Avon Brasil: Otimização dos Processos Logísticos em Companhia de Vendas Diretas

Medeiros, Fabio; Serio, Luiz Carlos Di; Moreira, Alessandro

doi:10.1590/1982-7849rac2021190212.en

Fabio Medeiros

Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo, São Paulo, SP, Brazil.

Fabio Medeiros, Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo Av. Nove de Julho, nº 2029, Bela Vista, 01313 902, São Paulo, SP, Brazil. Email address: medeirosfb@hotmail.com. https://orcid.org/0000-0003-3395-2801

https://orcid.org/0000-0003-3395-2801

Luiz Carlos Di Serio

Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo, São Paulo, SP, Brazil.

Luiz Carlos Di Serio*, Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo Av. Nove de Julho, nº 2029, Bela Vista, 01313 902, São Paulo, SP, Brazil. Email address: luiz.diserio@fgv.br. https://orcid.org/0000-0002-4592-0682

https://orcid.org/0000-0002-4592-0682

Alessandro Moreira

Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo, São Paulo, SP, Brazil.

Alessandro Moreira, Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo Av. Nove de Julho, nº 2029, Bela Vista, 01313 902, São Paulo, SP, Brazil. Email address: ahsmoreira@hotmail.com. https://orcid.org/0000-0003-1708-8777

https://orcid.org/0000-0003-1708-8777

*Autor Correspondente

Editor-in-chief: Wesley Mendes-Da-Silva (Fundação Getulio Vargas, EAESP, Brazil) https://orcid.org/0000-0002-5500-4872

Associate Editor: Paula C. P. de S. Chimenti (Universidade Federal do Rio de Janeiro, COPPEAD, Brazil) https://orcid.org/0000-0002-6492-4072

Reviewers: Both of the reviewers chose not to disclose their identities.

Peer Review Report: The disclosure of the Peer Review Report was not authorized by its reviewers.

Fabio Medeiros, Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo Av. Nove de Julho, nº 2029, Bela Vista, 01313 902, São Paulo, SP, Brazil. Email address: medeirosfb@hotmail.com. https://orcid.org/0000-0003-3395-2801

Luiz Carlos Di Serio^**Autor Correspondente, Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo Av. Nove de Julho, nº 2029, Bela Vista, 01313 902, São Paulo, SP, Brazil. Email address: luiz.diserio@fgv.br. https://orcid.org/0000-0002-4592-0682

Alessandro Moreira, Fundação Getulio Vargas, Escola de Administração de Empresas de São Paulo Av. Nove de Julho, nº 2029, Bela Vista, 01313 902, São Paulo, SP, Brazil. Email address: ahsmoreira@hotmail.com. https://orcid.org/0000-0003-1708-8777

Conflict of Interests

The authors have stated that there is no conflict of interest.

Authors' Contributions

1^st author: conceptualization (equal); data curation (equal); formal analysis (equal); validation (equal).

2^nd author: conceptualization (equal); project management (equal); supervision (equal); validation (equal), writing (equal).

3^rd author: conceptualization (equal); project management (equal); validation (equal), visualization (equal); writing (equal).

Area	Main methodologies applied	Actions implemented	Main results
Product reception	Lean six sigma Kaizen SIPOC G-ROT	Yard management: identifying points that do not add value. Color-based identification system created for each stage in unloading, and an audio system for communicating with the drivers. Dock management: system introduced for identifying boxes and palettes using Avon's own printed barcode for use by all suppliers. Resource allocation: standardizing activities in the reception areas and introducing KPIs. Scheduling suppliers: a dock schedule was created for suppliers to establish their delivery time.	90% reduction in the average waiting time for unloading in the area. 67% increase in productivity (units received per operator).
Warehousing and movement	Lean six sigma Kaizen DMAIC G-ROT	Management of products in consignation: the Yellow Belt project for actively managing obsolete and consigned products. Mapping out and identifying bottlenecks: a movement flow diagram provided visibility to all operation handling. Stock occupancy: the Green Belt project was created for balancing the entries and exits of the operation in order to maintain the stock occupancy level below 90%. Project created for deciding on quotas per line/product segment, by which each product manager/planner would have a limited reception space.	80% reduction in the value of losses per inventory adjustment. Increase in the accuracy of inventories for level six sigma: 99.9%. 212% increase in productivity in the area.
Picking orders	Lean six sigma 5s Kaizen DMAIC SMED Design thinking TPM G-ROT	Elimination of the packing operation bottleneck using TPM: training, formation of facilitators, operator empowerment and autonomy for basic maintenance, small repairs, lubrication, cleaning, quick changes, and others. Adoption of the OEE and elimination of losses caused by stoppages: more than four hundred types of loss detected and eliminated. SMED training - quick change for reducing losses and dispersion, and balancing the campaign exchange indicators. Project for adjusting the workday to boost morale and reduce turnover, absenteeism, and accidents. Routine management: operational areas started having daily 20-minute meetings to discuss indicators and solve problems. Creation of skills and competencies with the headquarters of the HR department for improving motivation and engagement.	Increase in the OEE (efficiency rate of the operation machinery) from 60% to over 90%. Reduction in turnover and absenteeism in the operation by more than 80%. 32% increase in specific productivity in the area (picking/hour/px). 82% increase in the order processing capacity in the area (throughput). 58% reduction in time taken to change a campaign. Level 5 sigma reached in process quality.
Transporting and delivering orders	Lean six sigma G-ROT	Creation of a strategic transportation plan, with guidelines for the area to evolve services and reduce costs. Sales and transportation meetings introduced for sharing activities and anticipating actions. Monitoring deliveries using GPS and smart delivery systems. Sales reps categorized and improvements in the services on offer. 'Milk run' methodology set up to improve the load levels of trucks and reduce transportation costs. Study for reducing claims, training personnel, and the use of technology for tracking deliveries.	Level 5 sigma reached in delivery punctuality (OTD - on time deliveries) at 99.3%. 7 percentage points increase in large vehicle loads. 75% reduction in claims in the most critical location (RJ).
Reverse logistics	Lean TPM G-ROT	Reverse logistics process internalized to improve the return and use of devolved products. Study of the layout for allocating reverse logistics processes on the lines.	74% reduction in products unavailable for picking orders. 21% reduction in expenditure on reverse logistics relative to the values of returned sales.

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Avon Brasil: Otimização dos Processos Logísticos em Companhia de Vendas Diretas

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