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Abstract(s)
O presente relatório realizado no seguimento de um estágio curricular numa das plataformas logísticas do porto de Leixões, referente a uma das mais cotadas organizações de logística e distribuição a nível nacional – Luís Simões Logística Integrada S.A.- tem como principal objetivo avaliar o rácio entre os ganhos obtidos pela parte operacional e administrativa, com os custos incutidos com o pessoal. Deste modo, foi elaborado um modelo de custeio no sentido de analisar a situação da empresa em termos de tarifas, rentabilidade dos serviços prestados, de forma a consciencializar o grupo dos desperdícios e gastosinerentes aos diferentes clientes, bem como novos métodos que otimizem o desempenho operacional. Tendo por base metodologias referentes à melhoria contínua (kaizen) e teoria Lean Manufacturing, com principal incidência na deteção de desperdícios decorrentes no processo operacional, numa fase inicial, procedeu-se ao conhecimento de todo o processo ao nível de atividades, tempos de execução e procedimentos usuais, desde a receção da mercadoria até à sua expedição, com o objetivo de quantificar e diferenciar as operações que variam mediante o cliente e os recursos disponibilizados. Feito o reconhecimento do processo foi desenvolvido um estudo referente: ao fluxo de atividade dentro das instalações, de forma a quantificar a sua presença em todo o processo; comparação de custos com o pessoal, por atividade, face às tarifas que são cobradas aos clientes; níveis de produtividade; número de trabalhadores mediante o volume mensal; análise de ocorrências/incidentes; e, por fim, setores problemáticos, que necessitam de melhorias. Neste sentido, após a análise, foi possível apresentar: eventuais falhas/desvios entre os custos operacionais e as tarifas que são cobradas ao cliente, excedendo mais de metade do valor ganho em quase toda as operações analisadas; indicadores de produtividade e número de trabalhadores necessários, que apresentam resultados satisfatórios e enquadrados com o volume de serviço prestado em igual período; análise referente às ocorrências em armazém, que em grande escala poderia influência os resultados obtidos, contudo não se constatou devido ao número de incidentes ser irrisório em relação ao fluxo gerado. Concluindo assim, que o problema se encontra maioritariamente na negociação de tarifas, que apesar de ter o fator competitivo como uma das suas prioridades, deveriam ter uma maior margem para os custos base da operação e incluir gastos associados a equipamentos e FSE (Fornecimento e Serviços Externos). No entanto, com a análise de processo ao nível operacional, procedeu-se à proposta de oportunidades de melhoria para futuro, tendo incidência no processo e produtividade de toda a operação que é idealizada no armazém em análise, ou seja, mudanças ao nível de procedimentos e de execução, com a finalidade de rentabilizar os recursos e minimizar desperdícios, como por exemplo, tempos improdutivos.
This report, carried out following a curricular trainee in one of the logistic platforms of the port of Leixões, referring to one of the most important national logistics and distribution organizations - Luís Simões Logística Integrada SA - has as main objective to evaluate the ratio between the gains obtained by the operational and administrative part, with the costs instilled with the personnel. In this way, a cost model was elaborated in order to analyze the company's situation in terms of tariffs and profitability of the services rendered, in order to make the group aware of the wastes and expenses inherent to the different customers, as well as new methods that optimize the performance operational. Based on methodologies related to continuous improvement (kaizen) and Lean Manufacturing theory, with the main incidence in the detection of wastes arising in the operational process, in an initial phase, the whole process was known at the level of activities, times of execution and procedures, from the receipt of the merchandise to its shipment, with the purpose of quantifying and differentiating the operations that vary through the client and the resources made available. Once the process was acknowledged, a study was carried out regarding: the activity flow inside the facilities, in order to quantify their presence in the whole process; comparison of personnel costs, by activity, in relation to tariffs charged to customers; productivity levels; number of employees by monthly volume; incident / incident analysis; and, finally, problematic sectors that need improvement. In this sense, after the analysis, it was possible to present: any flaws / deviations between the operating costs and the tariffs that are charged to the client, exceeding more than half the value gained in almost all operations analyzed; indicators of productivity and number of workers required, which present satisfactory results and are in line with the volume of service provided in the same period; analysis regarding the occurrences in warehouse, that in large scale could influence the obtained results, however it was not verified due to the number of incidents being derisory in relation to the flow generated. In conclusion, the problem is mainly in the negotiation of tariffs, which, although having the competitive factor as one of its priorities, should have a greater margin for the base costs of the operation and include expenses associated with equipment and FSE (Supply and Services External). However, with the analysis of the process at the operational level, it was proposed to improve opportunities for future, having an impact on the process and productivity of the entire operation that is idealized in the warehouse under analysis, that is, changes at the level of procedures and execution, with the purpose of making resources profitable and minimizing waste, such as unproductive times.
This report, carried out following a curricular trainee in one of the logistic platforms of the port of Leixões, referring to one of the most important national logistics and distribution organizations - Luís Simões Logística Integrada SA - has as main objective to evaluate the ratio between the gains obtained by the operational and administrative part, with the costs instilled with the personnel. In this way, a cost model was elaborated in order to analyze the company's situation in terms of tariffs and profitability of the services rendered, in order to make the group aware of the wastes and expenses inherent to the different customers, as well as new methods that optimize the performance operational. Based on methodologies related to continuous improvement (kaizen) and Lean Manufacturing theory, with the main incidence in the detection of wastes arising in the operational process, in an initial phase, the whole process was known at the level of activities, times of execution and procedures, from the receipt of the merchandise to its shipment, with the purpose of quantifying and differentiating the operations that vary through the client and the resources made available. Once the process was acknowledged, a study was carried out regarding: the activity flow inside the facilities, in order to quantify their presence in the whole process; comparison of personnel costs, by activity, in relation to tariffs charged to customers; productivity levels; number of employees by monthly volume; incident / incident analysis; and, finally, problematic sectors that need improvement. In this sense, after the analysis, it was possible to present: any flaws / deviations between the operating costs and the tariffs that are charged to the client, exceeding more than half the value gained in almost all operations analyzed; indicators of productivity and number of workers required, which present satisfactory results and are in line with the volume of service provided in the same period; analysis regarding the occurrences in warehouse, that in large scale could influence the obtained results, however it was not verified due to the number of incidents being derisory in relation to the flow generated. In conclusion, the problem is mainly in the negotiation of tariffs, which, although having the competitive factor as one of its priorities, should have a greater margin for the base costs of the operation and include expenses associated with equipment and FSE (Supply and Services External). However, with the analysis of the process at the operational level, it was proposed to improve opportunities for future, having an impact on the process and productivity of the entire operation that is idealized in the warehouse under analysis, that is, changes at the level of procedures and execution, with the purpose of making resources profitable and minimizing waste, such as unproductive times.
Description
Keywords
Eficiência Rentabilidade Recursos Atividades Serviço Estratégia Tomada de decisão Efficiency Profitability Resources Activities Service Strategy Decision making