1

CAREER:

Industrial engineering.

COURSE:

Service Management

TEACHER:

Mg.Ing.Roberto Carlos Davila Moran

STUDENT:

Dennis Johann Recharte Huarancca

CODE:

2015131107

CYCLE: IX

DATE:

07/ 6 /2019

CUSCO – PERU

2019
 DEDICATION

I first dedicate my work to God since he was the creator of

all things, the one who gave me strength to continue when I was about to
fall, to my daughter who is the one for whom I fight every day, with all my
heart and with the greatest humility I hope this work is to your liking.
Likewise, to my parents, although separated, they always want the best
for me with their teachings and values, they helped shape me.
To my teacher Carlos Dávila Moran, who demands participation in the
forums and cares about our distance learning.
 INDEX

CHAPTER I: BACKGROUND OF THE COMPANY PAGE.

1.1 Company's presentation........................................................................................7

1.2 Vision.....................................................................................................................8
1.3 organizational structure design
1.4 values
1.5 Company Profile……………………………………………………………………
1.6 Structural Organization Chart................................................................................8
1.7 SWOT....................................................................................................................9

CHAPTER II: STRATEGIC ANALYSIS

2.1 Business process identification............................................................................11

2.2 Planning, logistics information systems and customer service............................16
2.3 Purchasing: Suppliers, Source of supply..............................................................17
2.4 Reception.............................................................................................................20
2.5 Storage.................................................................................................................24
2.6 Order Preparation.................................................................................................31
2.7 Packed..................................................................................................................37
2.8 Dispatch................................................................................................................38
2.9 Distribution and Transportation............................................................................38
2.10 Deliveries..............................................................................................................39
2.11 Documentary Settlement......................................................................................40

CHAPTERIII: DIAGNOSIS

3.1 Determination of the main problems.....................................................................44

3.2 Determination of the causes.................................................................................44
3.3 Current KPIs.........................................................................................................47
3.4 Goal KPIs.............................................................................................................48

CHAPTER IV: IMPROVEMENT PROPOSAL

4.1 Solution strategies..................................................................................................51

4.2 Expected KPIs ........................................................................................................52

CONCLUSIONS AND RECOMMENDATIONS............................................................53

 INTRODUCTION

The project provides a set of tools that will allow us to manage the purchasing, warehouse

and transportation processes, achieving an effective contribution within the supply chain

process to achieve the Company's objectives.

The monograph is designed in four chapters, which will inform about the organization's

logistical processes. In the first chapter, the background of the company will be discussed.

Secondly, information will be provided on the company's strategic analysis. Subsequently,

the diagnoses that they suffer within the process will be detailed. Finally we will analyze

the improvement proposals for the supply chain.

 CHAPTER I

LOGISTICS MANAGEMENT
 1.1 Company's presentation

SPSA began operations under the name Supermercados Santa Isabel SA in 1993.
The chain grew during the 1990s through the acquisition of the Mass and Top Market
chains, and the lease of the San Jorge supermarket. In 1998, the Dutch group Royal
Ahold, the third largest retailer in the world, became co-owner of Santa Isabel, and
increased its participation until assuming full control of the company in May 2002.
Under Ahold's management, the company successfully launched the Plaza Vea
hypermarket format. At the beginning of 2003, Ahold made the decision to sell its
operations in South America. On December 11, 2003, the Interbank financial group
acquired all of the shares in Santa Isabel supermarkets, providing the company with
the necessary financial support and prestige. During the years 2004 and 2005, the
company's strategy was based on the definition and consolidation of its formats, such
as a profound improvement in the quality and services of Plaza Vea, being the first
hypermarket to enter the provinces in 2007, and in December 2013 opening of Plaza
Vea Cusco together with the Real Plaza Cusco shopping center, also in 2009,
achieving international HACCP certification. Today Plaza Vea has 45 stores in Lima
and the province and employs more than 10,000 Peruvians.

Located in: Real plaza

Address : Av. Collasuyo, Cusco 08003

Contact:

Manager: fredy solano

Head of maintenance and logistics: Jorge Rojas
cell phone: 987961859
1.1 Vision and mission

Vision

Be recognized as the leading corporate sales channel in the country, making us

the first purchasing alternative for companies

Mission

We provide efficient solutions to companies with innovative and high-quality

products that fit each of their needs, benefiting their collaborators, clients and
suppliers.

Organizational structure design:

Values:

 Provide quality of service and cleanliness.

 Promote the entrepreneurial spirit.
 Maximize profitability.
 Operate the business in an ethical and responsible framework.
 Contribute to the development of the communities where it operates.
1.2 Structural Organization Chart
1.3 SWOT

a. Strengths:

1. Geographic expansion at the national level.

2. Market share and positioning.

3. Asset support of an important economic group.

b. Opportunities

1. Growth in the supermarket industry both locally and nationally.

2. Continuous economic growth in the country that drives greater consumption

and access to the products offered by the company.

c. Weaknesses:

1. The bottlenecks that form in cash

d. Threats

1. Aggressive geographic expansion strategy by the competition.

2. Presence of economic phenomena such as inflation.
 CHAPTER II

STRATEGIC ANALYSIS
STRATEGIC ANALYSIS

2.1. BUSINESS PROCESS IDENTIFICATION

Within the company Supermercados Plaza Vea SA we find the following

processes.

 Administration Process

 Logistics Process

 Finance Process

 Human Resources Processes

 Marketing Processes

Within the company Supermercados Plaza Vea SA we find the following

subprocesses.

 Shopping

 Storage

 Cleaning

 Transport
  Accounting

 Treasury

 Financial planning

 Strategic planning

 Recruitment and selection

 Worksheets

 Training

 Pay and salaries

 Promotion

 Sales

 Customer Support

 Advertising

 Inventory

 Merchandise reception

 Quality management

 Billing

 Senior management

1. Process inventory

ADMINISTRATION

PROCESS N. 05:
ADMINISTRATION
THREADS
1.1 Strategic planning
1.2 Senior management
1.3 Quality management

HUMAN RESOURCES

PROCESS N. 03: HUMAN

RESOURCES
THREADS
 2.1 Recruitment and selection
2.2 Forms
2.3 Training
2.4 Salaries and salaries

MARKETING

PROCESS N. 02: MARKETING

THREADS
3.1 Promotion
3.2 Sales
3.3 Customer service
3.4 Advertising

FINANCE

PROCESS N. 04: FINANCE

THREADS
4.1 Accounting
4.2 Treasury
4.3 Financial planning
4.4 Billing

LOGISTICS

PROCESS N. 01: Logistics

THREADS
1.1 Purchases
1.2 Storage
1.3 Inventory
1.4 Reception of merchandise
1.5 Transport

Identification of the logistics process of the SPSA company demonstrated in the

network diagram
 PLAZA VEA NETWORK DIAGRAM

Shopping

Store

sony Store

General
LG public

Reception Sermax
Samsung

Pioneer
 REVERSE LOGISTICS

Store

Store
Custome
r Support

General
public
Pioneer
Sermax
2.2. PLANNING, LOGISTICS INFORMATION SYSTEMS AND CUSTOMER SERVICE

The company has the SAP system at the beginning of 2010 until today. It is an ideal tool to
cover all your business management needs in the areas of business administration, financial
management, operations plans, logistics, etc. Likewise, the SAP system is essential for the
company because it helps profitability, reduce costs, retain customers and use information
appropriately.

In this image we can see the user of the reception and inventory manager where different
types of transactions can be carried out such as the receipt of merchandise, inventory,
invoicing, kardex, etc. Since for the company the SAP system is about where information
about the different operations carried out by the organization is stored.

2.3. PURCHASES: SUPPLIERS, SOURCES OF SUPPLY.

Peruvian supermarkets have a wide range of suppliers in different areas, which are the
following:

The purchasing department is the organizational unit that purchases items and negotiates
price terms with suppliers and is responsible for purchasing transactions.

This table shows the different areas that the company has. Likewise, the purchasing manager

has the responsibility of placing the corresponding order for said sections, since the SPSA
company has a wide range of suppliers for the different areas and will thus be able to
negotiate and choose the most profitable one for the organization. For the presentation of this
project we will focus on the purchase of household appliance merchandise.

2.3.1 SELECTION OF SUPPLIERS

The company searches for and selects suppliers that best suit the needs of the organization.
It involves an exhaustive search of all possible suppliers and eliminates one by one according
to the list of criteria and various considerations, until it is reduced to a few from whom a quote
will be requested.
This table shows the supplier database used by the SPSA company for negotiation.

2.3.2 PURCHASE ORDER

2.4 RECEPTION

The receipt of merchandise is one of the company's logistics processes, where the supplier
corresponds to the transfer of the order, guaranteeing the conformity of the merchandise
before its integration into the company's stocks. The area is in charge of quantitative and
qualitative control; Likewise, the integration of the merchandise received and entered into the
company's SAP system; Likewise, intended for the review of documents and verification of
products before storage. It must be designed and equipped in such a way that it allows
adequate reception and cleaning of the packaging if necessary.

2.4.1. SPSA GOODS RECEIPT FLOW CHART

 PROCEDURE: CODE: VERSION:
Receiving merchandise from the supplier in store GTA-PD086 13

2.4.2 ENTRY OF PURCHASE ORDER INTO THE SYSTEMAP

Enter the MIGO transaction (Generated Purchase Order entry ) (Marketing Movements)
 TYPES OF MOVEMENTS (INCOME)

The first type of entry to be made on the PC is Movement 103 (PC only, in Pcokets it is
Automatic).

1) MOVEMENT 103 (Virtual Warehouse)

Once the data is filled out, click on the Button

2) MOVEMENT 105 (entry to Warehouse 0001-Free Use)

Movement 105

Amount to Enter

Once the data is filled out, click on the Button

INVOICING (PURCHASE RECORD – RETAIL MERCHANDISE)

ZMIRO TRANSACTION : enter all the data according to the image and then press
ENTER, once entered we verify in the upper right part if there is any difference in
amounts (if it is green), it is OK.
 Note: the ZMIRO transaction does not allow recording negatives on the PC, but it does allow
it on the POCKET.

6_ RECORD

3_Indicate the total

value
5_Set invoice date
2_Maximum 10 digits

4_ =MENA (National merchandise)

1_Enter the Purchase Order

Once the merchandise has been entered and the corresponding billing has been made in the
system, a copy of the invoice is given to the supplier to confirm receipt of the merchandise, so
that they can then collect the merchandise.

2.5. STORAGE

The SPSA warehouse is the place where different types of merchandise are stored.
They are managed through an inventory policy. This function physically controls and
maintains all inventoried items. When developing the storage strategy, the warehouse
management system and the storage model are defined in a coordinated manner. The
environments are duly identified and precautions are taken to prevent unauthorized
people from entering the storage areas.
2.5.1 LAYOUT

The SPSA layout is basically the graphic form in which the different areas are organized
(white and brown line, calculation, top 100 cage, etc.) It is a plan of the organization of a
physical space.

GENERAL STORE DISTRIBUTION

2.5.2. SPSA INVENTORY SCHEDULING

Determine the physical existence of merchandise owned by the Company that is stored. This
verification must be contrasted with the stocks that appear in the company's SAP system
records on the date of the inventory.
2.5.2.1 STEPS TO CARRY OUT THE INVENTORY IN THE SAP SYSTEM

ZMM_PROG_INV (Inventory programming). (Us)

If you want to add a list

of Codes, you just have
to click on this Button.

2_ ZMM_CG01 (Once the fields are filled out, we must Click on EXECUTE).
Warehouse
0001

Counting Date
3_ ZMM_CG02 (This transaction will help us to modify QUANTITIES)

4_ ZMM_CGRP (to display what has been filled by body and ETC room, and its modification)

5_ ZMM_INV_CIEGO (Displays what has already been done)

EXECUTE

Value of the Material in percentage, the

proportion is what makes the number in
percentage what should be analyzed
Click to see the differences.

6_ ZMM_AC_INV (Inventory CLOSING) (System)

IMPORTANT: if you
want to close the
Inventory, we must
indicate our Center.
7_ ZMM_GEN_INV (Now CONSOLIDATED) (System - AUTOMATIC)

Maximum quantity of materials per

Inventory Document. If it is
exceeded, 1 additional Document is
generated.

8_ ZMM_LEGAJO_INV (creation of the Inventory Cover)

In order to edit the cover of the Inv. We Click on the Button

In this example. It does not indicate any data

because the Inventory is SQUARE. It asked for 80
and it found 80.

We fill in the Data requested by the Screen and then We Proceed to Record

Indicate Counting
Hours as Applicable
Once this entire Process has been completed, all the Data must be ACCOUNTED so that the
cover obtains the indicated Data, for this we click on the BUTTON

Once done, proceed to Click on the Button to complete and make

the Cover Sheet according to the data already entered.
2.5.3. KARDEX

The kardexRetailen in which each item purchased or sold is recorded. The addition and
subtraction of all operations in a period results in the final merchandise balance

2.6. ORDER PREPARATION

SPSA's order preparation process is to collect a series of products stored in the warehouse,
regroup them in a specified location before being shipped to customers. Likewise, the
warehouse manager will have to display in the SAP system all the orders that are going to be
delivered during the day.
ELECTRO SALES ORDER ENTRY

1.- VA01 Create Customer Order

Enter transaction
VA01 and press
enter

2. -Enter Sales order class ZPC3

Enter ZPC3 press

enter

3.-Enter Generic Client (PV100000 XX)

NOTE: Each center will enter its Generic client, this begins with the following description
(PV100000XX) changing the last numbers that identify the store.

Enter
PV10000037
Press enter.
 4. - After entering the Generic Client, the Client data screen opens. To speed up the sale we
only enter 20% of the data, and we can complete the remaining 80% after having made the
payment at the cashier.

Data display:

5.- After entering the basic data, we enter the DN I, the products that the customer wants to
Buy, the Profit center and the center from which the delivery will be made. ( It can be Local
or Ransa ).

Main screen:

6 Click to go to another seller

screen

1 Enter ID

Delivery date : If you wish to modify the

original dispatch date in RANSA, modify
this field.

Cashier payment
indicator

4 Center that
2 Cod. Material 5 Qty. I Stock availability 3 Profit center is the dispatches
depended center that sells: “It is Local or Ransa
always your store”
 6.- After having entered the product data, enter the seller code, click on the next one. Icon

1 Select
Interlocutor icon

2 Click and choose

3 Enter code. Seller
Commercial

7.- After entering the seller, the order is recorded so that it can be canceled at the checkout.

Click on the button

to record

Enter the
password
Press ENTER , the number should appear at the bottom of your screen. Order generated by
the system.
8.-VA02 Modify Customer Order

This transaction allows the user to modify the Sales Order data, allowing them to complete
the customer data or modify the dispatch date if necessary.

Note: Codes, quantities or shipping centers cannot be modified once the order has been
saved.

Enter VA02

Get into. No.

Order

Click on the magnifying glass icon to enter the data screen of the

CLICK

Data Entry: To consider that the client's data is 100%, the following fields (14) must be filled
out, otherwise the dispatch to the client will not be possible .
  Field 3.1 is optional, if you lack space in the address.

 You only have to fill out the fields until the box for each one ends.

1
2

3.1
3 4

7 8 9
10
11

12

13

14 After completing the data

we click

After entering all the data, the order is recorded and ready to be shipped to the customer.

9.-VA03 View Customer Order

This transaction allows you to view a sales or return order for electro.

1 Enter VA03 press

enter

2 Enter no. from

  Shows you the main order data screen. Then if we want to check if the product was
delivered, we carry out the following steps:

Click on the
magnifying
glass

 Sends it to another screen and locates the last header data tab

The warehouse manager views the orders for the corresponding dispatch.
Delivery compliance
10.- VA05N View list of Customer orders Click
icon.
In this Report we can view according to the variant:

Document number: By sales order number

Order type: Sale (ZPC3) Return (ZPN5)

Applicant: Generic client of each center

Document date :According to the date range you want to list

Material: By Product Code

Customer order number: By customer ID

Sales flow

Delivery flow

2.7. PACKED

The materials used by the warehouseman to prepare orders are the following:

 Wooden Pallets - is any piece of wood used to prepare, support, protect or guarantee a
shipment or cargo. Wooden packaging is made entirely of pieces made of wood of any
type.
2.8. DISPATCH

The sales area gives the warehouse manager the orders that have to be delivered to
customers during the day. Likewise, the reception area has the responsibility of generating
the guide so that the merchandise can leave and be delivered to transportation.

SD ELECTRO DISPATCHES

VL01N Delivery generation

To carry out the dispatch, enter transaction VL01N then enter the following data:

1.-Enter
center

2.- Enter order

number

After placing the order we make the pick, we enter number. serial and we account
 3.-Click

1.-Make
Pickin

2.-Enter
serial # and
check.

Then with the no. Upon delivery we generate the Guide with the IDCP transaction.

2.9. DISTRIBUTION AND TRANSPORTATION.

The company SPSA, in the distribution of its merchandise to customers, outsources its
service, hiring the company SERMAS to deliver the merchandise to customers. The company
is in charge of the entire transportation process until the product reaches the customer and
they can be satisfied.

2.10. DELIVERIES.

After the Product has been delivered, the carrier must bring the guide signed by the
Customer as a sign of compliance with the delivery. Before its final receipt, the order must be
updated as a delivered Product as follows:

 VA02 Order Modification :

It will show you a field to confirm the delivery and then save.

2. Click record

1. Select Product.
Delivered.

2.11. DOCUMENTARY SETTLEMENT

The logistics area carries out the following documentary settlement, first for the preparation of
orders, the packing list is made, and finally, for the dispatch of the merchandise, the shipping
guide is made.
CHAPTER III

DIAGNOSIS
3.1. DETERMINATION OF THE MAIN PROBLEMS

 Problem 1: Not having enough space for the entry of two or more vehicles carrying

merchandise.

 Problem 2: Failures in the SAP System.

 Problem 3: Delays by the supplier in the delivery of the required merchandise.

 Problem 4: Not having qualified personnel to carry out the assigned task.

3.2. DETERMINATION OF THE CAUSES

To determine the causes of the previous problems, the Cause-effect method is established.

Problem 01:
Problem 02:

Problem 03:
Problem 04:

3.3. CURRENT KPIS

 SEE SQUARE MERCHANDISE RECEPTION PR-001

PROCESS: Reception of Merchandise OWNER: Head of the Logistics Area

MISSION: Provide the company with merchandise that is

DOCUMENTATION:
required in good condition quickly and efficiently.

BEGIN: Finalized sales contract

SCOPE

INCLUDES: Reception of material, equipment, mobility and decibel control

ENDS: Completion of merchandise receipt

TICKETS: The merchandise that the company is requiring.

SUPPLIERS: Retail or wholesale distributors.

DEPARTURES: Merchandise approved for sale.

CUSTOMERS: People who buy the products

INSPECTIONS RECORDS
INTERNAL: In charge of the company Billing Order
EXTERNAL: In charge of INDECOPI Purchase contract

Inspections

CONTROL VARIABLES INDICATORS

Quality monitoring 1 = % of products in poor condition.
Infrastructure maintenance 2 = Reception delay time.
3= Number of orders per day.

3.4. KPIS GOAL

INDICATOR CALCULATION AIM

 1. Percentage of vehicles not received per (No. of vehicles not received/Total vehicles 15%
month. received per month) x 100%

2. SAP System Failures for a month Number of failures per month / total income 5%
to the SAP System

3. Percentage of merchandise received on (No. of merchandise received on time/Total 95%

time merchandise per month) x 100%

4. Percentage of qualified people per (No. errors per day/Total errors per month) x 90%
month 100%

Problem 01:

COMPANY: AREA: UNIT:

SEE SQUARE LOGISTICS UO - 01
CARD OF REFERENCE: PROCESS PR-001
INDICATOR TOKEN CODE: FI - 001
RESULT Do not exceed more than 15% of vehicles
PLANNED received per month.
INDICATOR: percentage of vehicles not received per month
(No. of vehicles not received/Total vehicles
CALCULATION FORM:
per month per month) x 100%
SOURCES OF INFORMATION: History of the total number of vehicles
received per month

Problem 02:

COMPANY: AREA: UNIT:

SEE SQUARE LOGISTICS UO - 02
CARD OF REFERENCE: PROCESS PR-001
INDICATOR TOKEN CODE: FI - 002
RESULT Do not exceed, during the month, more
than 5% failures in relation to the SAP
PLANNED System.
INDICATOR: Number of SAP System failures per month
Number of failures per month / total
CALCULATION FORM:
number of computers with SAP System

SOURCES OF INFORMATION: Maintenance history – Daily records.

 Problem 03:

COMPANY: AREA: UNIT:

SEE SQUARE LOGISTICS UO - 03
CARD OF REFERENCE: PROCESS PR-001
INDICATOR TOKEN CODE: FI - 003
RESULT Do not drop the merchandise received on
PLANNED time below 95%.
INDICATOR: percentage of merchandise received on time
(No. of merchandise received on
CALCULATION FORM: time/Total merchandise per month) x
100%

INFORMATION SOURCES: History of merchandise received on time.

Problem 04:

COMPANY: AREA: UNIT:

SEE SQUARE LOGISTICS UO - 04
CARD OF REFERENCE: PROCESS PR-001
INDICATOR TOKEN CODE: FI - 004
RESULT Do not drop qualified personnel per month
PLANNED below 90%.
INDICATOR: percentage of qualified people per month
(No. of errors per day/Total errors per
CALCULATION FORM:
month) x 100%
SOURCES OF INFORMATION: Report on training scheduled during the
month.
 CHAPTER IV

IMPROVEMENT PROPOSAL
4.1. SOLUTION STRATEGIES

For the solution strategy in the logistics process of household appliances; We will not focus
on the merchandise reception process where staff training will be carried out; Likewise, a
table of activities will be planned on the obligations that both the boss and the collaborator will
have. To capture this strategy, the Gantt chart will be used. Finally, 5S will be used to
improve the process.

ACTIVITY CHART - GANTT CHART

Process improvement: Merchandise reception
 DURATION
ITEM DESCRIPTION PREDECESSORS RESOURCES
(days)
Communicate to the manager the
TO improvement of the infrastructure 1 Logistics Manager
b Inform you the budget TO 1 Logistics Manager
Hire qualified personnel to carry
c out the improvement A,B 2 Logistics Manager
Constantly train staff so they know
d how to manage spaces c 5 Logistics Manager
AND Evaluate staff d 2 Logistics Manager
F Give feedback OF 2 Logistics Manager

THE FIVE S

1. Seire (sifted or simplified).-

a. Within the merchandise receipt sub-process. It is necessary to select the

necessary material to carry out the appropriate reception, this includes the

following tools and materials.

i. pockets

ii. pallet in good condition

It is everything they need to use to make a good reception of merchandise.

2. Seiton (classification or adjustment).-

 a. Within the warehouses it is essential to establish a certain place for each

material and reception instrument. Likewise, establish its own place for

everything within the area that is used. In this way there will be strict control

regarding quantities. Plus, it will be easy to locate them.

3. Seiso (Cleaning and optimization). Each worker who participates in a reception

process will be solely responsible for the merchandise, such as the uniform they wear.

Likewise, you will be responsible for keeping your work area tidy and in perfect

condition.

4. Seiketsu (standardization or stabilization).-

a. Ensure that all staff adopt cleanliness habits permanently and constantly.

5. Shitsuke (self-discipline or maintenance).-

a. Achieve the habit of responsibility from the previous steps. In this way, we

ensure that all staff are responsible and educated with all good customs for

better performance and greater speed when serving suppliers.

CONCLUSIONS AND RECOMMENDATIONS

a) Conclusions

1. When carrying out the study of the company and analyzing its supply chain of
household appliances, it was found that the factors that influence its logistics process
are purchasing, storage, transportation and customer service.
2. The goal is to make logistics fast and efficient

3. According to the analysis of planning and control of operations, the main problem that
was found in the reception process, because the company does not have a planning
that allows it to use this resource efficiently.

4. The success of a logistics system starts from the preparation of resources.

5. In the face of an increasingly globalized and competitive world and consumers who
demand more quality in products and services, logistics plays a fundamental role in
achieving good results in business management.

b) Recommendation

In order for the company to obtain an advantage and improve its internal logistics
process, some recommendations are presented that can be of great help in case the
company makes the decision to apply any of the proposed models:

 The training and motivation of employees so that they are efficient in deliveries and
thus help the company with the objective of better management of logistics
operations.

 Offer incentives to employees who perform well in their activities in the logistics
process and who help achieve objectives.

 It is recommended that the supervision and control of purchases, storage,

transportation and customer service be carried out by trusted personnel of the
company.

 The expansion of warehouses, with the aim of avoiding any synchronization problems
in the exit of products from the warehouse.