Unit 1 - Phase 2 - Configure the Value Network According to the GSCF

Jefferson Romero Sanchez,

Ana Melissa Granados,

Claudia Patricia Porras Díaz

Mónica Andrea Bernal Velásquez

Richarg Giovanni Jerez

National Open and Distance University UNAD

Supply Chain Management Y Logística Code: 228001_13

Benjamin Pinzon Hoyos

Octuber 29, 2022

Table of Contents
1
Introduction..........................................................................................................................3

Objetives..............................................................................................................................4

General objective.............................................................................................................4

Specific Objectives:.....................................................................................................4

Activity 1.............................................................................................................................4

Activity 2.............................................................................................................................5

Providers..........................................................................................................................6

The clients........................................................................................................................6

Activity 3.............................................................................................................................6

Activity 4...........................................................................................................................10

Activity 5...........................................................................................................................16

Activity 6...........................................................................................................................17

Conclusions........................................................................................................................18

Referencias........................................................................................................................20

Introduction

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 Supply chain management occurs through the processes of a given business with the aim

of delivering a product or service to an end consumer. In the same way, supply chain

management focuses on strategies through the planning and methodology of companies.

Supply Chain Management is the integration of key business processes from users

through the primary suppliers that supply products, services and information that adds value for

customers and others involved. The supply chain, as its name implies, is a sequence of links or

processes, where the main objective is the competitive satisfaction in the final customer;

likewise, each process is dedicated with all its potential to produce and elaborate a part of the

product, in turn, each product that is elaborated, adds value to the process.

This document aims to identify the Logistics and Supply Chain Management processes

and their activities, establishing good practices, improvement opportunities and their impact on

the logistics network using diagnostic tools.

Objetives

3
 General objective
Carry out the characterization of the logistics management of QUALA S.A, a Colombian
company.

Specific Objectives:

Apply the processes with a scale from 1 to 5 points and describe the levels of evaluation

or assessment.

Collect information from the administration of the Logistics Network of the company

under study. (Interviews).

Apply the 13 instruments of the Logistics Reference Model and analyze the results

obtained.

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 Individual Work

Conceptual or Mind Map

Jefferson Romero Sanchez:

1. Basic Operations for Logistics Flow Management in Small Latin American Companies
(RAPDTT)

Illustration 1Mental Map 1 Student 1

2. Logistics System

5
Illustration 2 Mental Map 2 Student 1

6
Claudia Patricia Porras

Illustration 3 Mental Map 1 Student 2

7
 Ana Melissa Granados

Illustration 4 Mental Map 1 Student 3

8
 Illustration 5 Mental Map 2 Student 3

Mónica Andrea Bernal Velásquez

9
Richarg Giovanni Jerez

10
 Collaborative Work

Characterization of the Logistics Network for the Company QUALA S.A.

The following work, it presents the results of the interviews carried out with executives
of the company QUALA S.A, dedicated to the manufacture and distribution of food in order to
characterize its logistics, find strengths, weaknesses and relationships between the different
processes. For purposes of evaluating results, the following rating table has been determined
from 1 to 5 points, to make an overview of how each element behaves.

Tabla 1. Evaluation
Score Valuation Description:
1 Absolute Weakness (Very Bad)
2 Relative Weakness (Bad)
3 Weakness (Fair)
4 Relative Strength (Good)
5 Strength (Very Good)

The qualification in each of the 13 instruments evaluated in the referential model for the
company QUALA S.A. is presented below.

1. Logistics Concept

The rating obtained is 5, where the company QUALA S.A, presents a "Strength". Since,
the executive staff and employees give great importance to the supply chain and the integration
of all its dependencies.

Variables
1. Does the company use a strategic plan for logistics development?
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2. Do the dependencies of the company work autonomously to execute the logistics
processes?
3. Do you design strategies in the company to improve logistics processes?
4. Does the logistics operations manager define the actions and levels of activity to be
achieved in each of the logistics processes?
5. How often are logistics plans drawn up?
6. Are the quality requirements for all the company's logistics processes drawn up and are
they systematically met?
7. Is the concept of Activity-Based Costing (ABC) applied in the company to control
logistics costs?
8. Is Engineering or Value Analysis techniques applied in the company to improve costs
and logistics services?
9. Is logistics management concerned with making the best quality products available to
the consumer?
10. Does the management of the company have well-defined goals to achieve in terms of
customer service and logistics costs?
11. Are the decisions made in the company highly integrated and coordinated with the
rest of the dependencies, and are actions implemented that encompass all of them?
12. Do the managers and collaborators of the company who work in the logistics
processes know the strategic objectives formulated in the strategic logistics plan?
13. Do you consider that the logistics of the company in the coming years should undergo
changes to improve its competitiveness?
14. Does the company have a safe delivery in compliance with the corresponding sanitary
measures for the COVID 19 pandemic?
15. Does logistics management deal effectively with the daily activity of the company's
finished production?
16. Does the Company use best practices in Supply Chain Management?
17. Do company managers take into account that companies no longer compete with each
other, but between business networks?

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 18. Are the managers of the company clear that modern logistics is increasingly
interested in flow management and process cohesion?

Table 1. Rating

Analysis Results Obtained

QUALA's executives are of a high level and know current supply chain and logistics
issues, which is why the qualification is so high.

Logistics organization and management

The rating obtained is 4, where the company QUALA S.A, presents a "Relative
Strength", taking into account that its organization is integrated with customers and suppliers and
through distribution channels of neighborhood stores, supermarkets, and street sales. , to
guarantee continuity in the logistics flow.
Variables:
Consultation on the organization and logistics management.
1. Is the logistics organizational structure of the Company differentiated?
2. At what level of the company is the Logistics Management subordinate?
3. Does the company use specific systems that facilitate the management of production
and delivery of goods in internal and external processes?
4 Are the definitions of objectives, policies, rules and procedures of Logistics
Management systematically documented?
5. Does the Logistics Management carry out or coordinate demand forecasts and
customer studies?
6. Do you have responsible experts to carry out customer forecasts and studies?
7. With what intensity does the Company use third-party services (Outsourcing) to ensure
the logistics processes or services it needs?
8. Are the procedures for the execution of the different logistics processes in the
company's Supply Chain regulated in writing?

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 9. Is the company certified with the ISO-9000 Standard or with another certifying
organization?
10. For the efficient operation of logistics management, is there qualified personnel?
11. How often does the Logistics Management adopt or coordinate joint decisions with
the different dependencies or managements of the company?
12. Does logistics management control the flow of value of goods, flow of adjustment in
the market, flow of information, flow of money efficiently?
13. Is the logistics organization of the company flat?
14. Is it considered that there is a high potential for rationalizing the number of personnel
currently in the company?
15. Has the staff dedicated to Logistics Management received any training in the last
year?
16. Does the company have a formal training program for the personnel that works in the
Logistics Management?
17. Are the logistics services that the company has managed centrally?
18. Is the logistics management structure of the company characterized by an innovative
approach, which consists of: very few management levels, autonomous work teams,
multidisciplinary teams?
19. Does the company have a high level of integration with customers and suppliers?

Table 2. Rating
Analysis Results Obtained
She is certified in ISO 9000 and works with demand forecast planning adequately.
Tecnología de manipulación.
The rating obtained is 4, where the QUALA company presents a "Relative Strength", the cargo
handling process is mechanized, and the workers are frequently trained so that the operation
is carried out efficiently and the flow of materials be done without interruption.

Variables
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1. Does the company use technological tools that reduce the physical effort of the staff?
2. Do handling operations work properly without interruptions in production, supply or
distribution activities?
3. Do handling operations have all the necessary tools?
4. Is the technical condition of the Supply Chain equipment dedicated to handling adequate?
5. Does the staff have the necessary skills for an efficient execution of the activity?
6. Does the company supply itself with technologies that help optimize the time of its activities?
7. Does the company have a training program for personnel dedicated to handling?
Table, rating
Analysis of the obtained results.

It is important to recognize that the company has training programs for personnel dedicated to
the preparation and handling of products to obtain excellent quality and the strengthening of
its supply chain processes and in the loading and unloading operations within the
warehouses and warehouses. carried out through mechanized systems which have
standardization of loading and unloading.

2. Storage technology.
The rating obtained is (RESULT), where the company QUALA S.A, presents with a "Relative
Strength", due to the management of the warehouse that carries out its activities with the
support of technologies and provides advantages in the management of the supply chain. , in
inventories such as Just in time, to respond to changing market demands.

Variables:
1. Does the company have an automated control for the storage of finished products?
2. Does the company have technological storage systems for finished products?
3. Is warehouse dispatch considered to be effective for order fulfillment?
4. Are the operations within the warehouses of the Supply Chain carried out in a mechanized
way?

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5. Is warehouse management fully supported by a computerized system?
6. Is the internal organization of the warehouses highly efficient and with good internal order?
7. Are the working conditions in the warehouses highly safe for loads and people?
8. Is there a wide use of auxiliary means for cargo handling?
9. Is the cargo identification system supported by information technology?
10. Are there products that have not rotated for more than six months?
11. Is there an intention or plans to expand or build new warehouses?
12. Are there losses, deterioration, loss, shrinkage and obsolescence of merchandise?
13. Are the skills and knowledge of the staff sufficient for its operation?
14. Is the number of personnel considered sufficient for the existing volume of activity?
15. Is there a high potential for rationalization of the number of existing staff?
16. Is there a formal training program for staff?Grafica Tabla. Calificación.

Analysis of the results.

The application of technologies facilitates the functional and labor improvement of the
employee, and the optimization of the workforce. We also have an assessment obtained and that
with greater relevance affects the SCM of the organization, is the level of use of the areas
destined for storage, which shows the application of a good plan for the distribution of
merchandise and flow of materials within the warehouse, whose efficiency is increased with the
mechanization of material handling, while travel times are reduced, increasing productivity.

2. Internal Transport Technology.

The rating obtained is (RESULT), where the company QUALA S.A, presents with a
"relative strength", because it has sufficient means for the development of internal logistics in
terms of flow of materials and supplies and information, according to the needs of the company.
The company has a barcode cargo identification system and a formal training program for staff.
In the first instance, barcode identification technology ensures the information flow oflocation,

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description and composition of loads or grouping of merchandise, generating a true traceability
of the transportation flow. Internal transportation includes the mobilization of raw materials,
packaging material, samples and finished product, mainly. If there is no continuous education
and training plan for the personnel involved in the internal transportation process, it opens a
window to operational error, such as losses, deterioration, contamination in the loads that are
supplied that hinder the organization from improving. your productivity process.

Analysis of the results.

The application of technologies facilitates the functional and labor improvement of the
employee, and the optimization of the workforce. We also have an assessment obtained and that
with greater relevance affects the SCM of the organization, is the level of use of the areas
destined for storage, which shows the application of a good plan for the distribution of
merchandise and flow of materials within the warehouse , whose efficiency is increased with the
mechanization of material handling, while travel times are reduced, increasing productivity.

3. Internal Transport Technology.

The rating obtained is (RESULT), where the company QUALA S.A, presents with a
"relative strength", because it has sufficient means for the development of internal logistics in
terms of flow of materials and supplies and information, according to the needs of the company.
The company has a barcode cargo identification system and a formal training program for staff.
In the first instance, barcode identification technology ensures the information flow of location,
description and composition of loads or grouping of merchandise, generating a true traceability
of the transportation flow. Internal transportation includes the mobilization of raw materials,
packaging material, samples and finished product, mainly. If there is no continuous education
and training plan for the personnel involved in the internal transportation process, it opens a
window to operational error, such as losses, deterioration, contamination in the loads that are
supplied that hinder the organization from improving. your productivity process.

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 Among the variables with the best evaluation, the permanent identification of the load
during the flow of products stands out, allowing to meet the volume of demand, which in turn
provides the desired level of service. The company has a cargo identification system with bar
codes, which ensures the normal flow of location, description and composition of cargo or
grouping of merchandise, generating true traceability of the transportation flow.

4. External transportation.
The rating obtained is (RESULT) where the company QUALA S.A, has a "relative
strength", because the company has the necessary technological and management means to
manage external transport.

Variables:
1. Are all external transportation needs satisfied immediately that there is a demand for the
different processes of the company?
2. In external transportation, do losses, damages, misplacements and errors occur in the supply of
cargo?
3. Are the loads that are transported externally made using unifying means such as pallets,
containers and other means?
4. Is there a formalized external transport planning and control system?
5. Is the management of external transport supported by information technology?
6. Do the technical conditions of operation of the external transport system guarantee high
protection and safety for the personnel that works and is related to it?
7. Have there been accidents in external transportation in the last 12 months?
8. Is there a systematic planning of routes and route combinations for external freight transport?
9. Is information technology used for programming routes and combining routes in external
transport? (MST)
10. Are the external means of transportation sufficient for the volume demanded by the Regional
Office?
11. Are third parties systematically used to meet transport demand?

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13. Are the skills and knowledge of the personnel available in the management and operation of
external transport sufficient for its efficient operation?
14. Is the number of existing personnel in the management and operation of external transport
considered sufficient for the volume of existing activity?
15. Is it considered that there is a high potential for rationalizing the number of personnel
currently existing in external transport?
16. Has the staff dedicated to the management and operation of external transport received any
training in the last year?

Table 6. RATING:

Analysis of results:

It is important to highlight that the use of unitary means such as pallets or containers to
optimize cargo volumes also allows improving the traceability of transported goods, generating
real and updated information on batches, quantities, specifications and other important data,
which in the end directly influence in the level of services and the fulfillment of the demand,
with efficiency and effectiveness.

4. Information technology
5.
The rating obtained is (RESULT) where the company QUALA S.A, presents a "Relative
Strength", because the Supply Chain uses information and communication technologies that
provide support to logistics operations, in order to reduce costs and Facilitate communication in
different areas.

Variables:

1. With what intensity are the different information technologies used?

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2. To what extent are different communication technologies used to support logistics
management?
3. Is there an integrated processing of information for logistics management in the Supply
Chain?
4. Is the information widely shared by all the managements of the Companies that make up the
Supply Chain?
5. With what delay do company executives receive information about deviations in logistics
processes?
6. Do executives have timely access to all the information they require for decision-making?

Tabla 7 Calificación
Análisis de Resultados

La red adaptada e implementada posee dispositivos tecnológicos para el manejo de la

información y es totalmente compartida a través de sus sitios web. Los ejecutivos disponen de
toda la información para facilitar la toma de decisiones para definir las mejores prácticas y
estrategias que garanticen una adecuada comunicación de la información y elegir las decisiones
logísticas más eficientes para supply chain.

6. Software technology.

The rating obtained is (RESULT), where the company QUALA S.A presents a "Strength",
because they have computer programs, software for information management and production
processes in the supply chain and human resources....

Variables

1. To what degree is process management supported by the use of SIC information systems?
2. Are the different information systems highly integrated allowing the exchange of information
and decision making?
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3. Are executive decisions largely supported by available information systems?
4. Are the information systems operated by the logistics specialists and executives themselves?
5. Are the information systems used purchased from specialized firms or have they been
developed specifically for the company?
6. Do the executives and technicians have good knowledge and skills in handling computers?
7. Is the information and communication system based 100% on international standards?
8. Does the company use an agile, personalized, up-to-date and online form of communication
using XML?
9. Does the company use a standard solution to facilitate electronic commerce?
10 Is the company present in an e-Market Place?
11. Does the company have MRP, DRP, CRM systems?

Table 8. Rating
Analysis of results.

Executives in decision making rely on information systems. The company is present in an

e-Market Place and has MRP, CRM, DRP systems to support its SCM strategies and meet
corporate goals and objectives, allowing the exchange of information and coordinated decision-
making in the processes. of: sales, billing, production planning and control, demand, customer
orders, purchases, inventory control, portfolio, distribution and transportation.

7. Human talent

The qualification obtained is (RESULT), where the company QUALA S.A, presents a
"relative strength", due to the administration of human resources, being the ideal personnel, with
ethical values and specialized training that responds in their work of logistics processes.

Table 10. Variables

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1. Does the Company have a sufficient number of executive and technical personnel to develop
logistics management and operations?
2. Does the Company have a sufficient number of administrative and operational personnel to
carry out logistics operations?
3. Do the company's executives have experience in logistics operations?
4. Do the executives know the normative responsibility, regulations and policies in personnel
management?
5. Does the administrative staff know the responsibilities of human talent with the other workers
for the good harmony of the company?
6. Is there a formal program for training company personnel such as executives, technicians,
administrators and operators at least every year?
7. Does the staff that works in the company have opportunities for promotion and incentives to
improve quality of life?
8. Does the company have a formal system for systematic evaluation of the logistics performance
of personnel, and do you consider it to be fair?
9. Does all staff know and apply the objectives, policies, rules and procedures that regulate
logistics management in their activity?
10. Can the administrative and operational staff of the company make operational decisions to
provide a personalized service to customers, according to their requirements and needs?
11. Is there a wide participation of the collaborators, in the proposal and application of
improvements in the Logistics System?
12. Does the company consider it necessary to train the administrative and operator personnel
that work in the Logistics System to guarantee improvement and contribute significantly to
increasing the competitiveness of the Supply Chain?
13. Is there a wide and effective communication between the executives, technicians,
administrative and operational, of the different work groups of the Company, which allows
developing an agile, efficient logistics and a high level of customer service?
14. Is the staff important for the company, therefore, should their skills, competencies, behaviors
be taken into account for future promotion and professional improvement?

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15. Do most of the executives and technicians who work in the company have postgraduate
training in logistics?
16. What is the list of positions of the personnel that works in the logistics activity in the
Company?

Table 9. Rating
Analysis of results.

The executives and technicians who provide their service in the logistics system have more
than 6 years of experience to operate logistics systems, complementing their specialized training,
staff turnover is less than 3%, which gives stability to productive development.

8. Supply chain integration

The qualification obtained is (RESULT), where the company QUALA S.A, presents a
"Strength", the integration between each of the levels and actors of the network is good,
optimizing its performance, it has a clear concept about the importance of its correct
administration and understand that competition is no longer between companies but between
supply chains or networks.

Variables:

1. Do company managers build relationships within the company and with external parties such
as suppliers or distributors to link respective production or supply schedules?
2. Does the company have elaborate programs to improve quality, costs and timeliness in
supplies in conjunction with suppliers?
3. Does the company have a formal system to certify suppliers?
4. Does the company have a systematic exchange of information (ON LINE) with suppliers and
customers?

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5. Is there a connection between the information system and that of suppliers and customers?
6. Managers attend logistics processes for new product development, inventory maintenance,
manufacturing, shipping, delivery and returns?
7. Does the company have alliances with suppliers to improve supplies?
8. Are there defined standards, policies and procedures in conjunction with suppliers and
customers?
9. Are service improvement programs coordinated jointly with customers?
10. Is value engineering or analysis applied in conjunction with suppliers and customers to
improve the value of the products they distribute?
11. Does the company have alliances with other companies in the industry to access better
supply conditions?
12. Does the company use devices to consolidate the unit load in the warehouse, external
transport and internal transport services?
13. Is customer service organized by market segment and personalized?
14. Is the bar code system used by the company the same used by suppliers and customers?
15. Do supply chain managers analyze data and processes to find creative solutions related to the
development and adoption of logistics plans?
16. Do managers communicate with suppliers, external buyers on a lasting basis for the
development and adoption of joint logistics plans?

Table 10
Analysis of results.

At a general level, the logistics system that the company has is very good in its integration and
implementation in information technology, information systems, standardization in technology
and identification of loads, programming for the control of the distribution process and
improvement of customer service. .

9. Environmental Barriers.

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 The score obtained is (RESULT), where the company QUALA S.A presents a "Relative
Strength", because it can identify and overcome the barriers of the environment for the optimal
development of logistics.

For this logistics concept, ANDERCOL has a relative strength in its Supply Chain, with a
rating of 5, indicating that it has well identified the main barriers imposed by the environment for
the optimal development of logistics through the implementation of a systematic study on
structure inside and outside your industry, in order to know how the competition is counteracting
the negative effects of the existing barriers in the market that hinder the proper development of
logistics processes.

Variables

1. Do you identify and know all the barriers in the CS environment?

2. Are there programs and projects to reduce logistical barriers?
3. Are price wars between competitors frequent?
4. Is there a basic marketing tool that you currently compete with?
5. Is the company exposed to criticism or complaints from consumer associations?

Table 11
Analysis of results.
According to the results, the company identifies and knows the barriers of the supply chain
environment by 100%, to generate competitive advantages and achieve good performance in the
indicators that characterize its logistics performance, it has personnel at the executive level who
know and dominate the existing barriers in the market and design the strategy to counteract these
barriers.

9. Logistics Performance Measures.

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 The rating obtained is 4.0, where the company QUALA S.A, presents a "relative strength",
due to the fact that it has a system of consistent and effective indicators for decision making that
is adjusted to its personnel, which allows obtaining an optimal performance, increased
competitiveness and continuous improvement in its logistics processes.

Variables

1. Does the Company use a formal system of indicators to characterize and control the efficiency
and effectiveness of logistics management in planning, supply, manufacturing, distribution,
return, critical success factors and reduce expenses in these operations?
2. Does the company meet customer needs by reducing delivery times in logistics processes?
3. Does the company identify operational problems and look for possible solutions as a basis for
improvement programs?
4. Has the Company carried out benchmarking studies in logistics with other companies in the
industry?

Table 12
Analysis of results
The company has a formal system of its indicators, measures them frequently and
controls them to improve its effectiveness in logistics management every day, registers them and
uses them systematically, in order to implement action plans to meet the goals and proposed
objectives improving the performance of its logistics processes, increasing its level of
effectiveness and carrying out continuous improvement throughout the Supply Chain chain

9. Reverse Logistics.
The qualification obtained is RESULT, where the company QUALA S.A, presents a
"Relative Strength", due to the fact that it has an ideal planning for the coordination of activities
when claims and customer returns are presented.
variables

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 1. Is the concept of Reverse Logistics clear in the company Quala S.A?
2. Does the company formulate strategies with action plans and assigned resources?
3. Are employees aware of the benefits of reverse logistics?
4. Does the Company design systems to know the costs associated with reverse logistics?
5. Does reverse logistics in the company reduce the impact on the environment?
6. Is the environment part of the logistics strategy?
7. Does the Company have a formally established system of metrics on reverse logistics?
8. How can the company improve reverse logistics?
9. Is there a reverse logistics training program?

Table 13
Analysis of results.

It must be taken into account that reverse logistics is a methodology for efficient
planning, implementation and control of the flow of costs that is generated from the point of
consumption to the point of origin. Therefore, the company proposes strategies that include
continuous training programs, either to implement them or to improve existing ones.

Table 14. Quantification of results of the referential model

 Model element
 Logistics concept
 Logistics organization and management
 Handling technology
 Storage technology
 Internal transport technology
 External transport technology
 Information technology
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  Software technology
 Human talent
 Supply Integration
 Environmental barriers
 Measurement of logistics performance
 Reverse logistics
 Rating Minimum, Maximum Mean Standard Deviation Observation
 Graphing of the results. (Authors)

General Rating of the Referential Model in Logistics the company QUALA S.A.

It obtained a rating compared to the maximum rating of 5, which indicates that it has an
evident strength in its Reference Model in Logistics. In general terms, in the thirteen elements
they present strength in their supply chain system, it has a well-defined logistics system and
implemented throughout the chain, it has been in existence for more than a year and its purpose
is to comply with international standards for being QUALA S.A. a world-class company that
seeks the continuous improvement of its processes, increasing profitability and competitiveness
in the market.

Table 14. Quantification of results of the referential model

Recommendations

Having an area specialized in projects and developments as an important part within the
chain, creating an environment in which people are identifying opportunities for improvement is
an important element for the optimization and efficiency of the supply chain, which is why the
company must provide a suitable space and have the resources that are necessary for the
operation of the area. It is recommended that the company work on investment projects in
technology and software's to improve agility in decision-making, it is also important to start
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venturing into new logistics management trends to have a closer relationship with customers and
suppliers. In addition to being a motivational agent, integration promotes teamwork aimed at
meeting goals, technological resources must be maximized as means of interaction and
integration between the different actors in the chain. Generate contingency plans to attack
possible failures such as the handling of customer returns (reverse logistics) and formalize the
procedures that are generated, so that it is not only an idea but a reality that all those involved
comply with. Use the indicators to generate strategic plans, improve processes and establish
development plans, which have an idiosyncrasy with the indicators in that they measure

Conclusions

Supply Chain Management and Logistics processes and their activities were identified,
establishing good practices, improvement opportunities and their impact on the logistics network
through diagnostic tools.

The application of the reference model in the Company QUALA S.A, allowed an
appreciation of its logistics situation with respect to international trends. The company studied
obtains a score with little dispersed results (standard deviation of 0.62), which allows us to infer
that its processes are aligned with international logistics standards. In the thirteen elements
evaluated, superior qualifications were found... being classifiable as strengths. This qualification
corresponded to the logistics concept, in which shortcomings were found in the implementation
of effective logistics strategies that aim at operational excellence. In general, the activity allowed
us to know the general functioning of a real adaptive network with a high degree of detail,
obtaining results that can be input for the formulation of corrective plans or continuous
improvement to increase competitiveness.

By applying the referential model to the selected company, the collaborative group was
able to clearly understand the key instruments and variables to determine the diagnosis of the
current logistics with which they operate in the company. After processing the information

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within the evaluation matrix of each item, the collaborative group makes inferences to identify
the strengths and weaknesses within each process, which can subsequently glimpse the effects
and causal relationship that exists between the weaknesses of a process and the impact they
cause on other underlying factors. Finally, to conclude the characterization of the company's
logistics, the work team cites some recommendations that can be applied to the processes with
the aim of turning weaknesses into strengths, which allow the company to compete in today's
globalized world.

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 Referencias
Jaramillo, A., Durán, S., y Alexandra. (2020). La innovación en Quala, un reto más allá de una
buena idea, Universidad Pontificia Javeriana. Facultad de Ciencias Económicas y
Administrativas.
Novoa, L. (2016) Case Study: Quala, pasión por alcanzar el éxito. Fundación
Universitaria Konrad Lorenz.

Infografía: 10 ventajas de utilizar un CRM (hubspot.es)

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