Here are the answers to frequently asked questions we receive, click on the question to see the answer.

The definition of logistics as the Council of Logistics Management (CLM) is: To plan, implement and control efficiently (cheaply), the flow and storage of goods, services and related information from point of origin to point of consumption. In order to meet customer requirements. In other words, it is the "Operational Part of joining the Gaps between the links of the chain"

The definition of Supply Chain Management under Supply Chain Council (SCC) is: Every effort to produce and deliver a final product or service, from the supplier's supplier to the customer's customer. SCM includes: managing relationships between supply and demand, planning the supply of raw materials and parts, capacity and punctuality manufacturing and assembly, Re-structuring tactics and storage processes and inventory, order entry, distribution through all channels and dispatch and delivery to the customer. In other words it is the "strategic part to close the Gaps between the links of the chain"

In short, SCM also includes the process of logistics, management planning, sourcing and manufacturing.

According to the "Outsourcing World Summit" the reasons for outsourcing are:

• Focus on the "core business", 36% (Core Business)
• Reduce costs, 36%
• Improve quality, 13%
• Increase speed to hit the market, 10%
• Improving innovation, 4%
• Preserve capital 1%

Through outsourcing, companies acquire the necessary results and not with employees and domestic investment in fixed assets, but through an investment in a flexible relationship with a service provider.

The 3 parts of a successful outsourcing are: Strategy: outsourcing should not be seen as an end but as a way to reach the end. Successful companies outsource to create specific advantages in their business. Selection: You must select the best areas to outsource and select the appropriate organization with which join. System: There must be a management system to ensure that the relationship will continue to generate the benefits sought and received permanent necessary investment of time, attention and energy management. Once created, a relationship of outsourcing becomes a strategic, so valuable and so critical to the organization that hired him, like any other asset.

In order to have an effective and world class SCM, a company has to do not just one, but many things well. For example, they need to achieve synchronization processes as planning, procurement, manufacturing, inventory management, warehousing and distribution. They also need to develop multifunctional processes and high integration with technological solutions between suppliers and customers to have visibility throughout the chain.

Build it and get a handle on all of these capabilities, they can take many years to companies. But what brand and products that generate sales where they are? Therefore it is important to define the "core business" of a company and try to outsource other companies who are experts.

So the strategy is to define where to invest the little money generated by the company:

What resources to design, produce, store and deliver products? or
In ways to grow sales faster with less infrastructure?

Every day, more often customers find they can maximize efficiencies and contain costs by outsourcing a variety of processes within the supply chain.

YOBEL Supply Chain Management offers a variety of services focused on the needs of customers. We help companies in the areas of:

Inventory management, minimize the value of inventories throughout the chain synchronizing with demand, reducing the costs associated with their maintenance, differences, shortages, obsolescence and financing.

Supply management, supply, planning and conduct track purchases, strategic relationships with suppliers and quality audits. Manufacturing, we specialize in planning, engineering, construction and management of factories ensuring high flexibility at low operating costs.

Transportation management and distribution guarantee maximum efficiency in the use of vehicles, routes and staff to improve customer service. We also handle returns, exchanges and conditioning.

Warehouse management, ensuring maximum use of space allocated redesigning or reorganizing them at the lowest possible operating cost.

Information management, analysis and evaluation of requirements and information technology to streamline chain activities and the best ratios to measure it.

These services are provided at the level of: Consulting, when the client does not need to outsource their operations, but need help. Insourcing, outsourcing when the customer needs while using its assets. Outsourcing, when the customer needs to outsource using our assets.

YOBEL Supply Chain Management is a strategic ally for your business, we share the risk and the successes guaranteeing integrated solutions with proven benefits.

Our extensive experience in Supply Chain Management combined with our permanent industrial training and logistics enables us to help businesses identify operational improvements and take actions that lead to quick results.

Some of the benefits we can achieve:

  • Reductions and high inventory turnover.
  • Reductions shortages.
  • Reduce product costs.
  • Reduction of the production cycle.
  • Reduce transaction costs.

Some features are:

  • Excess inventory
  • Increased costs
  • Poor customer service
  • Lost profits
  • Underperforming assets

From the cost point of view, it is where you perform the best benefits, a recent study showed that the total costs of the supply chain become 75% of the operating budget expenditures.

MIT recently conducted a study that showed that companies that have successfully implemented these programs achieve benefits among which we have:

  • Inventory reductions up to 50%.
  • 40% increase in on-time deliveries.
  • 27% reduction in accumulated product cycle.
  • Doubling inventory turns.
  • 9 times reduction missing.
  • 17% increase in sales.

Another study by a consulting company found that these companies typically achieve excellent results in: Reduce operating costs by 20%. Improve asset productivity. Be more efficient in responding to changing market demands.

The "core business" (Core Business) is just what the organization is "the best in the world" doing. Everything else is the "heart" of someone else and it is best to hire through a strategic relationship with a specialized company.

A core competence is an essential skill of the company, it is an activity or the integration of a set of activities (not a product) that allows entry into different markets. This can be either the domain of a production process, as a very good interaction with my customers to let me define the product according to their needs, a unique format of distribution channels, etc.

This ability is valued or required by consumers and are therefore willing to pay more for it. It is a difficult skill to imitate by competitors, either because it involves a "know-how" that is not available or experience or mastery of that skill achieved over time, or the investment in research.

Los criterios para evaluar una cadena de abastecimiento desde el punto de vista estratégico son cuatro.

  1. Los costos: El análisis de los costos en función de las actividades, o "ABC", es una buena herramienta. También pueden asignarse los costos por canal o por cliente. Tratándose de un proceso de gestión horizontal, en el que se "entrega" la función a otro eslabón de la cadena, es de vital importancia conocer en detalle su costo a la hora de transferirla.
  2. El inventario es otro de los criterios de medición, ya que representa un valor considerable en términos de activos corrientes.
  3. La velocidad; es decir, el tiempo transcurrido entre la generación de una orden y la correspondiente entrega del pedido al cliente.
  4. La medición financiera: las métricas tienen que reflejar la eficiencia general del proceso. Por ejemplo, una medición que se está usando cada vez con mayor frecuencia es el "cash-to-cash", o efectivo contra efectivo. En esta modalidad, el proveedor sólo cobra la mercadería entregada una vez que el comercializador recibe el pago del cliente.

  • Argentina
  • Chile
  • Colombia
  • Costa Rica
  • Ecuador
  • El Salvador
  • Guatemala
  • México
  • Perú
  • Puerto Rico
  • República Dominicana
  • Estados Unidos
  • Florida
  • Venezuela

All the logistics operation can see through our website, where we give a user name and password, you can also give them access to their clients to see relevant information to track their orders.

Yobel works with customers focused on creating value for the company, i.e. shareholder. To Yobel the most efficient measure to measure the value created is the EVA (Economic Value Added) or economic value added. This ratio measures in aggregate how efficient the company to generate earnings above the cost of money invested in the capital that these profits are generated. Thus in each segment of the supply chain costs and assets to ensure we have maximum productivity and efficiency thereof are evaluated.

The products are worthless until they are in the hands of consumers in the required time and place. It is increasingly difficult to differentiate our products at the point of sale, every day the competition is launching products more easily and cheaply than the originals, thus the only alternative to remain competitive is to have a well-designed supply chain enabling the consumer to be first and the lowest cost. In addition, the total costs of the supply chain are up to 55% of the sale value.

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Yobel SCM

Yobel Supply Chain Management (SCM), or supply chain management, involves all the activities related to the flow of products, information and money from the supplier of supplier up to the clients of customers.

Phone: (787) 275 0200 | 275 0232