Business consulting a la empresa embotelladora de bebidas no alcohólicas ABC
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2024-10-18
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Pontificia Universidad Católica del Perú
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Embotelladora ABC es una empresa peruana que nació en el año 1988 como un
emprendimiento familiar, que se dedica a la producción, comercialización y distribución de
bebidas no alcohólicas en 6 países en Latinoamérica. Actualmente, la empresa cuenta con 2
plantas de producción en el Perú y 27 centros de distribución a nivel nacional. El objetivo de
la presente consultoría fue identificar el problema principal que le estaba impidiendo a la
empresa cumplir con sus objetivos estratégicos. Para ello, se realizó un diagnóstico de la
empresa, para lo cual se utilizaron distintas herramientas como el Business Model Canvas,
Fuerzas influyentes externas y FODA, así como la realización de entrevistas a gerentes y
jefes de distintas áreas, que permitieron analizar el contexto externo e interno de la empresa.
Posteriormente, mediante la realización de un brainstorming y el uso de una matriz de
priorización de impacto-factibilidad, se identificó que el problema principal es la deficiente
planificación de demanda y supply chain. Las causas principales de este problema son los
siguientes: (a) procesos de planificación colaborativa no estandarizados, (b) falta de
visibilidad de métricas de desempeño para todos los procesos de supply chain, (c) se cuenta
con metodologías en gestión de supply chain que no son utilizadas, (d) sistemas de
información con capacidad limitada para la planificación y (e) carencia de métricas de
desempeño para supply chain. Ante el problema y causas identificadas, el equipo consultor
planteó posibles soluciones, las cuales han sido evaluadas y priorizadas, siendo la propuesta
más factible la implementación del modelo “Sales & Operations Planning (S&OP)”. Este
proyecto tiene como objetivo desarrollar los procesos de planificación de la cadena de
suministro con el fin de integrar y sincronizar las diferentes áreas que la conforman y cuenta
con un periodo de implementación de cinco meses. Para evidenciar que la presente propuesta
de estudio es rentable y viable, se desarrollará el análisis del VAN y TIR.
Embotelladora ABC is a Peruvian company that was funded in 1988 as a family business, which is dedicated to the production, marketing, and distribution of non-alcoholic beverages in 6 countries in Latin America. Currently, the company has 2 production plants in Peru and 27 distribution centers nationwide. The objective of this consultancy was to identify the main problem that was preventing the company from meeting its strategic objectives. For this, a diagnosis of the company was made, for which different tools such as Business Model Canvas, External influential forces, SWOT, were used, as well as interviews with managers and heads of different areas, which allowed analyzing the external and internal context of the company. Subsequently, through brainstorming and the use of an impact-feasibility prioritization matrix, it was identified that the main problem is poor demand and supply chain planning. The main causes of this problem are the following: (a) non-standardized collaborative planning processes, (b) lack of visibility of performance metrics for all supply chain processes, (c) there are supply chain management methodologies that are not used, (d) information systems with limited capacity for planning and (e) lack of performance metrics for the supply chain. Given the problem and identified causes, the consulting team proposed possible solutions, which have been evaluated and prioritized, being the most feasible proposal the implementation of the “Sales & Operations Planning (S&OP)” model. This project aims to develop supply chain planning processes to integrate and synchronize the different areas that make it up and has an implementation period of five months. To demonstrate that this study proposal is profitable and viable, the NPV and IRR analysis will be developed.
Embotelladora ABC is a Peruvian company that was funded in 1988 as a family business, which is dedicated to the production, marketing, and distribution of non-alcoholic beverages in 6 countries in Latin America. Currently, the company has 2 production plants in Peru and 27 distribution centers nationwide. The objective of this consultancy was to identify the main problem that was preventing the company from meeting its strategic objectives. For this, a diagnosis of the company was made, for which different tools such as Business Model Canvas, External influential forces, SWOT, were used, as well as interviews with managers and heads of different areas, which allowed analyzing the external and internal context of the company. Subsequently, through brainstorming and the use of an impact-feasibility prioritization matrix, it was identified that the main problem is poor demand and supply chain planning. The main causes of this problem are the following: (a) non-standardized collaborative planning processes, (b) lack of visibility of performance metrics for all supply chain processes, (c) there are supply chain management methodologies that are not used, (d) information systems with limited capacity for planning and (e) lack of performance metrics for the supply chain. Given the problem and identified causes, the consulting team proposed possible solutions, which have been evaluated and prioritized, being the most feasible proposal the implementation of the “Sales & Operations Planning (S&OP)” model. This project aims to develop supply chain planning processes to integrate and synchronize the different areas that make it up and has an implementation period of five months. To demonstrate that this study proposal is profitable and viable, the NPV and IRR analysis will be developed.
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Consultores de empresas--Planificación estratégica, Bebidas--Envasado
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