Consulting report - Transgas Shipping Lines SAC
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2017-03-29
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Pontificia Universidad Católica del Perú
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Transgas Shipping Lines es una empresa peruana fundada en 1991 bajo el nombre de
APM Engineers. La actividad principal de la empresa es la operación y gestión de buques de
transporte marítimo; la empresa transporta GLP, petroquímicos e hidrocarburos en 13 buques
que son de su propiedad. Con el fin de mantener su competitividad en el mercado, la empresa
está buscando mejoras sus operaciones en el departamento de logística.
Después de varias reuniones en las oficinas de la empresa se identificaron algunas
oportunidades de mejora y después de discutir con el jefe de logística se definió un problema
clave. El problema principal era que las funciones y responsabilidades dentro de los procesos
logísticos no estaban claramente definidos. Un análisis cualitativo y cuantitativo de este
problema fundamental se llevó a cabo con el fin de determinar la forma en que este problema
estaba afectando a la empresa y a las áreas implicadas. Este análisis concluyó que la
compañía estaba perdiendo dinero debido a las demoras en entrega de consumibles a los
buques, pérdida de reputación, re trabajo, etc.
Las soluciones se analizaron considerando seis criterios: (a) costo/inversión, (b)
factibilidad, (c) efectividad, (d) facilidad de implementación, (e) confiabilidad, y (f) facilidad
de seguimiento. Con la solución propuesta se definirá roles y responsabilidades, se
proporcionará entrenamiento a los empleados, y se implementará una política de
reconocimiento y castigo; se implementará la solución en cinco etapas antes del final del año
2017. La implementación de este proyecto permitirá a la empresa mejorar el desempeño de
los trabajadores, incrementar su productividad, brindar un mejor servicio a sus clientes y
alinear a sus trabajadores con las metas, misión y visión de la empresa. El involucramiento
del departamento de recursos humanos y la participación de un equipo de control de calidad
son claves para el éxito de esta solución
Transgas Shipping Lines is a Peruvian company founded in 1991, the company’s core business is the operation and management of maritime transport ships; the company transports LPG, petrochemicals and hydrocarbons in the organization’s 13 owned vessels. In order to keep being competitive in the market, the company is looking for improvements their operations in the logistics department. After several meetings at the company’s office, some improvement opportunities were identified and after discussing them with the head of logistics a key problem was defined. The key problem was that the roles and responsibilities within the logistics processes were not clearly defined. A qualitative and quantitative analysis of this key problem was conducted in order to determine how it was affecting the company and the performance of the departments involved. This analysis lead to the conclusion that the company was losing money due to the delays on delivery of consumables to the vessels, loss of reputation, rework, etc. Solutions were assessed having in consideration six criteria: (a) cost/investment, (b) feasibility, (c) effectiveness, (d) ease of implementation, (e) reliability, and (f) ease of follow up. The chosen solution will define roles and responsibilities, provide training to employees, and implement a reward and punishment policy; and will be implemented in five phases before the end of the year 2017. This will help the company improve the performance of employees, increase their productivity, give a better service to their clients and align all employees to the company’s goals, mission and vision. It is key that the human resources department gets involved in the whole process of implementation and a quality control team or system is applied in order to succeed on the implementation of the proposed solution
Transgas Shipping Lines is a Peruvian company founded in 1991, the company’s core business is the operation and management of maritime transport ships; the company transports LPG, petrochemicals and hydrocarbons in the organization’s 13 owned vessels. In order to keep being competitive in the market, the company is looking for improvements their operations in the logistics department. After several meetings at the company’s office, some improvement opportunities were identified and after discussing them with the head of logistics a key problem was defined. The key problem was that the roles and responsibilities within the logistics processes were not clearly defined. A qualitative and quantitative analysis of this key problem was conducted in order to determine how it was affecting the company and the performance of the departments involved. This analysis lead to the conclusion that the company was losing money due to the delays on delivery of consumables to the vessels, loss of reputation, rework, etc. Solutions were assessed having in consideration six criteria: (a) cost/investment, (b) feasibility, (c) effectiveness, (d) ease of implementation, (e) reliability, and (f) ease of follow up. The chosen solution will define roles and responsibilities, provide training to employees, and implement a reward and punishment policy; and will be implemented in five phases before the end of the year 2017. This will help the company improve the performance of employees, increase their productivity, give a better service to their clients and align all employees to the company’s goals, mission and vision. It is key that the human resources department gets involved in the whole process of implementation and a quality control team or system is applied in order to succeed on the implementation of the proposed solution
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Logística empresarial, Producción -- Administración
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