PRIVATE UNIVERSITY DOMINGO SAVIO

FACULTY OF TECHNOLOGY

INDUSTRIAL ENGINEERING DEGREE

PROJECT

IMPROVEMENT OF THE STORAGE SYSTEM TO OPTIMIZE MANAGEMENT

LOGISTICS OF THE COMPANY DIGOLOS

AUTHORS:

Luis David Camacho

Sergio V. Salva tierra Añez.

Melina Moreno Melgar

TEACHER:

Ing. Juan Carlos Loza Rodríguez

SANTA CRUZ – BOLIVIA

July - 2021
Agradecimientos

The results of this project are dedicated to all those people

which are, in some way, part of their culmination.

This project is the result of the joint effort of my colleagues and

future colleagues, our sincere thanks are directed
mainly to our families who encouraged us to get this far.
place
Dedication

We dedicate this work mainly to God, for giving us life and

allow us to have reached this very important moment of our
vocational training.

To our families for being our important pillar and for showing us their
love and your unconditional support regardless of our differences in opinions
for your understanding and help in bad times and less bad times, you have
taught to face adversities without ever losing dignity or
To faint in the attempt has given me everything I am as a person, my
values, my principles, my perseverance and my effort, all with a great
a dose of love and never asking for anything in return.

To my colleagues and future colleagues because without the team we formed, we do not
we would have achieved this goal.

To all of them, thank you very much.

GENERAL INDEX
1.1.- Introduction.....................................................................................................................13

1.2 Background.....................................................................................................................13

1.3 Problem Statement.............................................................................................14

1.4 Technical and Economic Justification15

1.4.1 Technique15

1.4.2 Economic15

1.5.- Objetivos15

1.5.1 General Objective15

1.5.2 Specific Objectives................................................................................................15

1.6 Delimitation of the work.15

1.6.1 Temporal delimitation15

1.6.2 Spatial or geographical delimitation16

1.6.3 Content Delimitation16

1.7. Metodología of the work.16

1.7.1. Type of research...............................................................................................17

1.8. Sources of information..................................................................................................17

1.8.1. Primary sources.17

1.8.2. Secondary sources................................................................................................17

2.1 Warehouse Concepts............................................................19

2.2. CLASSIFICATION OF WAREHOUSES.....................................................................19

2.2.1 classification of warehouses by their purpose19

[Link] According to the security and control of the warehouse19

[Link] Closed warehouse....................................................................................................19

A) Fixed annual count:20

B) Permanent recount:20

C) Count at the lowest point20

 [Link] Open system:......................................................................................................20

[Link] Random storage system............................................................................20

2.2.2 According to your Organization:...............................................................................................21

2.2.3 According to the Movement of Material................................................................................21

2.2.4 The Roof..........................................................................................................................22

2.2.5 According to the Operations.................................................................................................22

2.2.6 Tipo de Material22

[Link] Tool storage:....................................................................................22

[Link] Waste Materials Storage:................................................................23

[Link] Returns Warehouse:....................................................................................23

[Link].1 Central Warehouse...................................................................................................23

[Link].2 Regulatory Warehouse..............................................................................................23

[Link].3 Transit warehouse..........................................................................................23

[Link].4 Warehouse is cross-docking.................................................................................23

[Link].5 Logistic operators23

2.3 WAREHOUSE CLASSIFICATION TECHNIQUES..................................................24

Cataloging:.................................................................................................................24

2.3.2 Simplification:................................................................................................................24

2.3.3 Specification:...............................................................................................................24

2.3.4 Normalization:................................................................................................................24

2.3.5 Standardization:............................................................................................................24

2.4 FUNCTIONS OF THE WAREHOUSE24

2.5 RECEIVING PRODUCTS.....................................................................................25

2.5.1 Control at Reception26

[Link] Functions of material reception............................................................26

[Link] Standards for the reception of materials..................................................................27

[Link] Weights and measures....................................................................................................27

2.5.2 Documents involved in the receipt of materials...................................27

 [Link] Purchase Order:..................................................................................................27

[Link] Numbers:.................................................................................................................27

[Link] Dates of issuance and delivery:28

[Link] Name and address of the supplier:28

[Link] Motivation and payment conditions:......................................................................28

[Link] Place of delivery:28

[Link] Transportation:28

[Link] Description of what is being purchased:........................................................................28

[Link] Verify the supplier invoice:.........................................................................28

[Link] Precios:..................................................................................................................29

[Link] Conditions:.........................................................................................................29

[Link] Shipping or Dispatch Guides:29

2.6 THE COSTS OF THE RECEPTION AREA FUNCTIONS CAN BE

THE FOLLOWING:.................................................................................................................29

2.6.1 The cost of the space, at the price per square meter occupied, which includes:...........30

2.6.2 Other costs include:...................................................................................................30

2.6.3 The indirect costs of:30

2.7 INSPECTION ZONE..................................................................................................30

2.7.1 Quantitative Reception..................................................................................................30

2.7.2 Piece counting31

2.7.3 Weighing of parts31

2.7.4 Qualitative reception....................................................................................................31

These factors are:.................................................................................................31

2.7.5 Quality control..........................................................................................................32

2.7.6 Basic guidelines for quality control.....................................................32

2.7.7 Quality Circles:32

2.7.8 Knowledge of Tools:32

2.7.9 Characteristics of an Organization with Quality Control Management
...................................................................................................................................................33

2.8 STORAGE.......................................................................................................33

2.8.1 Storage Techniques......................................................................................33

2.8.2 Unit bed:................................................................................................................34

2.8.3 Estanterías:....................................................................................................................34

2.8.4 Box or drawers:..............................................................................................................34

2.8.5 Columns:.......................................................................................................................34

2.9 INVENTORY SYSTEM.........................................................................................34

2.9.1 Reasons why it is necessary to maintain inventory........................................35

[Link] Reduce ordering costs35

[Link] Reduce costs due to missing material35

[Link] Reduce acquisition costs.35

2.10 TYPES OF INVENTORY SYSTEMS.................................................................36

2.10.1 Physical:............................................................................................................................36

2.10.2 Logical:...........................................................................................................................36

2.10.3 Inventory Accuracy36

2.10.4 The golden rules of the warehouse manager...............................................................37

2.10.5 cyclic counting38

2.11 MANAGEMENT INDICATORS......................................................................................38

2.11.1 Management indicator metrics38

2.11.2 Criteria for establishing management indicators39

2.11.3 Categories of indicators39

2.11.4 Compliance indicators:....................................................................................39

2.11.5 Evaluation indicators:........................................................................................39

2.11.6 Efficiency indicators:40

2.11.7 Effectiveness indicators:..............................................................................................40

2.11.8 Purposes and benefits of management indicators...........................................40

2.12 AGGREGATE OPERATIONS PLANNING.....................................................42

2.12.1 Aggregated Plan..............................................................................................................43

2.12.2 Production rate.....................................................................................................43

2.12.3 Workforce level......................................................................................43

2.12.4 Available inventory...................................................................................................43

2.12.5 Process of aggregate planning

2.13 PARETO CHART..............................................................................................45

2.13.1 How to create a Pareto chart45

2.13.2 Steps for constructing the Pareto chart46

[Link] First step:......................................................................................................46

[Link] Second Step:...............................................................................................47

[Link] Third step:....................................................................................................47

[Link] Fourth step:48

2.13.3 Use of the Pareto diagram49

3.1 Background.....................................................................................................................52

3.1.2 Type of products.......................................................................................................52

3.2.- Organization...................................................................................................................52

3.2.1 Organizational Chart52

3.2.2 Functions53

3.2.3 Products marketed:....................................................................................54

3.3 Warehouse Diagnosis of the Company........................................................................54

3.3.1 Warehouse distribution..............................................................................................55

3.3.2 Procesos del almacén...............................................................................................55

a) Reception....................................................................................................................55

b) Storage..........................................................................................................55

c) Product registration56

d) Distribution of merchandise....................................................................................56

CONCLUSIONS....................................................................................................................76
 RECOMMENDATIONS.......................................................................................................77

INDEX OF FIGURES
1.3.1. FIGURE. PROBLEM TREE........................................................................................9
FIGURE 1.6.2. Location of the company Digolos.........................................................................10
2.13.1. Figure. Example of a Chart for Pareto Diagram.....................................................29
2.13.2. Figure. First Step........................................................................................................29
[Link]. Figure. Second Step.................................................................................................30
[Link]. Figure. Third Step
[Link]. Figure. Fourth step.....................................................................................................30
[Link]. Figure. Pareto Diagram........................................................................................31
Figure 4.1.- Layout of the Digolos company's warehouse.............................................................45
Image 4.3 (Cleaning control sheet)...............................................................51
 DIAGRAM INDEX
Diagram 3.1 (Organizational chart of the company Digolos)............................................................34
Diagram 4.1 - List of segmented products..........................................................41
Diagram 4.2 - Pareto Diagram...........................................................................................42
Diagram 4.3.- Process diagram for physical inventory taking and asset disposal..............45
Diagram 4.4 - Process diagram for the entry of goods into the warehouse..........................47
Diagram 4.4 - Process diagram for merchandise exit to the warehouse...........................48
 TABLES INDEX
Table 4.1 - Monthly demand for segmented products, year 2021.......................................40
Table 4.2.- Summary of ABC analysis..........................................................................................41
Table 4.3.- Details of products classification A............................................................43
Table 4.4 - Detail of products classification B.........................................................................43
Table 4.5.- Product details classification C.........................................................................44
 CHAPTER I
METHODOLOGICAL ASPECTS

1.1.- Introduction
Digolos is a company that distributes products from the ARCOR line,
food as an official distributor.

In this project, an analysis of the different problems will be conducted.

diagnosed in DIGOLOS, to recommend the implementation of those
solutions to optimize time and maximize profits for the company, and
according to the decision of Sebastián Morón the implementation of it.

In which as students of the Private University Domingo Savio, we intend to

document all data regarding the company, we will generate from scratch
all the information of the company since it does not have any
current documentation of it.

1.2 Background.
DIGOLOS was founded in February 2019 by the owner of the company already
had experience regarding the distribution logistics activities of the
ARCOR products in which it gathers an investment capital for
to undertake and from which DIGOLOS is born, as the official distributor of Arcor, and

authorized by themselves, since it was made known by the owners of the

company and decided to bet on this new company, and distributes the
different products throughout the North area.

DIGOLOS, being a new company in the market and starting out

Empirical is faced with different problems in which it is currently.
crossing the company and becoming a very heavy work environment.

The owner, being new to the field of starting a new business, encounters
with different situations in which as a professional he could not train and
training the current staff working at DIGOLOS, in which it goes through a
work disorder, having different functions to resolve and being human
We tend to forget certain responsibilities in which, as an owner, we do not fulfill.
to seek advice or hire a person capable of managing the company.

1.3 Problem Statement

The company DIGOLOS, due to not having a leader to guide it, has...
generated different discomforts in the different work areas in which
there is currently a labor disorder, and one of the diagnosed problems
son:

Product expirations
Complaints about deliveries of products in poor condition.

Disorder in the warehouse.

Delay in order delivery.
Poor attention from the workers.

1.3.1 Problem formulation

Once the critical points in the DILOGOS company have been diagnosed, we
formulate a cause and effect diagram to clarify the problems of it
company.

1.3.1. FIGURE. PROBLEM TREE

 DELAY IN DELIVERY OF THE UNSATISFIED CLIENTS AND
EXPIRATION OF PRODUCTS.
ORDERS. UNHAPPY.

EFFECT

LACK OF ORGANIZATION IN THE DISTRIBUTION OF THE DIALOGUE WAREHOUSE

CAUSE

LACK OF CONTROL IN THE LACK OF ORGANIZATION IN THE MANIPULATION ERRORS

WAREHOUSE. DELIVERY OF PRODUCTS. OF MERCHANDISE.

Source: Own Preparation

These problems at a certain time will be representative for the

same company and it could be one of the reasons for its own closure and very
probable closure of the contract with the company ARCO, to cease being a
official distributor of the same.

1.4 Technical and Economic Justification

1.4.1 Technique
The current project will allow for proper inventory control of the warehouse.
how to be: control of goods entry and exit and optimal distribution of
products; through the development and control of processes, they will be optimized.
warehouse operation times.

1.4.2 Economic
This project will allow for reduced storage costs through the
optimization and proper execution of warehouse processes.
1.5.- Objectives

1.5.1 General Objective

Propose a warehouse management system applying techniques and
storage procedures for the company Digolos.

1.5.2 Specific Objectives.

Develop a diagnosis of the current situation of the company
Implement the 5S methodology
Create process diagrams

1.6 Delimitation of the work.

1.6.1 Temporal delimitation

The project will be of a transversal delimitation as it will be carried out in a
period that will run from June 14 to July 09, 2021

1.6.2 Spatial or geographical delimitation

The project will be carried out at the company Digolos, whose activities take place in
the northern area of the city of Santa Cruz de la Sierra.

FIGURE 1.6.2. Location of the company Digolos

SOURCE: Google Maps

1.6.3 Delimitation of content

The project is framed within the area of production, specifically in the
logistics and warehouse area.

1.7. Methodology of the work.

The methodology of this work will be quantitative and qualitative, since it
it will take as a reference historical data from the distributor ARCOR and will be done

una recopilación de datos, obtenidas de la misma y recopilación de información

from suggested sources that the company will provide to apply knowledge
acquired from the distributor ARCOR, the technical distribution of the Warehouse.

1.7.1. Type of research

The present study will rely on descriptive research as this type
research allows us to understand the situations, customs, and attitudes of the
activities with the distributor, and it is proactive because it will be implemented
proposal for the northern area distributor ARCOR regarding the area
of warehouse processes and objects that are in the environment to be investigated
what the distributor Norte ARCOR has in order to obtain results that
significantly contribute to our knowledge.

1.8. Sources of information.

1.8.1. Primary sources.

Information provided by the company ARCOR
Data and information will be obtained from the DISTRIBUTOR OF THE AREA
NORTH OF ARCOR
A survey will be conducted with the workers of the Digolos company in the area.

north

1.8.2. Secondary sources.

web pages and book information.
Books such as: Organization, Operations, and Warehouse Control.
 CHAPTER II

CONCEPTUAL FRAMEWORK

2.1 Warehouse concepts

Warehouses are those places where different types of
merchandise.

The formulation of an inventory policy for a warehouse department

depends on the information, availability of materials, trends in the
Prices and materials for purchases are the best source of this information.

This function physically controls and maintains all inventoried items,

appropriate physical safeguards must be established to protect the items
from any damage due to unnecessary use resulting from rotation procedures
defective inventories and theft. Records must be maintained, which
they facilitate the immediate localization of items.[CITATION Inf14 p 30 l 16394 ]

2.2. CLASSIFICATION OF WAREHOUSES

2.2.1 classification of warehouses by their purpose

Warehouses can be classified as follows:

[Link] According to the security and control of the warehouse

[Link] Closed warehouse

A closed warehouse is a controlled area where only authorized people can enter.

authorized, that is to say, the workers of it, so that the products

only enter and exit with documents. There is maximum security and strictness.
control of the merchandise. All information is centralized in an inventory
permanent. Stock increased by invoice or entry and decreased by delivery note.
existing must be reviewed at least once a year, of any of these
ways:
 A) Fixed annual recount:
Many companies conduct a physical stock count once a year, at the end of the year.
Of the fiscal period, it is necessary for this, for the entire functioning of the
company and organize a special team for conducting the count.

B) Permanent recount:
At the beginning of each year (or fiscal period), some companies divide their stock.
in 52 equal groups, each one of them to be recounted
weekly. In this way, the counting work can be done
continuously and without interrupting the normal operation of the company.

C) Recount at the lowest point

Some companies conduct the recount irregularly, for example, always
that the stock level of an item stores its lowest point.
Inf14 31 16394

[Link] Open system:

Open systems, unlike closed ones, do not present restrictions.
entry particulars, the products are stored close to the place of use, for
example, shelves, pallet, containers, etc. It is a system used by the
large surfaces. The warehouse staff. Receives the merchandise and delivers it.
to the section managers. The products will be used quickly and by
there is neither room for deterioration nor insolence, except in the case of purchase

inadequate this system puts little emphasis on security and accounting of

the goods and does not usually keep a permanent inventory. For the
count that in these warehouses takes place twice a year, from the
the following way: stock = initial stock purchases - exits.
[ CITATION Inf14 16394 ]

[Link] Random storage system

This system is a variant of the closed warehouse, in the sense that it does not
there is no fixed place for each item, but rather each one is located where there is
free space.

The warehouse is divided into areas that require the same type of
storage (pallets containers, etc.) the warehouse staff knows the
empty spaces and upon a new entry, it assigns it to the merchandise. A
The advantage of this system is that it is more difficult for employees to locate the
the product and the count could be longer. But as an advantage, we can
indicate that the space can be used more efficiently and has a great
flexibility. With the help of an appropriate software application, which indicates
where each article is located, this system can become better.
certain stores you can see the classic and the old slogan 'a place'
for each thing and each thing in its place" undoubtedly, the matter of a place in
Everything can be relatively well planned: everything in its place.
It could be a not very easy task. Developing a good localization system.
storage places can help those who are trying to have
Everything in its place. Each item stored in the warehouse has a place.
specific that should be indicated in a list as an index of
locations.[ CITATION Inf14 \ l 16394 ]

2.2.2 According to your Organization:

Warehouses can be centralized or decentralized. The first is given

case when the establishment (factory) gathers all at its own headquarters
warehouses, while in the second case, when there are sectors of
warehouses located in other places.

Regarding internal structure, warehouses can be constituted

by unique premises or by a series of separate premises or sections
communicated. The availability of a single location requires having everything gathered
the materials, which makes their control more difficult, especially if such
the space is very large and contains columns or shelves that make it difficult to
visibility.[ CITATION Inf14 \l 16394 ]

2.2.3 According to the Movement of Material

From the point of view of the movement of materials, we can distinguish

warehouses with mechanized transport (fixed, semi-fixed, mobile) more or less
elevated and warehouses without mechanization.[ CITATION Inf14 l 16394 ]
2.2.4 The Roof
Those that can be left outdoors without needing any.
protection and for which there is no doubt about their resistance to the
weather inclemencies.

Those who can be outdoors on the condition that the stay is

for a short time, and under particular protection systems.

Those who need to be sheltered (and here they are still distinguished in
conservation conditions

2.2.5 According to the Operations

For the rational exercise of storage, there are generally places for the
following requirements:

Reception of the materials, which can also be distributed in

places of arrival and temporary stay (sometimes even under the responsibility
of the Supplier), awaiting to be registered accounting-wise and entered
in the reception area where the operations take place
unpacking and control (numerical and of control).

Waiting for the goods, prior to the compliance of the verification.

Unpacking of the products, there are cases where it is advisable to allocate
separate premises for such requirements. Proper storage.

2.2.6 Type of Material

The merchandise that safeguards, watches over, controls, and supplies a warehouse can

next:

[Link] Tool warehouse:

A warehouse of tools and equipment, under the custody of a manager
specialized for the control of those tools, equipment, and supplies that are
they provide to the different departments and production workers or of
maintenance.

It is worth mentioning: tools, matrices, templates, drills, taps, parts

of a grinding wheel, etc.
[Link] Waste materials storage:
The products, parts or materials rejected by the control department and
quality and that are not salvageable or repairable, must have a control
separated; this generally remains under the care of the department itself.

[Link] Returns Warehouse:

Here come the customer returns, where they are separated and classified.
products for reprocessing, waste and/or entry into storage.

[Link].1 Central Warehouse

It is the place where all the materials and products of the company gather.
central warehouse allows us greater and better control of the goods and
products, better space economy and greater use of the
means of manipulation.

[Link].2 Regulatory warehouse

It is located near the factories of the companies themselves or in
geographical concentration areas.

They allow for a great ability to respond to market needs.

reduction of time in delivery deadlines, an improvement in quality of
service, as well as a daily control of stocks.

[Link].3 Transit warehouse point

They are warehouses located in areas of strategic importance, with a minimum
of safety stock to be able to fulfill and serve the orders of
emergencies. As inconveniences, they present the possibility of stock shortages.
of security.

[Link].4 Warehouse is cross-docking

They are strategically located warehouses that operate without stocks.
taking place in them the reception, verification, and immediate physical distribution of
the orders. They present the inconvenience of being unable to fulfill the orders

urgent, as there is no stock.

[Link].5 Logistic operators
They perform the functions of storage, maintenance, and handling of the stocks.
[ CITATION Inf14 ]

2.3 WAREHOUSE CLASSIFICATION TECHNIQUES

2.3.1 Cataloging:
It is the inventory of all existing items, and provides a general idea of
everything contained inside the warehouse.[ CITATION Boi \l 16394 ]

2.3.2 Simplification:
It is the reduction of the variety of items that serve for the same purpose.
purpose.

2.3.3 Specification:
It is to have a better description of an article such as
measurement, weight, size, etc. And facilitates purchases and inspection when receiving the

material.

2.3.4 Normalization:
It is used to see how the materials should be used, it comes
being a recipe about the use of materials.

2.3.5 Standardization:
It means to establish identical standards of weight, measures, shapes, etc.
[ CITATION Boi \\l 16394 ]

2.4 FUNCTIONS OF THE WAREHOUSE

They are the places where different types of merchandise are stored.
formulation of an inventory policy for a warehouse department
It depends on the information regarding advance times, availabilities.
of materials, trends in prices and purchase materials, is the source
better of this information.

This function physically controls and maintains all inventoried items,

adequate physical safeguards must be established to protect the items
from some damage due to unnecessary use due to rotation procedures
defective inventories and thefts. Records must be maintained, which
they facilitate the immediate location of the items.[ CITATION Cor12 l 16394 ]

They keep the raw materials covered from fires, thefts and
deteriorations.
Allow authorized personnel access to the subjects
stored.
3. They keep the purchasing department constantly informed about
the actual stock of raw materials.
4. It conducts meticulous controls over raw materials (inputs
and exits).
5. Monitor that the materials do not run out (maximums - minimums).
6. Carry out the receipt, storage, and dispatch movements with the
minimum time and cost possible.
7. Keep records up to date of your inventory.

2.5 RECEIVING PRODUCTS

Logistics is an approach that allows for the management of an organization based on

from the study of material flow, informational flow, and financial flow related to it
associates from suppliers to customers; taking as an object
deliver the product at the precise moment, the desired quantity, in the
required conditions; all this at the lowest possible cost.

Understand the relationship of logistics within the storage process

to determine the volume of products according to demand and capacity
storage with the purpose of keeping track of products according to the
needs.

The reception of materials is a process through which materials are received.

finished products from factories and warehouses, these are received in
stacked on the transport truck so that the loaders
prepare the means of transport to start the unloading, according to the
variedad de productos, donde el responsable de ingreso al almacén verifica
that the documentation is in order to authorize the entry of the products,
for the warehouse manager to check the availability of space in modules and
he/she will design the area where the products are deposited, according to the areas

marked for each product line, ending with the products

coming from the plant and warehouses, which will be organized with dividers
made of cardboard between "bed" and "bed", and some covered with thermal blankets.

[ CITATION Muñ12 16394 ]

2.5.1 Control at Reception

Control at the reception is an essential step but is not free from
dangers if there are doubts about the supplier. The delivered merchandise may
present potential risks and by accepting them, one simultaneously assumes part
of legal responsibility.

To make this stage safer, we will examine step by step the

good acceptance procedures for suppliers, the eventual ones
criteria to indicate in a terms of reference and then the controls to apply to
physically receiving the products. Receiving is the acceptance, conditioned or
No, what is done to the provider so that he can send the invoice. For
to grant consent, it is common to sign a copy of the delivery note or receipt
delivery provided by the supplier. The doormen or security guards of the company
They must have the logbooks that indicate where they should go.
the materials, assigning each shipment an entry control number.

[Link] Functions of material reception

Receive and verify the items and quantities with the purchase order and
the shipment.
 Prepare reports when there are damages during transit and returns
to the sellers.
Prepare a reception guide to distribute to various departments
from the company.
Deliver the merchandise to the warehouses, to the person in charge.

[Link] Standards for the receipt of materials

Receive the merchandise in an orderly manner.
Plan the Reception
Use the sufficient and necessary equipment.
Planned availability of the necessary spaces.
Security and protection systems originated.
Never receive, without weighing, counting, or measuring

Systematic confrontation of the received material with the documents that

they accompany him/her.

[Link] Weights and measures

The materials or supplies must be set aside upon receipt according to the
purchase order to which the invoice must be adjusted. It must be
specify: units, pieces, kilos or liters, remembering that the legal system
to measure weight is the metric decimal system, whose base is the meter.

2.5.2 Documents involved in the receipt of materials

[Link] Purchase Order:

Specifically covers: letterheads, names, address, phone number of the
signature, computer for your identification.

[Link] Numbers:
It will serve to identify the negotiation between the parties that the provider will use.
to make the shipment and invoicing of the materials and that allows
register and file the contract for future reference. The supplier places
said number in all packages and invoices so that they can be identified
with the order, for comparison purposes. The Warehouse department will have
a copy of the purchase order so that you can identify all the
products received on her account. Consequently, the number must be
already printed, never manually applied.

[Link] Dates of issue and delivery:

These dates allow for the planning of reception and use of materials.

[Link] Name and address of the provider:

It allows identifying the supplier to whom the order is given, for payment purposes, in
in case of any complaint

[Link] Motivation and payment conditions:

In the billing instructions, the number must be established.
necessary copies of the invoice. The payment terms must be established.
in the purchase order according to the previously agreed terms.

Many companies in the purchase order use clauses indicating that they do not
letters will be accepted, unless there is a concrete agreement to that effect

[Link] Place of delivery:

When the receipt of materials must take place at a different location than the
the company headquarters must be clearly indicated to avoid situations
uncomfortable.

[Link] Transport:
You must indicate the route that will be used; by truck, railroad, or airplane.

[Link] Description of what is being purchased:

The description of the different ordered items must be specified. If

it is about supplies: quantity of each of them.

Clear designation or description of each one with measurements, sizes or

to the corresponding characteristics. If it is printed materials: quantity,
specification signed in the form of the commissioned work

[Link] Verify the supplier invoice:

Prices, conditions, and discounts, when the order is received.

Invoice verification: The important details of the invoices that must

check are: amount, this check must be done by confronting the
invoice with the purchase order, and the result of the physical count of the
materials received to cover from the excesses to the defects in
the shipments or deliveries. This way, the payment for the materials is avoided
products not received, or received with defects or excesses Quality: If the quality
it does not comply with the specifications, the order should not be accepted, in
As a consequence, the invoice should not be settled either.

[Link] Prices:
The purchasing department is fundamentally responsible for
prices that must be paid for the orders. However, the person in charge
Upon receiving the materials (orders), you must verify the approved price by the
Purchasing department through its order.

[Link] Conditions:
The conditions are a complete point whose full responsibility lies with the
purchasing and accounting departments. But the warehouse clerk, given the
experience, should review the matter, especially regarding risks of
the materials and damages suffered, to determine the claim
corresponding.

[Link] Shipping or Dispatch Guides:

At times, the materials come with simple receipts.
or dispatch guides.

The goal that every company pursues is to achieve speed in downloading and
achieve that the stay of the merchandise in the reception area is the
minimum possible.

The space required for the reception area depends on the maximum volume.
of merchandise that is unloaded and the time of its stay in it. The
the time that goods spend in the reception area must be
as short as possible, since the required space and operational cost depend
of the fluidity with which they are transferred from the supplier's vehicle to the warehouse.

Any unnecessary stagnation increases the cost of the product.[ CITATION Muñ12 \l
16394
2.6 THE COSTS OF THE FUNCTIONS OF THE RECEPTION AREA
THEY CAN BE THE FOLLOWING:
given here as an example.[ CITATION Mun10 l 16394 ]

2.6.1 The cost of space, at the price of the occupied square meter, which
includes:
A) Vehicle maneuvering yards;
B) Platforms;
C) Storage maneuvering area;
D) Inspection zone;
E) Control office area

2.6.2 Other costs include:

A) The maintenance of the area and its machinery
B) The interest on the investment in the property and in the equipment.

2.6.3 The indirect expenses of:

A) Personal
B) Records
C) Protection of materials.

2.7 INSPECTION AREA

The rapid flow of materials being received requires an optimal space.
for downloading and provisional storage, for review and cross-checking with the
supplier delivery, it must be weighed and the documentation must be prepared for
entry.[ CITATION Mun10 l 16394 ]

2.7.1 Quantitative Reception

Its purpose is to verify the quantities received and check that they are equal.
to the delivery note. As far as possible, the operations of
quantitative reception is carried out in a venue prepared for the purpose, which is
usually call reception room. Reception operations
they take effect from the moment of unpacking the goods upon their arrival, so
It is important to have the necessary space to avoid traffic jams. The
Quantitative receptor performs its checks either by counting each piece
piece of the goods received in number or by measurements that
allow the dimensional verification of identification.

2.7.2 Piece counting

It is a process that is part of quantitative reception through which one
count all the pieces that have been received at the reception of
material, its primary purpose is to verify that the number of pieces
match those described in the delivery note, invoice, and order so that
then they become part of the warehouse inventory control.

2.7.3 Weighing of parts

It is a process that takes place after the counting of pieces through which
proceed to confirm that the weight of the materials matches those that are
they specify in the delivery note, invoice, and order that they are received in the
receipt of descriptions mentioned above.

2.7.4 Qualitative Reception

It is necessary to verify the quantities received and check that they are
equal to that of the delivery note, although it may be preceded by
preliminary inspections at the supplier's factory in cases where it is
it is necessary and feasible to verify the quality of the raw materials used,
which must be carried out exclusively by qualified technical personnel.

It is also important to mention that, as a fundamental part of a good

storage inside a warehouse, the need to take important factors into account
factors that assist in the management of stored materials.

[Link] These factors are:

Inventory Control
 Analysis in Rotation
Stock analysis.

2.7.5 Quality control

It refers to the emphasis on quality that frames the entire organization, from the
supplier to the consumer. Quality management emphasizes the
administrative commitment to maintain a continuous direction and extend it to everyone
the company aimed for excellence in all aspects.

2.7.6 Basic guidelines for quality control

Quality control management requires a constant process, which
it will be called continuous improvement, where perfection is never achieved, but
always seeking. Involving the Employee: It has been detected that the greatest
percentage of quality control problems is related to the
materials and the processes and not with the employee's performance therefore the
tarea consiste en diseñar el equipo y los procesos que produzcan la calidad
desired.

This can be achieved with a high degree of commitment from all those
involved with the system daily since they understand it better who
Measure

Techniques for building employee trust include:

The construction of communication networks that include employees.

2. Open and partisan supervisions.
3. Change the responsibility of administration and advice to the employees
of production.
4. Build organizations with high morale.
5. Formal techniques such as team creation and quality circles.

2.7.7 Quality Circles:

It is a group formed by volunteer employees who meet in a group.
regular to solve work-related problems, they receive
group planning training, problem solving, and quality control
statistician.

2.7.8 Knowledge of Tools:

Because it is desired to trust the employees to implement the
quality control management, and this is an ongoing effort, each one
In the organization, one must be trained in management techniques.
quality control.[ CITATION Mun10 16394 ]

2.7.9 Characteristics of an Organization with Management Control

of Quality

Their efforts are directed towards customer satisfaction.

2. Attention directed towards reducing problems with processes or
products, not with people's problems.
The first priority is quality.
4. Management is committed to continuous improvement, supports a
environment of trust.
5. Responsibilities and roles are clearly defined.
6. Attention is focused on prevention instead of inspection.
People are an important resource.
Teamwork is the norm
9. Training is focused on workforce development.
[ CITATION Mun10 l 16394 ]
2.8 STORAGE

2.8.1 Storage Techniques

The storage of materials depends on the dimension and characteristics of
the materials. These can require a simple shelf to systems
complicated, involving large investments and complex technologies. The
the choice of the material storage system depends on the
following factors:

Available space for the storage of materials.

Types of materials that will be stored.
Number of saved items.
Type of packaging.

The chosen storage system must represent certain techniques.

essential.[ CITATION Jis18 l 16394 ]

2.8.2 Single bed:

The term unit load refers to the load consisting of packaging of
transport that arranges or conditions a certain quantity.

2.8.3 Estanterías:
It is a storage technique intended for materials of various
sizes.

2.8.4 Box or drawers:

It is the ideal storage technique for small materials.
dimensions.

2.8.5 Columns:
Columns are used to accommodate long pieces.[ CITATION Jis18 l 16394 ]
2.9 INVENTORY SYSTEM
An inventory consists of the existence of physical products that are kept.
at a specific place and time.[ CITATION Jis18 ]

Inventories in a manufacturing plant encompass raw materials, the

merchandise in process and finished goods.

The purpose of an inventory system is to find the answers to the

questions How much to ask for? And when to ask for it? In order to minimize the

costs.

2.9.1 Reasons for needing to maintain inventory

[Link] Reduce ordering costs

When requesting a batch of raw materials from a supplier, a cost is incurred.
for order processing, order tracking, and for
receipt of the purchase in the warehouse. When producing a larger quantity of batches, it

they will maintain larger inventories, however, fewer orders will be made
for a certain period of time, and this will reduce costs
annual requests.[CITATION Jis18 \l 16394]

[Link] Reduce costs due to missing material

Not having available material in inventory to continue with production or
to satisfy customer demand, costs are incurred among these costs
we mentioned lost sales, dissatisfied customers, costs for
delay or stop production. In order to have a protection to avoid
missing items can be kept in additional inventory, known as inventory
of security.[ CITATION Jis18 16394 ]

[Link] Reduce acquisition costs.

In the purchase of materials, acquiring larger lots can
increase the costs of raw materials, however, the lower costs
they can be reduced because discounts for quantity are applied and to a lesser
freight and material handling costs.
For finished products, larger batch sizes increase the
work in progress and finished goods inventories, however, the costs
average unit costs could turn out to be lower due to the costs for
machinery and technology are distributed over larger lots.

When we start the production of a batch, the risk arises that many
the number of defective parts is large. The workers may be learning, perhaps
do not feed the materials properly, the machines need adjustment and
a certain amount of product must be produced before the situation
stabilize. Larger lots, fewer changes per year and less
waste.

Maintaining an inventory (stock of goods) for future sale or use is a

common practice in the business world. Retail companies
retail, wholesalers, manufacturers generally store goods or
articles. When and how is it restocked? In a small company, the
administrator can keep track of your inventory and make these
decisions. However, as this may not be feasible even in companies
small, many companies have saved large amounts of money by
apply the 'scientific inventory management'.[ CITATION Jis18 16394 ]

2.10 TYPES OF INVENTORY SYSTEMS

2.10.1 Physical:
The term inventory of merchandise refers to the verification or confirmation of
the existence of the company's heritage materials or assets. In
In reality, inventory is a physical statistic or count of materials.
existing, in order to confront it with the existence recorded in the files of
stocks or in the database of materials.[ CITATION Jis18 16394 ]

2.10.2 Logical:
Information system of the registration of the existence of physical inventory.
Record all entries and exits using the Kárdex.
2.10.3 Inventory Accuracy
Inventory accuracy is determined by measuring the cost of the references.
that on average present irregularities concerning the logical inventory
valued when the physical inventory is conducted.[ CITATION Jis18 16394 ]

2.10.4 The golden rules of the warehouse manager

Every item must be properly coded and located. Every movement
of inventory, whether incoming, outgoing, or balance documentation must
to be duly filled out and documented (Signed by those in charge).

Input documents must be differentiated from output documents.

whether by a color or code.

As soon as possible, the physical place of delivery must be different from the location.

Receiving physical location for materials (arrival).

As soon as possible, items of the same code should be stored.

in the same place; if it is not possible to mark them with something.

In a counting audit, each item must be counted by three people.

different and record them on an inventory counting card establishing
the following rules:

If two cards match, the amount is recorded.

If the three cards do not match, it is counted again, but with the presence of
an auditor.

The heaviest items should be stored from the bottom up.

above (industrial safety).

The items that had movement during the day must have their balances verified first.
that the day closes (Verify the physical stocks with the stocks
logical systems.)

No one from the inventory staff leaves until it is balanced.

movement of the items of that day.

Do not receive commissions or prizes from suppliers.

The inventory reports must be done at most three days before
end the month.

2.10.5 cyclic counting

The cyclical counting is an inventory method in which the inventory is counted at
regular intervals during exercise. These intervals (or cycles) depend
of the established cyclical inventory indicator in the materials.

The cyclical inventory allows for more frequent counting of high-value items.
rotation of obsolete items.[ CITATION Jis18 l 16394 ]

2.11 Management Indicators

Management indicators are measures used to determine the success of
a project or an organization. Management indicators usually
established by the leaders of the project or organization, and are subsequently
continuously used throughout the life cycle, to evaluate the
performance and results.

Management indicators are often linked to quantifiable results,

such as annual sales or cost reduction in manufacturing.[ CITATION Inf14 \l
16394

2.11.1 Management indicator metrics

There are various classifications of management indicators.

According to experts in Managerial Accounting, for example, the indicators of

management is classified into six types: competitive advantage, performance
financial, flexibility, resource utilization, service quality and
innovation. The first two are about 'results', and the other four have
what to see with the 'means' to achieve those results.

Others classify them into three dimensions: economic (resource acquisition),

efficiency (producing the best possible results with resources
available) and effectiveness (the level of achievement of the requirements or objectives).
Another approach to the topic of performance indicators is the Balanced
Scorecard, which raises the need for monitoring, in addition to the
traditional financial indicators, from three other types: customer perspective,
Perspective of processes and perspective of continuous improvement.

Traditionally, companies have measured their performance based on

exclusively on classic financial indicators (increase in sales,
cost reduction, etc.). However, modern management requires
manager to conduct much broader monitoring, which includes other variables
of interest to the organization.[ CITATION Inf14 \l 16394 ]

2.11.2 Criteria for establishing management indicators

For a management indicator to be useful and effective, it must meet a
series of features, among which stand out: Relevant (that has to do
with the strategic objectives of the organization), Clearly Defined (that
ensure its correct collection and fair comparison), Easy to Understand and
Usable, Comparable (its values can be compared between organizations, and in
the same organization over time), Verifiable and Cost Effective (that
there should not be excessive costs to obtain it.[ CITATION Inf14 \l 16394 ]

2.11.3 Categories of indicators

One must know how to distinguish between compliance indicators, evaluation indicators, of

efficiency, effectiveness, and management indicators. An example is worth more than

a thousand words this will be carried out taking into account the indicators that are

they can find in the management of an order.[ CITATION Inf14 l 16394 ]

2.11.4 Compliance Indicators:

based on the fact that compliance is related to the completion of a task.
The compliance indicators are related to the reasons that
indicate the degree of task and/or work completion. Example: compliance
of the order program.[ CITATION Inf14 16394 ]
2.11.5 Evaluation indicators:
The evaluation is related to the performance obtained from a task,
work or process. The evaluation indicators are related to the
reasons and/or the methods that help identify our strengths,
weaknesses and opportunities for improvement. Example: evaluation of the process of

order management.[ CITATION Inf14

16394 ]

2.11.6 Efficiency indicators:

Considering that efficiency is related to attitude and capability.
to carry out a job or a task with the minimum of resources.

Efficiency indicators are related to the ratios that indicate

the resources invested in the accomplishment of tasks and/or jobs. Example:
Manufacturing time of a product, pieces/hour ratio, turnover of
inventories.[ CITATION Inf14 \l 16394 ]

2.11.7 Effectiveness indicators:

Effective relates to making an attempt or purpose effective. The indicators
effectiveness is related to the reasons that indicate ability or success
in the achievement of tasks and/or jobs. Example: degree of satisfaction of the
customers regarding the orders.

Management indicators: taking into account that management has to do with

manage and/or establish concrete actions to make the tasks and/or
scheduled and planned work. The management indicators are
related to the reasons that allow for the actual administration of a process.
Ejemplo: administración y/o gestión de los almacenes de productos en proceso
of manufacturing and bottlenecks.[ CITATION Inf14 l 16394 ]

2.11.8 Purposes and benefits of management indicators

It could be said that the objective of measurement systems is to contribute to the
company a correct path for it to achieve its goals
established.[ CITATION Inf14 16394 ]

Every measurement system must meet the following objectives:

 Communicate the strategy.
Communicate the goals.
Identify problems and opportunities.
Diagnose problems.
Understand processes.
Define responsibilities.
Improve the company's control.
Identify necessary initiatives and actions.
Measure behaviors.
Facilitate delegation to individuals.
Integrate compensation with performance.
The reason for a measurement system is then: Communicate, Understand,
Guide and Compensate the execution of strategies, actions, and results of
the company.

The processes that commonly integrate a measurement system are:

Planning,

Presupuesto (asignación de recursos), Información, Seguimiento (control),

Evaluation and Compensation.

One of the most common problems is their alignment; each of these

processes are "managed" by different organizations, by responsible parties
different, in many cases none of them 'talk'; while the
the Planning process is carried out separately by the organization of
planning, the processes of Resource Allocation, Information and
Follow-up is carried out by the finance organization, the processes of
Evaluation and Compensation are managed by the human resources organization.
Humans.

This lack of alignment generates inconsistency when clarifying.

hierarchize, communicate, execute, and measure the strategy. What for a
organization is important for one, it is not for another, what is important for one organization is

urgent for one is not for another, in short, there is no integration of each and every one

from the components of the company into a single or consistent objective

for the company. Implement a strategy to achieve the chosen future
involves an appropriate combination of structure and control. The structure
assign tasks and specify how they are coordinated, however, does not provide the

supply of sufficient motivation for the structure to function and arise

need for control.

A measurement system is required because not everyone is capable or willing.

do the best for the organization. The measurement system should avoid the
undesirable behaviors and motivate desirable actions.

An important type of problems addressed by measurement systems

they can be called personal limitations: People do not always understand it
what is expected of them, they may lack some required skills, of
training or information. On the other hand, some individuals choose not to
to perform well in what is entrusted to them because their individual objectives and the

The organization may not align perfectly. There is an incongruence.

of objectives.

A good management system must stimulate action, marking the variations

significant changes regarding the original plan and highlighting them to the organizations that

they can correct them.

The management oversight must be future-oriented.

A good measurement system must consider the significant dimensions of

an activity with multiple objectives. Greater control and monitoring of the
management is not always economically desirable.[ CITATION Inf14 l 16394 ]

2.12.1 Aggregate plan

It consists of a statement of production rates, levels of force
work and inventory management based on estimates of the requirements of
the products and the limitations of the company's own capacity. To
To carry out the aggregate production planning, the following must be taken into account.

specify the optimal combination of production rate, the level of force

of work and inventory management, these elements are described in
continuation:
2.12.4 Available inventory
It is understood as the unused inventory carried over from the previous period.

If the company accumulates inventory during the inactive periods of the

demand would increase the labor capital and the associated costs with the
obsolescence, storage, insurance, and handling. On the contrary,
during periods of increased demand, changes in levels of
inventory or accumulation can lead to inadequate customer service,
longer delivery times, potential lost sales and the entry
potential of possible competitors in the market, since the company does not
meets its demand levels.

After the demand projection of a product is known, through

aggregate planning proceeds to determine the size of the force of
work, production rate and the amount of materials, always trying to
reduce the cost of your production by making efficient use of the
available resources. Aggregate planning can be simplified
significantly due to having a stable and constant demand during the
planning time. The efficient development of a planning activity
aggregated in the company analysis unit, would result in the
reasonable use of available resources, this good practice
it would create economic level benefits, as it would cause a reduction in the
production costs, thus improving their financial condition.[ CITATION Boi \\l
16394

2.13 PARETO DIAGRAM

The Pareto Principle presents the concept that, in most cases,
In situations, 80% of the consequences are the result of 20% of the
causes. This can be very helpful for treatingnon-conformities , identify
improvement points and define which action plans should be prioritized first in
what refers to the priority.
According to the methodology, the problems related to product quality and
processes that result in losses can be classified as follows
way
 Few vital: They represent few problems that result in
large losses;
Many trivial matters: They represent many problems that result in
few losses.

The Pareto diagram shows a bar chart that allows determining,

for example, which problems should be resolved first. Through the
frequencies of occurrences, from highest to lowest, can be visualized
that, most of the time, there are many minor problems compared to others
serious, which represent a greater index of concern and greater losses
for the organization.[ CITATION Jis18 \l 16394 ][ CITATION Muñ12 \l 16394 ][ CITATION
Mun10
16394 ][ CITATION Cor12
16394 ][ CITATION Boi
16394 ]
2.13.1 How to create the Pareto chart
Determine the type of loss / problem you wish to investigate.
Specify the aspect of interest of the type of loss you want.
to investigate.
I organized a checklist with the categories of the aspect
that you have decided to investigate.
Fill out the checklist.
Make the calculations, organize the categories in descending order
by frequency, group those that occur with low frequency
under the designation 'others' and calculate the total.

Calculate the relative frequencies and the cumulative frequencies.

EXAMPLE

A company manufactures and delivers its products to various retail stores and
wants to reduce the number of returns. To do this, he researched the number of
generating occurrences of delivery returns in the last semester,
as presented in the table below: (see Figure 2)
2.13.1. Figure. Example of Table for Pareto Diagram

Source of elaboration: [Link]

2.13.2 Steps for constructing the Pareto chart

[Link] First step: Redo the checklist by sorting the values in
decreasing order of size. (see Figure 3)

2.13.2. Figure. First Step

Source of preparation: [Link]

[Link] Second Step: Add one more column indicating the values
accumulated. That calculation is done by adding the number of occurrences of a
reason plus the occurrences of the previous reason. (see in Figure 4)

[Link]. Figure. Second Step.

Source of elaboration: [Link]

[Link] Third step: Add another column where the values will be placed.
percentages referring to each type of occurrence. (see Figure 5)

[Link]. Figure. Third Step

Source of creation: [Link]

The calculation is done by dividing the number of occurrences of a certain type

for the total occurrences in the period.
 140
behind the delivery= =0.28∗100=28%
500

[Link] Fourth step: These percentages accumulate in a final one.

column. To do this, it is enough to sum the percentage of occurrence of each reason
to the percentage of occurrence of the previous reason. (see Figure 6)

[Link]. Figure. Fourth step

Source of preparation: [Link]

With this data, the Pareto chart can be constructed, presented to

continuation: (see in Figure 7)

[Link]. Figure. Pareto Diagram

 Source of preparation: [Link]

As shown in the previous graph, to reduce the problem of

return of products will require creating an action program for the
company to reduce delivery delays from the factory and the transporter. With
So, 53% of the problem will be solved.[ CITATION Jis18 l 16394 ]

2.13.3 Use of the Pareto diagram

The Pareto diagram is a graphic resource used to establish a
ordering of the causes of losses that must be remedied, assisting in the
identification of problems and prioritizing them to be resolved
agreement with its importance. This does not mean that not all problems
are important, but some need to be solved with greater
urgency.

The Pareto diagram is part of the seven quality tools and

allows for easy visualization and identification of the most common causes or problems
important, enabling the concentration of efforts to heal them.
If you want to know more about the use, how to do it and see practical examples of the

Pareto diagram, access our tools glossary by clicking

in the button below.
 CHAPTER III

DIAGNOSIS OF THE CURRENT SITUATION

3.1 Background
In order to understand the type of company under study and some of its
characteristics, we will describe their generalities and subsequently we will carry out
a diagnosis of your current situation.

The company Digolos is part of the commercial sector of food sales for
all ages and genders, focused on foods categorized as
superfluous.

DIGOLOS was founded in February 2019 by the owner of the company who already
had experience regarding the distribution logistics activities of the
ARCOR products in which it gathers an investment capital for
entrepreneurship and from which DIGOLOS is born, as the official distributor of Arcor, and

authorized by themselves, as it was made known by the owners of the

company and decided to bet on this new company, and distributes the
different products throughout the North area.

3.1.2 Type Products

Flours: Cookies and alfajores.

Candies: lollipops, chewing gum, chewables, tablets, etc.

Foods: Jams, tunas, sauces, juices, dulce de leche, etc.

3.2.- Organization
The company Digolos is one of the four distributors of products from
ARCOR ALIMENTOS S.A. for the city of Santa Cruz de la Sierra, was
founded in February 2019 and currently has a team
of 19 workers.

3.2.1 Organizational Chart

Although the company does not have a documented organizational chart, one was created.

based on what the administrator explained.

Diagram 3.1 (Organizational chart of the company Digolos)

OWNER MANAGER

HEAD OF ADMINISTRATION

IN CHARGE OF
SALES SUPERVISOR
WAREHOUSE

DISTRIBUTORS SELLERS

Source: self-made (Digolos Company).

3.2.2 Functions
The company under study does not have defined function manuals, so
there are tasks that are performed by different workers according to
the availability of time, however, a series of interviews were conducted with
the employees to know the activities they perform.

Owner Manager:
It is responsible for managing all the financial aspects of the company.
Administrator:
Check that the drivers deliver the products, manage the attention.
to the customer, places orders for merchandise and receives the merchandise.
- Supervisor de ventas:
Control sales and organize the routes of the salespeople.
Driver:
Prepare the order or purchase order, deliver the product, and carry out the
charge to the client.
- Vendedores:
 Carry out the pre-sale and promote the products.
Warehouse Manager

Organize the warehouse, specify the order to place the merchandise order and
check that the products are in good condition and that exactly what is supposed to be sent is sent

that the client requested.

3.2.3 Products that it markets:

Within the wide range of products offered by Arcor Foods, the company
Digolos has exclusivity to distribute half of the available catalog
para Bolivia, estos productos son segmentados de acuerdo a la su composición
and are divided into: Snacks, Chocolates, and Flours. (Details are provided)
products in annex 01)

Food:

Jams, Sauces, Tomatoes, Vegetable Preserves, Beverages, Pre-mixes,

Oils, among others.

Sweets:

Understand products such as: hard candies, chewing gum

chewables.

Chocolates:

Chocolates from brands like Bon o Bon, Cofler, Águila, Rocklets, Sapito.

Flours:

Snacks, galletas de cereales, galletas surtidas, rellenas, dulces secas,

Christmas products, wafers; alfajores and cereal bars.

3.3 Diagnosis of the company's warehouse.

We will focus on the current situation of the warehouse of the company DIGOLOS,
whose purpose is to analyze the processes of warehouses and stocks proposing in
the following chapter application of appropriate logistical techniques to improve
the processes.
In the company's warehouse, it is observed that the manager fulfills various
functions such as: purchases, credits, sales among others which is not
recommended, as it must fulfill functions such as: management, organization,
planning and control.

The warehouse area is not contributing efficiently due to not having stock.
appropriate leading to an inadequate programming of
purchases generating strong investments in merchandise for the company and not
the sales program objectives are being met, strongly affecting the
utilities.

The warehouse area does not meet the requirements of the quantities of
merchandise being handled.

There are inefficiencies such as:

Verification of the quantities of the merchandise.

The price list is not updated.

The Kárdex System is not updated

3.3.1 Warehouse layout.

The warehouse does not have a methodology for the distribution of products.
no criteria are applied for the ordering, this results in a
increase in time for warehouse tasks and in addition it generates a risk of
staying with expired products.

There is an inadequate reception of the products and placement in the location of

storage, disorder in the arrangement.

3.3.2 Warehouse Processes

a) Reception
The merchandise for the products is not handled correctly.
fragile
An adequate document receipt process is not carried out.

It does not have document models to record the income of

merchandise
b) Storage
The warehouse does not have a layout.
The available space for storage is not being met.
various materials.
There is inadequate stacking of goods.
The merchandise is not arranged following any criteria.
Lack of temperature sensors in the warehouse.
It does not have a refrigerated area for products that require it.
controlled temperature (chocolates).
Talk about shelves for products that require special handling.
Stock levels of products are not planned and controlled to have
inventories at reasonable levels.
Material classification inventory technique is not applied
He is not managing safety stocks which should be provided to avoid a
possible non-compliance by the supplier.

c) Product registration
The Company does not have the necessary control formats for its
organization, planning, and control of products.

d) Distribution of goods.
In the dispatch process, inconsistencies in the procedures are observed such as:

It is not fulfilled efficiently when receiving the customer's request.

requesting the specific products.
The availability of the requested products is not checked in the system.
There is no record of distribution time control.
There is no follow-up on potential clients.

CHAPTER IV

PROPUESTA DE INGENIERIA

4.1.- Application of logistics techniques.

The objective of applying logistics techniques is to enable the Distributor

Dilogos gains an advantage over the other competitors.
Dilogos must project a good image to its clients, which is not
thus, to change this situation the company must be restructured as the
consolidation of the organizational structure and that the workers are
they commit to the company's objectives.

To be able to carry all this out, the general management must adapt to new
trends that the current market presents. This aspect is very important yes
It is desired to implement all the changes.

4.2.- Reception

Once the diagnosis and analysis are completed, improvements are proposed.
the warehouse of the distributor Dilogos, in order to take advantage of the capacity
warehouse setup and prevent inventory errors. Problems were observed with
orden y control en el almacén y muchos errores en el inventario de la empresa.

As a result, improvement alternatives are proposed that will allow for better
Order and control of products to achieve greater efficiency.

4.2.1.- Reception Process

The issuance of the Admission note must be fulfilled, which must include
data of the merchandise that enters the warehouse, expiration date of
products, download time, staff entering the warehouse and in case of
If there is any observation, a report must be made.

In addition, the following aspects should be taken into account:

The documentation must be verified to be compliant for authorization.

entry of the products.
It is necessary to verify the availability of space and designate the location where
the products are deposited.

4.2.2.- Storage Process

The storage procedure must present the following functions

basics such as:

Inform the corresponding areas, such as sales and administration,

about the compliant entry of merchandise.
 Control and maintain all inventoried products.
Ensure that a stock shortage occurs.

The compliance of the storage system must also be verified.

products taking into account:

Available areas for storage.

Number of items.

Regarding storage techniques, products must be

store in the following way:

It must have 4 sufficient sectors to allocate the products of

various requests must be identified and visible. Each sector must
to have a correlational coding, since its blocks are also
identified with consecutive numbering, as well as the heights of the
shelf, starting from the lower level and assigning consecutive numbers
as one ascends in height or width.
To allow better air circulation, facilitate cleaning, and better
insect and rodent control, the corresponding spaces must be left
between aisles and must have a certain distance between them.
All the pavement must be maintained throughout the general area.
repair the floor where the truck enters to gain more ground and more
storage area.

4.3.- Necessary documents for goods control

Table No. 1 (Storage Process)

Reception Access Control.

Warehouse Admission Note.
Delivery Guide.
Office
Sales receipt.
Source of elaboration: Own

4.4.- Exit of merchandise

In the merchandise records of the Dilogos Distributor, it must be noted

all the orders and the changes made in purchases and stocks.
It is the only way companies have to maintain and carry out a
more effective and easier to understand control.

4.5.- Product Control System

The company has the DISOFT COMMERCIAL MANAGEMENT Software, said

Software is partially subsidized by Arcor Alimentos, through
software can be used to achieve total control of merchandise that comes in and goes out of
warehouse, currently this tool is not being used optimally, therefore
the following mentions a series of tasks that must be performed
using the software

Enter into the system all the merchandise that enters the warehouse, for example:
goods coming from Arcor's central warehouse, goods that
enter for customer returns or unfinished sales.
Set expiration date for products
Batch number
Register in the system all merchandise that leaves the warehouse, whether by
sale made or bonuses.

Note: all the tasks mentioned above must be carried out in a way
mandatory on the same day they are executed.

4.6 - control documents.

4.6.1.- Obtain Accurate Sales Reports: By having a report

General of your sales at the end of the day will allow us to evaluate
immediately the performance to compare it with previous periods.

4.6.2.- Incoming and outgoing orders: It is a note issued by the person

that it enters merchandise or withdraws it.

4.6.3.- delivery checklist for products: To avoid inconveniences with

the different orders.

4.6.4.- Carry out quality controls: At the time of receiving a batch of

products check the conditions and specifications of each Arcor product
to increase the shelf life regarding product handling.
4.6.5.- Prepare the goods for departure: At the end of the shift,
The seller must submit a report of their confirmed orders for the date
closest and the storekeeper organizing the order to maximize times
in deliveries.
4.6.6.- Verify the inventories: Bi-weekly inspection is recommended.
to detect products with low turnover.
4.6.7.- Organize the documentation, the inventories, and the order sheets:
to carry out a monthly closing of movements made in the warehouse and
measure productivity.
4.6.8.- Warehouse Entry Note Entry Note:

It is the official document that certifies the entry of Products or elements to

warehouse of the Distributor thus in the support to legalize the records in
warehouse and make the entries in accounting.

4.6.9.- Data for the entry of goods: The entry must be documented.
from an asset or supply to the warehouse with the following data.

Name of the supplier's business name.

Supplier's address.
Date of entry of the merchandise into the warehouse.

Sequential number used for entry control

merchandise to the warehouse.

Order number corresponding to order modification number,

in your case.
Purchase requisition or order number that originated the request.
Invoice number that covers the goods received in the warehouse.
Number of the shipment covering the goods received at the
warehouse.
Name and specifications of the merchandise.
Number of products that entered the warehouse.
-Precio unitario del producto. Importe de los productos.
-Name, position and signature of the person who received it in the warehouse

merchandise.
Total amount of products received.
4.7.- Dispatch guide.

It is a document that will be used in the distributor to send the

merchandise requested by the customer. And it serves for the merchant to have
testimony of the goods received under the requested conditions and
approved by the sales department. This document extends for
duplicated or tripled according to the needs of the company generally is
practical to be a voucher book with 3 copies, one stays in the voucher book for the
distributor, the other is delivered to the customer along with the goods and the
the third is returned with the client's signature of conformity in which it certifies
have received the Products in accordance.

4.8.- Sales receipt.

Despite billing, it is necessary for the carrier to have as proof

delivery of products a sales receipt signed with the final Customer.

This will allow for control with the dispatch of warehouse orders, that
with the delivery of products to the final customer, supporting all the
activities within the company of Dilogos.

The sales receipt serves to certify or support the transfer of

goods, the delivery for use or the provision of services in operations with
consumers or end users and in operations carried out by the subjects of the
simplified unique regime.

4.9 - Pareto Diagram

The company Digolos has a portfolio of 106 products, therefore,

practical fines, a product segmentation was carried out to identify the
that generate a higher economic income and are also the ones with the highest

rotation, once the segment has been identified, the analysis A is carried out
B C.

Table 4.1 - Monthly demand for segmented products, year 2021.

Source: own elaboration with data provided by the administration of
Digolos, (July 2021)

Diagram 4.1 - List of segmented products

Source: Self-made with data provided by the administration of
Digolos.

Table 4.2 - ABC analysis summary.

No. DE % %
CLASSIFICATION % INVERSION % INV. A
ELEMENTS ARTICLES Accumulated
A 4 10% 10% 83,52% 83.52%
B 8 20% 30% 11,32% 94.84%
C 28 70% 100% 5.16% 100.00%
TOTAL 40 100%
Source: own preparation with data provided by the administration of
Digolos.

Diagram 4.2 - Pareto Diagram

120.00%
100.00%
100.00% 94.84%
83.52%
80.00%

60.00%

40.00%

20.00% 11.32%
5.16%
0.00%
4 8 28

% INVERSION %INV.A

Source: own creation with data provided by the administration of

Digolos.

4.9.1.- Interpretation of ABC analysis.

As a result of the ABC Classification of the products in the company

Digolos, the highest demand for products was found in the
Class A with an 83.52% in valuation corresponds to 10% of Articles. In the
Class B with an 11.32% in Valuation corresponds to 20% of Articles, in the
Class C with a 5.16% in Valuation corresponds to 70% of items.

%
INVERSION
DEMAND - PRICE CLASSIFICATION INVERSION
PRODUCT Accumulated Investment %
YES UNITARY ACUMU- CATION
A
LADA
33.0
GROSSO SAB. MINT 2.880 95,034.50 95.034,50 46,87% A
0
16.5
GROSSO MIXED 2.957 48,782.25 143.816,75 70,92% A
0
83,52%
16.5
MENTHOL ALKA 934 15.416,50 159.233,25 78,53% A
0
37.0
LONG GUM TUTTI 274 10,125.67 169.358,92 83,52% A
0
Table 4.3 - Details of products classification A

Source: own preparation with data provided by the administration of

Digolos.

Table 4.4.- Detail of products classification B.

Source: own preparation with data provided by the administration of

Digolos.

Table 4.5 - Details of products classification C.

Source: self-made with data provided by the administration of
Digolos.

4.10.- Layout.
Image 4.1.- Layout of the warehouse of the company Digolos
Source: own preparation with data provided by the administration of
Digolos.

4.11.- Proposal of procedures for storage

Diagram 4.3 - Process diagram for physical inventory taking and asset disposal
 DISTRIBUTOR 'DIGOLOS SRL'
PROCEDURE: PHYSICAL INVENTORY TAKING AND DISPOSAL OF ASSETS
STORAGE AREA

No. ACTIVITY DESCRIPTION REGISTRATIONRESPONSIBLE

1 START

Registration Sheet and

Scheduling for
programming of
2 PROGRAMMING OF define dates on which to Warehouse Chief
SCHEDULE inventories (KARDEX
will carry out inventory
001)

email and of
3 COMMUNICATE THE socialize the schedule Warehouse Manager
SCHEDULE verb form

Conduct the inventory of merchandise,

database and in
TO CARRY OUT as well as the taking of data Workers of the area
4 INVENTORY
physical according to KARDEX
as batch, expiration date from Storage
002
etc.

If the product expires in 3

10 UNSUBSCRIBE THE
5 GOOD?
months or has already expired, it must be Warehouse Manager
NO discharged.

YES
GENERATE REPORT
6 DISABLED Generate a termination report Warehouse Manager

SUITABLE FOR If the product has not yet

7 BANDAGE? Warehouse Manager
defeated, it is suitable for banding.

YES

COMMUNICATE TOThe sales department will be informed of the

8 NO SALES AREA Email Warehouse manager
quantity of products.

The product will be destroyed from

Workers in the area
9 DESTROY THE GOODaccording to the policies of the
from Warehouse
company.

GENERATE REPORT
10 INVENTORY Generate inventory report. - Warehouse Manager

ARCHIVE Archive reports in folder Workers in the area

11
inventory reports of Warehouse

UPDATE Update the database with the

12 OF BASE OF Database Warehouse Chief
DATA information raised.

13 END

Source: own preparation with data provided by the administration of

Digolos.

Diagram 4.4 - Process diagram for the entry of goods into the warehouse.
 DISTRIBUTOR 'DIGOLOS SRL'
PROCEDURE: ENTRY OF PRODUCTS INTO THE WAREHOUSE
STORAGE AREA

No. ACTIVITY DESCRIPTION REGISTER RESPONSIBLE

1 BEGINNING

PLACE THE ORDER

2 ORDER Place order KARDEX 011 Warehouse Manager

It will meet the requirements if: it exists

CHECK IF THE a minimum stock or less or the
3 13 ORDER FULFILLED Warehouse Manager
order does not exceed the maximum of
NO REQUIREMENTS
stock.
YES
Once verified that the order
GENERATE ORDER it is within the parameters
4 KARDEX 012 Warehouse Manager
PURCHASE established, the order will be generated
of purchase.

SEND ORDER OF
5 PURCHASESTOTHE DEPARTMENT Send the purchase order. Email Warehouse Manager
RELEVANT

6 WAIT FOR THE

PRODUCT ARRIVED

7 RECEIVE Reception of goods. Warehouse Worker

MERCHANDISE

Check the dates of

CHECK STATUS ["expiration dates","lot number"]
8 FROM THE MERCHANDISE Warehouse Worker
physical condition of the merchandise,
cantdad, etc.

THE MERCHANDISE
If the merchandise meets each one
9 COMPLY WITH of the previous requirements, the Warehouse Worker
REQUIREMENTS?
procedure could follow.
NO
The merchandise that does not comply with the

10 YES RETURN OF established parameters will be Warehouse Manager

MERCHANDISE
back.
The merchandise is recorded with
Base de datos; orden
ISREGISTERED fecha de vencimiento, numero de
11 input (KARDEX Warehouse Manager
MERCHANDISE batch, etc. And an order is made for
013)
entry.

UPDATE The database is updated with

12 OF BASE OF Warehouse Manager
DATA the new records.

13 END

Source: own elaboration with data provided by the administration of

Digolos.

Diagram 4.4.- Process diagram for merchandise exit to the warehouse.

 DISTRIBUTOR "DIGOLOS SRL"
PROCEDURE: EXIT OF PRODUCTS FROM THE WAREHOUSE
STORAGE AREA

No. ACTIVITY DESCRIPTION REGISTER RESPONSIBLE

1 START

The sales note is received in the

2 RECEIVE THE NOTE which details the products that Warehouse Manager
SALE
they will leave.

VERIFY The existence of the is verified

3 EXISTENCE IN detailed quantity of product in Warehouse Worker
STOCK
the sales note.

THERE IS EXISTENCE
4
INSTOCK?

NO In case the amount of does not exist

PREPARE NEW required product, if it is carried out a
SALE NOTE
5 YES WITH PRODUCTS new sale note; with this the KARDEX 021 Warehouse Manager
EXISTING Relevant department may carry out the
billing.
All the merchandise is being prepared that
PREPARE THE
6 Warehouse Operator
ORDER will come out.

A release order is issued for

PLACE ORDER
7 DEPARTURE the products detailed in the KARDEX note 022 Warehouse Manager
for sale.

The data is updated, so that the

UPDATE
8 DATABASE
protruding elements are Database Warehouse Manager
discounted from the inventory.

9 END

Source: own preparation with data provided by the administration of

Digolos.

Table 4.6 - 5S Evaluation

4.12 Cleaning Plan in the Dilogos Warehouse

The general idea of implementing this Cleaning Protocol is to

maintain order in every corner of our warehouse, Exempt from
ants, fungi, rats, dust, cobwebs, etc.

4.12.1 What elements are involved in warehouse cleaning?

The level of cleanliness required for a warehouse will depend completely on the
type of product that the warehouse holds. As in our case, they are sweets,
chocolates and flours, industrial cleaning has to be a little superficial due to
reasons for stored parameters of each product, this does not mean that
A cleaning should not be done in our warehouse.

The elements that need to be considered for industrial cleaning of the

warehouse are:
Cleaning of floors in warehouses: the warehouse floor it is one of the
parts that accumulate the most dirt due to the movement of equipment and people.
When it comes to large surfaces, cleaning is generally done with the
assistance from scrubber machines with rollers for directed sweeping and scrubbing
by a driver. In narrower corners, the industrial cleaning of the warehouse
will be carried out with professional equipment that ensures the correct
finished.

Cleaning of other elements such as ceilings, walls, shelves,

canalizations, lights: they should not be neglected as time passes
they accumulate dirt like dust or cobwebs that from time to time need to be
delete.

Waste and packaging management in the warehouse: it is crucial for ensuring that

installation to be as sustainable as possible within the logistics policy

company's environmentAs a consequence, we must control the trash that is
generate, as well as ensure their proper recycling and limit the volume that is
produce.

4.12.2 Addressing the industrial cleaning of the warehouse

So that the warehouse industrial cleaning tasks do not interfere with the
development of the activity itself, it is advisable to plan them taking advantage of the
hours that should always be possible. On the other hand, it is also important to give

the proper training of workers, so that they contribute to maintaining

clean the facilities and avoid being generators of dirt.

4.12.3 Planning Protocol

For each of the teams and utensils inventoried, it is necessary to evaluate the
nature of the materials and the dirt that settles on them, evaluate
the level of risk, choose the appropriate detergent and disinfectant, prepare a
cleaning and disinfection protocol and design a control sheet.

In short, these are the steps to follow:

[Link] Assessment of dirt and materials.

It consists of knowing and evaluating what dirt is deposited on a
specific area of the warehouse. Both factors, type of dirt and material,
they will determine the choice of products we should apply for the
cleaning and disinfection (that is, they will determine step 3).

[Link] Assessment of risk level and choice of type of

protocol

it consists of assigning a level of risk to the Product in question. According to the

assigned risk level we will decide the type of cleaning protocol and
disinfection that we must apply.

In a 5-step protocol, a single product is used that has

detergent properties and also disinfectant.

[Link] Selection of products, methods and utensils

application

We consulted catalogs from various commercial houses and made our choice based on

from the data obtained in step 1 (type of dirt and type of material) the
products with which we are going to do the cleaning and disinfection. Of these
from the same catalogs we take the necessary data to prepare the protocol
complete.

[Link] Development of the Cleaning and Disinfection Protocol

Work instruction.

From the same catalogs, we take the necessary data to prepare the
complete protocol. This data is fundamentally: concentration to the
that the product should be applied, contact time, method of handling
and material used to apply the product.

[Link] Preparation of Control Records.

Finally, we must create a control sheet in which it is recorded that

the day has been cleaned and disinfected the warehouse and has been inspected.
these sheets usually have a section for the signature of the person who
 has cleaned and another for the signature of the person who has supervised. So
It has a section for incident reporting.

Image 4.3 (Cleaning Control Sheet)

DIALOGUES Sheet No. 00001

CLEANING CONTROL SHEET
EMPLOYEE: …...........................................................

OBSERVATION
DATE OPERATION CARRIED OUT

Companydel Company of
employee Supervisor

Source of preparation: Own

CONCLUSIONS
It is concluded that the warehouse or space where the products are stored
Arcor does not comply with basic standards such as ventilation and lighting, exit of
emergencia, paredes incombustibles, pesajes, etc.

There is no balance in the workload, as some days the tasks are

heavier than others, due to variations in demand.

They do not have an appropriate operational-administrative description that contributes

to the effectiveness of their activities since, according to the information obtained from

its owners and employees do not have any process descriptions and
administrative structure.

Very limited knowledge of the staff was observed in the techniques of

logistics.

There are no information systems and there is little use of technology.

information.

There is no Cleaning Protocol in the Warehouse.

RECOMMENDATIONS
As students of the Private University Domingo Savio, we suggest to the
Dilogos Company, Arcor Distributor, to carry out the implementation of the
storage processes with their respective steps already used in the
Chapter IV, Both the Income and Expenditure of Arcor's Products.

We suggest that the control tools be implemented.

Dilogos warehouse so that in the not too distant future one can obtain a
history of the same and measure the productivity of the same warehouse and continue

making improvements.

We also suggest as a group the implementation of the Tool.

of the Pareto Diagram and the Process Flowcharts in the Warehouse.

It is also suggested to implement a cleaning protocol on a monthly basis.

to avoid contaminants in it, and obstruction of passage Waste of the
Boxes.

We also suggest the implementation of Function manuals and

Proposed organizational chart as a working group, to facilitate that the
workers recognize the special functions they have to go.
developing.