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Abstract(s)
Com o crescimento acentuado do nĆŗmero de clientes e da quantidade encomendada no canal multimarca de uma empresa de retalho de moda, surge a necessidade de melhorar o processo de distribuiĆ§Ć£o do canal referido, de maneira a que da coleĆ§Ć£o FW17 Ć coleĆ§Ć£o FW20 seja possĆvel satisfazer as encomendas dos clientes no menor tempo e custo possĆvel, cumprindo o prazo de entrega acordado com o cliente. O mapeamento do processo, do fluxo de abastecimento, da ocupaĆ§Ć£o do espaƧo e o traƧo do diagrama de spaghetti das quatro atividades do processo de distribuiĆ§Ć£o atual, em conjunto com o cĆ”lculo da produtividade, do tempo de ciclo, do takt time e do nĆvel de serviƧo, apoiaram a elaboraĆ§Ć£o de um sistema de avaliaĆ§Ć£o de desempenho, que auxiliou a devida fundamentaĆ§Ć£o de uma proposta de melhoria. A anĆ”lise ABC aos clientes e a anĆ”lise SWOT permitiram idealizar a proposta de melhoria A, caracterizada pela alteraĆ§Ć£o do layout, pela melhoria do fluxo de abastecimento, pela aplicaĆ§Ć£o de transportadores gravĆticos e de meios de transporte mais ergonĆ³micos, e pela introduĆ§Ć£o de aplicaƧƵes informĆ”ticas, desenvolvidas em linguagem Visual Basic, no processo de distribuiĆ§Ć£o. Com a proposta inicial Ć© possĆvel aumentar a quantidade separada por distribuidor num turno de oito horas em 294 artigos, e diminuir o tempo de ciclo mĆnimo de 0,015 minutos/artigo para 0,013 minutos/artigo, o que resulta no cumprimento da separaĆ§Ć£o dos artigos no tempo disponĆvel nas prĆ³ximas sete coleƧƵes. Havendo uma reduĆ§Ć£o mĆ©dia da ocupaĆ§Ć£o do espaƧo em 47 m2 por coleĆ§Ć£o, uma reduĆ§Ć£o da distĆ¢ncia percorrida mĆ©dia de 1 498 468 metros por coleĆ§Ć£o, uma reduĆ§Ć£o mĆ©dia de 5 colaboradores por coleĆ§Ć£o, e um aumento de 535 caixas da capacidade da armazenagem de produto acabado. Como o candidato ambicionou apresentar Ć DireĆ§Ć£o a proposta com o menor custo possĆvel, reavaliou-se a mesma, com o objetivo de diminuir o investimento necessĆ”rio. Assim, considerou-se a conjugaĆ§Ć£o de duas estratĆ©gias de picking, nomeadamente, pick by store para os clientes A e pick by line para os clientes B e C, originando o processo de distribuiĆ§Ć£o proposto A melhorado, o qual, apresenta uma reduĆ§Ć£o total de 4 627,56 ā¬ no investimento requerido comparativamente com o processo de distribuiĆ§Ć£o proposto inicialmente. PorĆ©m, verificou-se que nas coleƧƵes SS19, SS20 e FW20 nĆ£o Ć© possĆvel satisfazer as encomendas dos clientes no tempo requerido. Assim sendo, a empresa optou pelo investimento na proposta A, em que com um investimento inicial de 21 010,54 ā¬ na coleĆ§Ć£o SS17, e um investimento mĆ©dio por coleĆ§Ć£o de 391,98 ā¬ entre FW17 e FW20, originando um total de 23 754,42 ā¬, a empresa amortiza o investimento em apenas seis meses, obtendo um lucro acumulado de 84 504,23 ā¬ no final da coleĆ§Ć£o FW20.
With the exponential growth in the number of clients and the quantity ordered on fashion retailer multibrand channel, the need arises to improve the channel's distribution process previously mentioned, so that from collection FW17 to collection FW20 can be possible to satisfy the clients orders in the shortest time and cost as possible, fulfilling the delivery term agreed with the client. The mapping of the process, of the supply flow, of the space occupation and of the spaghetti diagram dash of the four current distribution process activities, together with the productivity calculation, the cycle time, the takt time and the service level allowed to prepare a system to evaluate the performance, that supported a proposal for a duly substantiated improvement. The ABC clients analysis and SWOT analysis allowed to develop the proposal for improvement A, characterized by the changing of the layout, the supply flow improvement, the application of gravitational carriers and ways of transport more ergonomic, and the introduction of computer applications developed, in Visual Basic language, for the distribution process. With the initial proposal it is possible to increase the amount sorted out by distributor in an eight hours shift in 294 articles, reducing the minimum cycle time from 0,015 minutes/article to 0,013 minutes/article, which results in the segregation of articles in the available time for the next seven collections. Having a space occupation reduction of 47 m2 in average by collection, a reduction of 1 498 468 meters in the average distance per collection, a reduction of 5 employees in average for collection, and an increase of 535 boxes of the finished product storage capacity. As the applicant wanted to present to the company board the proposal with the lowest cost possible, the proposal was re-evaluated with the aim of reducing the required investment. So the combination of two picking strategies was considered, namely, pick by store for clients A and pick by line for clients B and C, originating the proposed improved distribution process A, which offers a total reduction of 4 627,56 ā¬ in the required investment when compared with the distribution process initially proposed. However, it was found that in the SS19, SS20 and FW20 collections will not be able to satisfy the clientsā orders in the required time. Therefore, the company has chosen to invest in the proposal A, that with an initial investment of 21 010,54 ā¬ in the SS17 collection and an average investment for collection of 391,98 ā¬ between FW17 and FW20, resulting in a total of 23 754,42 ā¬ and the possibility for the company to pay the investment in just six months, obtaining a cumulative profit of 84 504,23 ā¬ at the end of the FW20 collection
With the exponential growth in the number of clients and the quantity ordered on fashion retailer multibrand channel, the need arises to improve the channel's distribution process previously mentioned, so that from collection FW17 to collection FW20 can be possible to satisfy the clients orders in the shortest time and cost as possible, fulfilling the delivery term agreed with the client. The mapping of the process, of the supply flow, of the space occupation and of the spaghetti diagram dash of the four current distribution process activities, together with the productivity calculation, the cycle time, the takt time and the service level allowed to prepare a system to evaluate the performance, that supported a proposal for a duly substantiated improvement. The ABC clients analysis and SWOT analysis allowed to develop the proposal for improvement A, characterized by the changing of the layout, the supply flow improvement, the application of gravitational carriers and ways of transport more ergonomic, and the introduction of computer applications developed, in Visual Basic language, for the distribution process. With the initial proposal it is possible to increase the amount sorted out by distributor in an eight hours shift in 294 articles, reducing the minimum cycle time from 0,015 minutes/article to 0,013 minutes/article, which results in the segregation of articles in the available time for the next seven collections. Having a space occupation reduction of 47 m2 in average by collection, a reduction of 1 498 468 meters in the average distance per collection, a reduction of 5 employees in average for collection, and an increase of 535 boxes of the finished product storage capacity. As the applicant wanted to present to the company board the proposal with the lowest cost possible, the proposal was re-evaluated with the aim of reducing the required investment. So the combination of two picking strategies was considered, namely, pick by store for clients A and pick by line for clients B and C, originating the proposed improved distribution process A, which offers a total reduction of 4 627,56 ā¬ in the required investment when compared with the distribution process initially proposed. However, it was found that in the SS19, SS20 and FW20 collections will not be able to satisfy the clientsā orders in the required time. Therefore, the company has chosen to invest in the proposal A, that with an initial investment of 21 010,54 ā¬ in the SS17 collection and an average investment for collection of 391,98 ā¬ between FW17 and FW20, resulting in a total of 23 754,42 ā¬ and the possibility for the company to pay the investment in just six months, obtaining a cumulative profit of 84 504,23 ā¬ at the end of the FW20 collection
Description
Keywords
Fluxos de abastecimento Layout LogĆstica Melhoria Picking Produtividade Improvement Logistics Productivity Supply flows