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Reseña Historica Sobre Coca-Cola

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Reseña Historica Sobre Coca-Cola INSTITUTO POLITÉCNICO NACIONAL UNIDAD PROFESIONAL INTERDISCIPLINARIA DE INGENIERÍA Y CIENCIAS SOCIALES Y ADMINISTRATIVAS “ANÁLISIS Y RESOLUCIÓN DE PROBLEMAS EN EL ÁREA DE OPERACIONES DENTRO DE COCA COLA FEMSA S.A. DE C.V.” INFORME DE PRÁCTICA PROFESIONAL QUE PARA OBTENER EL TÍTULO DE LICENCIADO EN INGENIERÍA INDUSTRIAL P R E S E N T A HÉCTOR FABIÁN DURÁN NAVARRO MÉXICO, D.F. 2009. ÍNDICE RESUMEN……………………………………………………………………………………………………………. I INTRODUCCIÓN………………………………………………………………………………………………….…. III CAPÍTULO I “ANÁLISIS Y CONTROL DE PREVENTA Y REPARTO 1.1 ANÁLISIS DE INDICADORES DE PREVENTA…………………………….……………….….….. 5 1.2 ANÁLISIS DE INDICADORES DE REPARTO.………………………………………..….…….….. 6 1.3 GENERACIÓN DE REPORTE HORA DE VISITA DE RUTAS DE PREVENTA…….…………. 8 1.4 MODIFICACIONES A LA BASE DE DATOS DE CLIENTES……….………………….……..….. 9 CAPÍTULO II “ANÁLISIS Y DEPENDENCIA ENTRE PREVENTA, REPARTO Y ALMACENES” 2.1 PREVENTA………………………………….………………………………………………….…..….. 11 2.2 ALMACENES………….……………………………………………………………………….….…… 19 2.3 REPARTO……………………….……………………………………………………………..………. 25 CAPÍTULO III “ANÁLISIS Y CONTROL DE ALMACENES” 3.1 FLETEO…...………………………………………………………………………………………..….. 32 3.2 EFICIENCIA ATENCIÓN A FLETEO……..…………………………………………………….…… 34 3.3 TPM………………………….………………………………………………………………….………. 35 3.4 AUDITORIA A PROCEDIMIENTOS……………………….………………………………………… 39 CAPÍTULO IV “ANÁLISIS Y CONTROL DE INVENTARIOS” 4.1 INVENTARIOS…………………….…………………………………………………………………… 49 4.2 GENERACIÓN DE INVENTARIOS….………………………………………………………………. 53 4.3 MERMAS…….…………………………………………………………………………………………. 61 CAPÍTULO V “DISTRIBUCIÓN Y MANEJO DE PRODUCTOS DENTRO DE ALMACENES” 5.1 LOGÍSTICA Y ABASTO JDV……….………………………………………………………………… 66 5.2 PROCESO OPERATIVO DE CONCENTRADORAS JDV……………………….……………….. 67 5.2 CIERRE DE OPERACIONES ALMACENES……………….………………………………………. 71 5.3 BENCHMARK………….………………………………………………………………………………. 80 CONCLUSIONES……………………………………………………………………………………………………. 82 BIBLIOGRAFÍA……………………………………………………………………………………………………… 83 RESUMEN Con la realización de esta práctica profesional dentro del Área de Operaciones de Coca Cola FEMSA S.A. de C.V. se pretende obtener el aprendizaje necesario para la obtención del título de Licenciado en Ingeniería Industrial, ya que por medio de las actividades que se realizarán dentro de esta práctica profesional se adquirirá la experiencia y conocimientos necesarios para obtener el título. Esto se pretende lograr por medio del desarrollo de diversos análisis dentro de las dos áreas de operaciones como lo son Almacenes y Preventa - Reparto, así mismo con esta práctica profesional se lograrán mejoras en los procedimientos, alcanzar los Top´s establecidos por la empresa llevando a cabo una optimización de los recursos y reflejar los resultados con el incremento de las ventas y reducción de costos. La primera parte de este trabajo de práctica profesional se enfoca a la parte de Preventa - Reparto, describiendo los diversos indicadores que se generan para el control de estos procesos, así como las definiciones de estos para su aplicación en la operación. Como primer paso de la operación se tiene a la Preventa, la cual tiene como objetivo incrementar las ventas de todos los productos que se manejan dentro la empresa, esto mediante el impulso y desarrollo de coberturas, así como brindar un servicio personalizado enfocado a cada cliente mediante una comunicación permanente con éste. En la parte del Reparto como objetivo primordial se tiene la entrega puntual y exacta de los productos en buenas condiciones al cliente previamente solicitado por Preventa. De acuerdo a los resultados obtenidos, se realizan, diversos reportes para la mejora en control y análisis de estos procesos como lo son los reportes de indicadores de Preventa - Reparto además de la generación de Horarios de Visita; estos reportes son generados con información de herramientas informáticas como lo es SAP y BW, una vez analizados estos reportes de indicadores ocasionalmente es necesario realizar cambios a la base de datos de clientes de la compañía debido a que estas bases son las encargadas de contener la información de cada uno de los clientes y de la forma en la que se le ofrece servicio de Preventa, forma y tiempo de entrega del producto. Adicionalmente se explicará el flujo operativo de Preventa – Reparto, así como de las rutas y territorios que conforman estas dos, teniendo como proceso intermedio la función del Almacén que es la otra parte del área de operaciones. Almacenes es la parte intermedia de toda la operación, ya que es de ahí donde se resguarda el producto que la preventa levantó como pedido vía Hand Held y que posteriormente se carga para las rutas de reparto. El flujo operativo sería el siguiente: Preventa sale por las mañanas al mercado o zonas de ventas con el fin de levantar la mayor cantidad de pedidos a un cierto número de clientes ya establecido por la base de clientes SAP, el prevendedor regresa a su distribuidora correspondiente a entregar su Hand Held con un administrador de pedidos quien es el que realiza la transmisión de pedidos de las Hand Held al sistema, transmitiendo la información descargada hacia el almacén para que realice la carga de rutas con los pedidos prevendidos, la carga de rutas es realizada por las noches mediante esquemas de armado como lo es el armado por Hand Picking (armado a mano), armado por tarima completa y esquema de armando E4, el cual se realiza con una herramienta mecánica llamada LPD, una vez terminada la carga de rutas, son resguardadas en el encierro, para que por la mañana estén listas para salir a entregar y concretar la venta de todo el producto prevendido el día anterior. El control de Almacenes es una parte fundamental de la operación, ya que por este medio se realiza la recepción de flete proveniente de las plantas, manejo del producto, armado de rutas y control del abastecimiento de producto mediante el cálculo de pronósticos de venta y capacidades de almacenaje. La recepción del fleteo proveniente de plantas es uno de los puntos importantes que realiza el almacén, ya que estos son los encargados de recibir producto en buen estado físico y con buena fecha preferente de consumo, así como la descarga en un tiempo determinado de cada uno de los fletes recibidos, ya que esto les es medido por medio del indicador de eficiencia de fleteo, las herramientas utilizadas para el cálculo de este indicador son SAP y SIEL. I Otro proceso realizado en las distribuidoras de gran importancia y que garantiza el buen manejo del producto almacenado es el TPM. El TPM es un Proceso de Mejora Continua cuya principal aplicación se da en los procesos relacionados con el almacenamiento, distribución y exhibición de todos los productos Coca-Cola, en especial los sensitivos, para garantizar que el consumidor los reciba con el mismo grado de calidad logrado en los procesos productivos. En todas las distribuidoras se realiza la toma del TPM por lo menos una vez a la semana de todos los productos que almacena, cada distribuidora se encarga de enviar su TPM semanalmente para que la zona lo compile y pueda generar un solo reporte y así conocer las fechas óptimas de consumo de los productos y en caso de que se cuente con TPM cortos poder generar alguna estrategia para poder desplazar estos productos. Para el correcto manejo de los almacenes es necesario que se realicen bimestralmente auditorias a los procedimientos, los cuales controlan la operación dentro de la bodega y que son obligatorios para una correcta ejecución. Otro punto muy importante en los almacenes el es control de inventarios y el manejo de primeras entradas primeras salidas, esto es logrado con la correcta rotación del producto dentro del almacén, la toma de inventarios es realizada por personal del almacén y estos son los encargados de ingresar al sistema el producto existente así como entradas por fletes y salidas al sistema por la carga de rutas, esto con el fin de tener control total de las existencia y visualización de todo el producto para la toma de decisiones por parte de la zona correspondiente. Por parte de la zona de operaciones se genera un reporte de inventarios el cual consta de la Venta del día anterior, Inventario de la Distribuidora, Inventario de la Concentradora de JdV (Solo para Reyes y Tlalnepantla), Abordos, Programa de Fleteo, Desabasto y Días Piso, esta información es obtenida por medio de SAP, BW y CIEL. Un punto que es muy controlado en los almacenes el rubro de mermas el cual es clasificado en diversos campos de aplicación y también es medido por medio de índices al millar , esto quiere decir que por cada mil cajas de venta solo se puede mermar 1 caja, cada rubro de merma tiene un top establecido, el cual nunca debe de sobrepasarse, ya que esto indicaría un exceso de pérdidas aceptables; durante la realización de esta práctica profesional se explicarán los diversos rubros en los que se cuantifica la merma de los almacenes, así como la manera para la obtención y cálculo de cada uno de estos indicadores. Dentro del manejo de Almacenes para el caso de Tlalnepantla y Reyes también se realiza el control de las Concentradoras de Jugos del Valle, ya que el manejo de ellas es diferente al de las distribuidoras; las concentradoras son las encargadas de recibir y almacenar productos de Jugos del Valle con un flujo de trabajo distinto, ya que se encargan de recibir fletes en tarima CHEP para realizar el traspaleo a tarima KOF, así como mezclas de productos, las concentradoras se encargan del fleteo hacia las distribuidoras tomando el papel de logística ya que el fleteo que realizan es conforme a las necesidades
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