienfuegos Marketing Company.
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