Supply Chain Management

Anderson Alfredo Molinares Pacheco. ID.445243

Abril  2020.

Corporación Universitaria Minuto de Dios.

Bogotá D.C
Electiva CPC Logística
NRC: 1841
Content
2. Marketing analysis.....................................................................................................................3
2.1. ABC cost for Activities Asoptrans Ltda................................................................................3
2.2. Supplier selection and avoidation......................................................................................5
2.3. Kralijc Matrix......................................................................................................................8
2.4. Marketing approach.........................................................................................................10
2.4.1. Corporate image.......................................................................................................10
2.4.2. Company color..........................................................................................................10
2.4.3. Organization logo.....................................................................................................10
2.4.4. Motto........................................................................................................................10
2.4.5. Mission.....................................................................................................................10
2.4.6. Vision........................................................................................................................10
2.4.7. Objectives.................................................................................................................11
2.4.8. SCHOOL TRANSPORT................................................................................................11
2.4.9. BUSINESS TRANSPORT..............................................................................................11
2.4.10. TOURISM TRANSPORT..............................................................................................11
2.5. What are the service channels your company uses?........................................................11
2.6. Bibliographic References..................................................................................................11
 2. Marketing analysis

2.1. ABC cost for Activities Asoptrans Ltda.

For the activity, a cost is made for activities of the School Route service of the transport
company ASOPTRANS, Ltda. Where the collections and deliveries of students are
evaluated through the transport and driving activities, which are transformed to transport is
the use of the machine that in this case reflects the use of the vehicle, and the driving is
transferred or reflected to the Direct Workmanship (MOD), because this cost is made for
activities , although the ABC cost is identified most of the time it is made to pay products
that have more departures in sales companies which manage various products and resort
to know which product is the most sold, but on the other hand in the organization in which I
find myself working for this project is a company where it manages 3 services which and
has its customers already fixed thus analyzing and consulted on many platforms I found
that ABC can be paid for activities for this reason I perform this process for this work.

Asoptrans Ltd.
School Route Service Pick up the staff
Deliver to staff

INDICE BY ACTIVITY
Activity Index BASE ACTIVITY
$
Transport
50.000,00 by Hour Machine
$
Drive
47.000,00 Per mod hour

AMOUNTS USED BY ACTIVITY

BASE ACTIVITIES Pick up Deliver
Machine Time 12 15
MOD time 12 15
route services (Collecting
and delivering to students)
month 4896 4320

Detail Transport Drive

Total, Base activity 27 27
$ $
Activity rate 50.000,00 47.000,00
$ $ $
Total cost of activity 1.350.000,00 1.269.000,00 2.619.000,00

TOTAL COST SUMMARY FOR AMBO GROUP ACTIVITIES

Activity Total, activity Base Activity
$
Transport 1.350.000,00 Machine Time (Vehicle Use)
$
Drive 1.269.000,00 Direct labor time
$
2.619.000,00

COSTS PER ACTIVITY

Detail Use of Activity Activity Index Cost of Activity

Pick up the staff

$ $
Transport 12 50.000,00 600.000,00
$ $
Drive 12 47.000,00 564.000,00
$
Total activity area 1.164.000,00
Route services 4896
$
Unit cost of activity 237,75

Deliver to staff
$ $
Transport 15 50.000,00 750.000,00
$ $
Drive 15 47.000,00 705.000,00
$
Total activity area 1.455.000,00
Route services 4320
$
Unit cost of activity 336,81
Total dissote of activities $ 2.619.000,00
2.2. Supplier selection and avoidation
In Asoptrans, Ltda. For the selection of suppliers, we base it through ISO 9001 2015,
where we take into account the external customer, supplier, organization and
stakeholders.

In Asoptrans, Ltda. we manage our purchasing process by addressing the following

guidelines

1. Identify critical products to buy

2. Define product specifications to buy
3. Plan purchases
4. Evaluate and select suppliers
5. Carry out the purchase process
6. Check the purchased product
7. Re-evaluate suppliers
8. Take action in the purchase process (corrective, preventive and improvement)

For product identification we evaluate it according to the following guidelines

1. Product purchased
2. Qualitative/quantitative characteristics of the product
3. Type of purchase
4. Impact of purchase
5. Quantity acquired
6. Critical, high, medium, low
 Solicitud de búsqueda de
proveedor

Identificación de la
necesidad de la compra

Periodo de prueba y Rechazar- Buscar otro

seguimiento proveedor

Elaboración de un plan
Cumple con los requisitos NO NO Cumple los criterios
de acción

Si

Listado de de
Compras
proveedores

SI

Evaluación y reevaluación
 Componentes Puntuación Total
Proveedor Indicador Puntuación
Indicador Ponderada puntuación

Calidad del Numero de

producto productos con
defectos
Nombre del
proveedor Oportunidad de Cantidad de
entrega servicios con
retraso
Cantidad en Productos
entregas entregados

PESOS PONDERADOS
Peso Indicadores Detalle
Calidad del Cumple con las especificaciones requeridas. El producto se encuentra
40%
producto en buen estado
Oportunidad
30% El producto fue entregado en el pazo previsto
de entrega

Cantidad en
30% Entrego la cantidad acordada
entregas

CRITERIOS DE DECISION DE DESEMPEÑO

Puntuación Criterio Decisión
Mayor o Es un porveedor excelente, su gestión contribuye al fortalecimiento de la
Excelente
igual 80% empresa
Menor o
igual a 80% Bien hecho. Es usted un proveedor importante en nuestra organización.
Bueno
y mayor a Lo invitamos a seguir mejorando
70%
Menor o
igual a 70 Es urgente conectar un plan de acción con un compromiso pactado
Intermedio
% y mayor hacia el mejoramiento del desempeño
a 40
Menor o
Lamentablemente le informado que debido a su desempeño, tenemos
igual a Critico
que desistir de sus servicios
40%
 2.3. Kralijc Matrix
ESTRATEGIA INDICADOR OBJETIVO SITUACIÓN
KRALJIC (fecha objetivo) (fecha objetivo) (fecha objetivo) (fecha objetivo)

Mantener estos
Productos
Papelería, cafetería, aseo bajo productos mantener en su estado
RUTINARIOS continuamente

Productos falta de insumos para

realizar los procesos, Mejorar y mantener
CUELLO de Tecnología alto
determinar mayo vigilado
BOTELLA compra para mejorar

Identificar la mejora en
Productos Selección de vehículos Mantener vigilado por si
medio la selección de vehículos
APALANCADOS independientes
externos
cambia de cuadrante

mantener relación con el

proveedor debido a la mantener buenos tratos
Productos plataforma de servicios
alto falta de este no se puede para continuar con el
ESTRATÉGICOS de logirastreo
hacer las actividades proveedor
diarias
 Pon % en las celdas con fondo
Riesgo de suministro 70
Esto significa riesgo A
Valor - Impacto financiero 30
Esto significa impacto Ba
Producto

alto
Impacto financieo
Valor
bajo

bajo Dificultad de suministro alto

Riesgo de Suministro

2.4. Marketing approach

2.4.1. Corporate image

ASOPTRANS LTDA declares its commitment to comply with current legislation on road safety and
safety and health at work, continuous improvement and development of prevention activities in
road accidents, which allow to protect the health and integrity of all actors of the road which is
part of the very nature of the work of our company and therefore , are concepts inherent in all
operational processes including the transport of people, products and services.
 2.4.2. Company color
Asoptrans uses a Vivid Green Color, with a little yellow, but the color represented by the
organization is Green

2.4.3. Organization logo

2.4.4. Motto
"Transportamos Felicidad."

2.4.5. Mission
Provide school, business, executive and tourism transportation service with quality, comfort and
safety to meet and meet the expectations of our customers with services locally and nationally
bridging vehicles in excellent conditions and a lot of committed human talent.

2.4.6. Vision
Grow as a special passenger transport company serving our customers locally and nationally,
expand the portfolio of services to tourism, school, business and executive perfecting our
processes, the best technical and administrative human resource with the purpose of always
satisfying the customer with an efficient service and excellent quality.

2.4.7. Objectives
Expand the coverage of our special passenger public transport service to the cities of Manizales
and Medellin.

 Manage compliance with the legal requirements required for the operation of the service
at the national level, to distinguish ourselves against the competition of the market in
which we operate
 Keep the company's motor park in optimal condition, to best serve the requirements and
needs of our customers.
 Enhance the transport capacity with the company' company. , so that new vehicles can be
acquired or affiliated.
 Structure a commercial area that allows the search for new business opportunities with
the purpose of generating greater efficiency in the hiring and use of motor park.• Identify
and assess the risks in the field of professional health safety of people, seeking the
 appropriate mechanisms that allow us to take necessary actions for the prevention of
them.
 To ensure the health and safety of all workers. , contractors, subcontractors linked to or
provide services to the company, all through the continuous improvement of the
Occupational Safety and Health Management System (SG-SST).

2.4.8. SCHOOL TRANSPORT

Always watching at all times for the well-being and safety of your children on their routes.

2.4.9. BUSINESS TRANSPORT

Providing excellent attention to our customers taking care of all the details.

2.4.10. TOURISM TRANSPORT

Responsibility for guarantee and comfort in your travels throughout the National Territory

2.5. What are the service channels your company uses?

In the case of Asoptrans, a direct product channel is used because although the organization does
not have distributors for the provision of the service. Where a short distribution channel is
established since we as a retailer distributor are the ones, we sell in the specific area

2.6. Bibliographic References

El proceso de compras en ISO 9001: Cómo se gestiona y cuál es su importancia.

(s. f.). Recuperado 30 de abril de 2020, de https://ingenioempresa.com/compras-
iso-9001/

Asoptrans Ltda | Transporte Empresarial Escolar y de Turismo. (s. f.). Recuperado

30 de abril de 2020, de http://asoptransltda.com/index.html