Administración de Negocios (Mag.)
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Item Metadata only Consulting report – Transgas Shipping Lines(Pontificia Universidad Católica del Perú, 2017-09-29) López Mata, Rodner Nilver; Sánchez Paredes, Sandro AlbertoTransgas Shipping Lines S.A. is a Peruvian shipping company specializing in the Maritime transport of Liquefied Petroleum Gas, Crude Oil and by-products, and Chemical products. In 1991, the company began to transport LPG between Peruvian ports. Seven years later, they began to conquer international markets, reaching important places on the West Coast of South America, the Caribbean region and some countries of the Asian continent. This is an example that as time goes on, the market becomes more competitive and new challenges arise, where companies have to respond with new strategies. In this sense, Transgas seeks to improve its performance not only in the core areas, but also within the support departments such as a logistics and operations department. After the analysis of the company’s current situation, the main problem has been defined as the ineffective control, management and measurement of the logistics and operations department. The qualitative and quantitative analysis of this problem concludes that the company is affected in different activities within the organization. At the same time, the company presents economic losses and decrease in the income statement due to low efficiency and the ignorance of the current performance. The solution presented in this report has a set of steps to follow which has as a final product the elaboration of a dashboard, where the Key performance indicators of the department in the study will be shown. The implementation of this project consists of 4 phases which start with the change of culture, followed by the redefinition of the processes, the systematization of information and finally the creation of the dashboard. This implementation will allow the company to measure its performance, control its processes and thus improve its operations, with the aim of providing a high-quality service to their clients. The total investment for this project of 38 weeks was calculated to be S/. 28,000 solesItem Metadata only Consulting report – Natura Cosméticos SA(Pontificia Universidad Católica del Perú, 2017-09-28) Capcha Rivera, Cinthia Enedina; Kang Cabrera, Hoseok Antonio; Sánchez Paredes, Sandro AlbertoNatura S.A is a Brazilian company that sells beauty products and personal care through direct sales. Currently it has a greater presence in the Latin American market: Brazil, Argentina, Mexico, Peru Colombia and Chile. On the other hand, Atento is a Peruvian company that provides the services of the contact center for all operations of Natura Latin America, without including Brazil. The main problem identified is the inefficient management of the contact center by Natura which is deteriorating the quality of the service. The inefficiencies are related to the lack of quality tools, limited definition of indicators, poor staff management, and poor added value during the call service. In this sense, the Regional Customer service area (Natura) is interested in look for better processes and indicators for the management of the contact center in order to find a model that optimizes the control of the performance of the supplier. The literature reviewed to develop the solution is about quality management systems, contact center outsourcing models, methods to add value to services, and process improvement methodologies. After that, three alternatives were developed where each of one was evaluated according factor of costs, innovation, risk, value added, feasibility and feedback of Natura. The final proposal has two phases, the first one is to implement Business Intelligence in which it will be possible to analyze the database of the calls in order to develop initiatives of improvement in short and long term, as the reduction of unwanted calls. After that, in order to complement the business intelligence proposal, the second phase will be the implementation of the value-added strategy in which it will look for higher quality and personalization of call service according to the profile of the consultants per country. The implementation plan implies an active participation of both parties. Finally, the investment to implement this proposal is 68,300 PEN and the expected benefits are reduction of expenses of 750,000 PEN, process optimization and improvement of consultant’s satisfaction.Item Metadata only Consulting report - Tecport Latin America(Pontificia Universidad Católica del Perú, 2017-03-29) Peláez Díaz, Lucy Alejandra; Sánchez Paredes, Sandro AlbertoTecport América Latina es un distribuidor regional de maquinaria portuaria con presencia actual en Perú y Brasil. Tecport es un grupo joven de empresas, que intenta ganar cuota de mercado en una industria madura con guerra de precios. Internamente, el grupo cuenta con recursos humanos limitados ubicados en diferentes países, con diferencia culturales y de zona horaria. Además, existe una alta vulnerabilidad debido a que el negocio depende de un acuerdo exclusivo con un productor italiano de maquinaria. La organización está aperturando una nueva sede en Chile, que está comenzando sus operaciones muy pronto. Al hacerlo, un problema de la transferencia y gestión de conocimientos entre oficinas se hizo evidente. La solución a este problema sería determinar la forma en que el conocimiento puede ser transferido eficientemente; de tal manera que los procesos del negocio sean más productivos y sostenibles en el tiempo. Las técnicas aplicadas para la resolución de problemas son design thinking, estrategia basada en el cliente, y estrategia de ventas a largo plazo. Para decidir la major solución, se elaboró una matriz con mediciones de impactos en la calidad, el costo y el tiempo, y los riesgos asociados. La solución propuesta es establecer un programa de gestión de procesos empresariales, que tiene como objetivo conectar la cadena de suministro y la gestión con el cliente; a través de la optimización de los procesos. Esto le permite a Tecport LA alcanzar inteligencia empresarial estratégica en el largo plazo. En el corto plazo, los administradores son capaces de supervisar y controlar toda la organización. El plan de implementación involucrará a los empleados clave en la organización desde la etapa de diseño, para garantizar su compromiso basado en responsabilidad propia. Estas actividades tienen por objeto no sólo preparar a la empresa para utilizar la solución propuesta, sino también para analizar los indicadores clave de rendimiento, que evaluarán la eficiencia de los empleados que utilizan esta herramienta