| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 5.69 MB | Adobe PDF |
Authors
Advisor(s)
Abstract(s)
A gestão da cadeia de fornecimento é um processo que consiste em gerir estrategicamente diferentes fluxos (bens, serviços, financeiros, informações) bem como as relações entre empresas, visando alcançar e/ou apoiar os objetivos organizacionais.
Através da leitura do segundo capítulo, podemos depreender que a monitorização e análise da cadeia de fornecimento é uma ferramenta muito útil para a empresa e com repercussões de melhoria na qualidade do serviço prestado, controlando os custos e indo de encontro às necessidades dos clientes, visando a sua satisfação e fidelização. Esta análise é corroborada por diversos autores, bem como a defesa da sua utilização como uma preciosa ajuda ao planeamento das atividades de logística inerente ao funcionamento da empresa.
A criação da cadeia de valor que deve constituir a cadeia de fornecimento só é possível se nos basearmos nos elementos de estruturação fundamentais que a constituem, a saber, os processos das empresas. É necessário melhorar os mais importantes, o que implica ter permanentemente em consideração o cliente, o desaparecimento das fronteiras entre funções, um olhar transversal sobre as empresas abrangendo o pessoal, as tecnologias e a informação. Devemos, portanto, ter um conjunto de organizações centradas nos processos, que representam uma sucessão de atividades que acrescentam valor ao produto.
A necessidade de ajustar os stocks, bem como a definição dos mesmos é das tarefas mais importantes para as organizações. É aqui que podemos reduzir custos, e é aqui que entra um dos principais objetivos da realização deste trabalho que vai permitir a esta organização ter um fio condutor na implementação dos seus processos, o que lhe permite corrigir, controlar e ajustar os seus recursos às necessidades à procura. Para isso muito contribui a monitorização da cadeia de fornecimento, efetuar um planeamento correto, ajustado às necessidades dos clientes e cumprindo os requisitos destes tendo em conta o planeamento de stock, ou seja, saber as datas de entrega corretas dos materiais para poder efetuar um planeamento acertado e fiável.
Esta operação é difícil quando iniciamos a venda de produtos pela primeira vez, no entanto, para os produtos mais antigos esta questão pode facilmente ser ultrapassada se tivermos um bom sistema de previsões, ajustado à realidade, como por exemplo um bom histórico de vendas, obtido através de um sistema informático fiável.
A presente dissertação apresenta um projeto de melhoria desenvolvido numa empresa de comércio de válvulas e equipamentos industriais, visando essa mesma adaptação e melhoria dos processos para ir de encontro aos objetivos da empresa.
Estes focam‐se na implementação duma estratégia que permita a redução do prazo de entrega nas diversas famílias de produtos comercializadas pela empresa que apresenta um desvio face ao desejado.
A análise do estado inicial foi realizada partindo duma perspetiva global da cadeia de valor, recorrendo ao mapeamento da mesma. Prosseguiu‐se com o estudo e observação dos processos, fluxos de material e de informação existentes, para levantamento de desperdícios e oportunidades de melhoria. Foi possível então definir a visão futura para a otimização desses mesmos processos e a sua integração, de forma a atingir os objetivos propostos.
O prazo de entrega reduzido é determinante num mercado competitivo, uma vez que a rapidez da entrega é cada vez mais valorizada pelos clientes. No entanto, o prazo de entrega perde a sua atratividade se a fiabilidade da entrega não for consistente. Por esse motivo, ambos os fatores são cruciais.
O trabalho desenvolvido permitiu efetuar sugestões de propostas de melhoria, divididas em 4 grupos: ações de formação / sensibilização; alterações do layout; soluções tecnológicas; alterações de processos.
As propostas apresentadas permitiram à empresa otimizar a sua cadeia de abastecimentos na:
‐ Cooperação entre todas as partes da cadeia, com informação e recursos partilhados;
‐ Diminuição de custos, otimização de stocks, redução de atividades que desperdicem tempo ou que não acrescentem valor ao produto;
‐ Melhoria do desempenho devido a previsões mais exatas, melhor planeamento, maior produtividade dos recursos;
‐ Melhoria no fluxo de produtos, com movimentos mais rápidos e com elevado grau de confiança;
‐ Melhoria do serviço prestado ao cliente, com lead times mais curtos, entregas mais rápidas e maior personalização;
‐ Consolidação de procedimentos e práticas, diminuindo o esforço e aumentando a informação e o planeamento.
The management of the supply chain is a process of strategically managing different flows (goods, services, financial, information) as well as relations between companies in order to achieve and / or support organizational objectives. By reading the second chapter, we learn that the monitoring and supply chain analysis is a very useful tool for the enterprise and improve impact on the quality of service controlling costs and by meeting the needs of customers seeking their satisfaction and loyalty. This analysis is supported by several authors, as well as the defense of its use as a valuable aid to the planning of logistics activities inherent in the operation of the company. The creation of the value chain should be the supply chain is only possible if we base on the fundamental structuring elements that constitute it, namely the processes of companies. It is necessary to improve the most important, which involves having permanent account of the client, the disappearance of boundaries between functions, a cross look on companies covering personnel, technology and information. We must therefore have a set of organizations focused on processes, representing a succession of activities that add value to the product. The need to adjust stocks, and the definition of them is the most importante tasks for organizations. It is here that we can reduce costs, and it is here that enters one of the main objectives of this work that will allow this organization to have a common thread in the implementation of its processes, allowing you to correct, control and adjust their resources to needs looking for. For this too contributes to monitoring of the supply chain, make a correct planning, tailored to customer needs and fulfilling the requirements of these taking into account the planning of stocks, that is, to know the correct delivery dates of materials in order to make planning hit and reliable. This operation is difficult when we started selling products for the first time, however, for older products this question can easily be overcome if we have a good system of forecasts, adjusted to reality, such as a good sales history, obtained using a reliable computer system. This paper presents an improvement project developed a trading company of valves and industrial equipment, targeting the same adaptation and improvement of processes to meet business objectives. These are focused on implementing a strategy to reduce the delivery time in the different families of products marketed by the company that has a deviation from the desired. The analysis of the initial state was carried out starting from a global perspective of the value chain, using the mapping of it. Continued with the study and observation of processes, materials and existing information flows for lifting waste and improvement opportunities. It was then possible to define the future vision for the optimization of those processes and their integration in order to achieve the proposed goals. The reduced delivery time is crucial in a competitive market, since the speed of delivery is increasingly valued by customers. However, the delivery time lose its attractiveness if the reliability of delivery are not consistent. Therefore, both factors are crucial. The work allowed make suggestions for improvement suggestions, divided into 4 groups: training / awareness actions; changes in the layout; technologic solutions and process changes. The proposals have allowed the company to optimize its supply chain in: ‐ Cooperation between all parts of the chain, with information and shared resources; ‐ Reduction of costs, inventory optimization, reduction of activities that waste time or that do not add value to the product; ‐ Improved performance due to more accurate forecasts, better planning, greater resource productivity; ‐ Improved flow of products with faster movements with a high degree of confidence; ‐ Customer service Improvement, with shorter lead times, faster delivery and greater customization; ‐ Consolidation and practices, reducing stress and increasing the information and planning.
The management of the supply chain is a process of strategically managing different flows (goods, services, financial, information) as well as relations between companies in order to achieve and / or support organizational objectives. By reading the second chapter, we learn that the monitoring and supply chain analysis is a very useful tool for the enterprise and improve impact on the quality of service controlling costs and by meeting the needs of customers seeking their satisfaction and loyalty. This analysis is supported by several authors, as well as the defense of its use as a valuable aid to the planning of logistics activities inherent in the operation of the company. The creation of the value chain should be the supply chain is only possible if we base on the fundamental structuring elements that constitute it, namely the processes of companies. It is necessary to improve the most important, which involves having permanent account of the client, the disappearance of boundaries between functions, a cross look on companies covering personnel, technology and information. We must therefore have a set of organizations focused on processes, representing a succession of activities that add value to the product. The need to adjust stocks, and the definition of them is the most importante tasks for organizations. It is here that we can reduce costs, and it is here that enters one of the main objectives of this work that will allow this organization to have a common thread in the implementation of its processes, allowing you to correct, control and adjust their resources to needs looking for. For this too contributes to monitoring of the supply chain, make a correct planning, tailored to customer needs and fulfilling the requirements of these taking into account the planning of stocks, that is, to know the correct delivery dates of materials in order to make planning hit and reliable. This operation is difficult when we started selling products for the first time, however, for older products this question can easily be overcome if we have a good system of forecasts, adjusted to reality, such as a good sales history, obtained using a reliable computer system. This paper presents an improvement project developed a trading company of valves and industrial equipment, targeting the same adaptation and improvement of processes to meet business objectives. These are focused on implementing a strategy to reduce the delivery time in the different families of products marketed by the company that has a deviation from the desired. The analysis of the initial state was carried out starting from a global perspective of the value chain, using the mapping of it. Continued with the study and observation of processes, materials and existing information flows for lifting waste and improvement opportunities. It was then possible to define the future vision for the optimization of those processes and their integration in order to achieve the proposed goals. The reduced delivery time is crucial in a competitive market, since the speed of delivery is increasingly valued by customers. However, the delivery time lose its attractiveness if the reliability of delivery are not consistent. Therefore, both factors are crucial. The work allowed make suggestions for improvement suggestions, divided into 4 groups: training / awareness actions; changes in the layout; technologic solutions and process changes. The proposals have allowed the company to optimize its supply chain in: ‐ Cooperation between all parts of the chain, with information and shared resources; ‐ Reduction of costs, inventory optimization, reduction of activities that waste time or that do not add value to the product; ‐ Improved performance due to more accurate forecasts, better planning, greater resource productivity; ‐ Improved flow of products with faster movements with a high degree of confidence; ‐ Customer service Improvement, with shorter lead times, faster delivery and greater customization; ‐ Consolidation and practices, reducing stress and increasing the information and planning.
Description
Keywords
Gestão da Cadeia de Fornecimento Logística Avaliação de Fornecedores Evolução da SCM (Supply Chain Management) Auditoria 5S Management of Supply Chain Logistics Supplier Evaluation SCM (Supply Chain Management) evolution Audit 5S