Jadir P. dos Santos
Universidade Nove de Julho (UNINOVE), Brazil
E-mail: jadir@uninove.br
Iris Bento da Silva
Universidade de São Paulo (USP), Brazil
E-mail: ibs@sc.usp.br
Geraldo Cardoso de Oliveira Neto
Universidade Nove de Julho (UNINOVE), Brazil
E-mail: geraldo.neto@uninove.br
Orlando
Fontes Lima Junior
Universidade de Campinas (UNICAMP), Brazil
E-mail: oflimaj@fec.unicamp.br
André
Jacinto Nunes
Universidade Nove de Julho (UNINOVE), Brazil
E-mail: an.andrenunes@gmail.com
Submission: 31/10/2014
Accept: 15/11/2014
ABSTRACT
The objective of this work is to present,
by the means of Mind Map, the critical success factors of the project developed
by a Customs Clearance Commissioner. The research methodology used is
exploratory, through interviews, based on the Delphi technique to obtain
consensus, combined with the exploratory-descriptive analysis of a case study.
The case study was observed in an unsystematic way, with an unstructured
questionnaire. The conclusions presented here reveal two critical success
factors in the import of parts and pieces, that are compounds of machines and
industrial equipment, showing that the Mind Map is an innovative application
for managing logistics projects, enabling better visualization of critical
points, which brings improvements in the planning of activities for areas of
knowledge, applied to the deployment project developed by the Customs Clearance
Commissioner.
Keywords: project management; Mind
Map; Customs Clearance Commissioner; logistics process.
1. INTRODUCTION
According to
Kerzner (2004) in project management, planning requires creativity, in time, to
the future. The planning shows stakeholders a view of the company as a whole,
as there are several important internal and external variables that affect the
strategy of an organization. Premises or assumptions of the planning regarding
future conditions should be established, as they affect the environment of the
organization.
Strengths,
weaknesses, opportunities and threats, should also be analyzed to map responses
for the improvement in supply (NATH; OZTUREN, 2013).
One can expect
that companies that are not able to have a clear plan and vision of how to
differentiate one from the other and are unique in what they do, are easily
annihilated by contestants. Faced with so many changes that are occurring, any
company that wants to succeed, must adjust its profile to meet strategic
planning (PORTER, 1990, 2000; MINTZBERG, 1994).
Furthermore,
this work shows the application of the Mind Map (BUZZAN, 1995) for project
management in a logistic process, as it is a proposed innovation in customs
clearance.
Once the
research question is placed, it is emphasized that the goal of this work is to
develop a method of applying logistic Mind Map combined with project management
applied to a clearance commissioner.
Based on these
points, the development of this work was directed by the following research
question: Q1: How to reconcile the application of project management and the
Mind Map assessment of critical success factors in the logistic process of a
customs clearance commissioner?
The application
of this methodology was demonstrated in a qualitative study on a logistic
process of customs clearance on an implementation project of a company in
Brazil.
This paper is
structured as the following. Initially, Section 2 presents a theoretical
framework for Supply Chain Management, Mind Map, Project Management and
Technical Delphi. Section 3 presents the methodology. Then, in section 4, a
case study of the project management and Mind Map combined is presented. In
Section 5, the case presented is analyzed in light of the research questions
and, finally, section 6 presents the conclusions of work.
2. THEORETICAL REFERENCE
2.1.
Supply Chain Management (SCM) and Logistics
Businesses are
increasingly seeking excellence to achieve greater levels of efficiency and
effectiveness. Thus, this fact implies leveraging logistics management system
and evaluate the effectiveness outsource testing (CALAZANS et al., 2012;
LUMMUS; VOKURA, 1999; MENTZER et al., 2001; SAMARANAYKE, 2005).
According to
Ballou et al. (2000), Fawcett and Magnan (2002), and Arshinder Deshmuk (2008)
the strategy of SCM is seeking cost reduction, because the products are
manufactured, ever more in different countries where they are consumed today.
In addition, the process can be mapped by the value stream, setting
opportunities to eliminate waste; but the implementation of action plans to
achieve those outcomes should override the changes in organizations.
SCM is already
much more than a synonym for logistics. It includes the management of all
activities involved in identifying suppliers, purchasing, manufacturing,
operations and logistics. It also integrates the supply and demand management
between firms within the supply chain (BALLOU et al., 2000; BARRATT, 2004;
ARSHINDER; DESHMUK, 2008).
From this point
of view, the challenge of globalization makes supply chain management change
for an issue that goes beyond national borders - customs clearance. This type
of order includes geographical distances that cause an increase in logistics
costs to improve customer service (BAINES; LIGHTFOO, 2014; HAN; GOOI, 2006;
TAKEDA et al., 2008; OZGEN; TANYAS, 2011; PAULRAJ; ARLBJORN, 2013).
Customs
Clearance Commissioners engages in the foreign trade area, coordinating and
supervising the services with other companies that are competent to operate in
cargo areas: customs, infra-aero and other load depositories. And, also
operates with the customs clearance. It is also important to make risk analysis
(GARCIA; WEISSERB, 2006; COELHO; LEE, 2008; CAI et al., 2009; KONONEMA et al.,
2011).
2.2.
Mind Map
Mind Map is a tool used to arrange thoughts;
it can be the expression of radial thought and a graphical technique that
provides the key to unlock the potential of the human brain. The Mind Map can
be applied to any aspect of life in which the development of learning and clarity
of reasoning can improve the performance of the human being (BUZAN, 1995;
BREDILET, 2008; CLAUSS et al., 2013).
It is also important to inform that the
characteristics of the Mind Map, are not the use of subject records formatted
into sentences, in other words, a sentence is not necessary to explain the
topic or sub-topic treated in time, due to the form in which it is adopted,
because the important thing is the keyword of the subject, image linked, to
facilitate memorization (EPPLER, 2006; BERDIE, 2009).
Each branch of Mind Map works as a multiplier,
with exponential amplification possibilities. According Buzzan (1974, 2005),
this is where the intangibles such as ideas, information and relationships,
become tangible and applicable to project management.
Among the many benefits of Mind Map, Buzan
(1995), Eppler (2006) and Peneder (2008) point out the following: pleasing to
be seen; reading, enjoying and remembering; being more creative; saving time;
solving problems; concentrating; organizing and clarifying thoughts;
remembering best; studying with greater speed and efficiency; making the
studies more enjoyable; planning; communicating and surviving.
2.2.1. A conceptual comparison between methods of
knowledge construction
In the planning process
there are several cognitive tools, Eppler (2006) made a comparison between
four of them: concept map, mind maps, conceptual diagrams, and visual
metaphors. Comparing the tools (Table 1), one sees that they have benefits by
applying visual mapping techniques that stimulate the graphical reconstruction
of knowledge in a positive way.
Table 1: A comparison of concept
maps, mind maps, conceptual diagrams, and visual metaphors
Format Parameters |
Concept map (J.D Novak) |
Mind map (T. Buzan) |
Conceptual diagram |
Visual metaphor |
Sample thumbnail representation |
|
|
|
|
Definition |
A concept map is a top-down diagram showing
the relation- ships between concepts, including cross connections among
concepts, and their manifestations (examples). |
mind map is a multi- coloured and image-
centred, radial diagram that represents seman- tic or other connec- tions
between portions of learned material hierarchically. |
A conceptual diagram is a systematic depiction
of an abstract concept in pre-defined category boxes with specified relationships,
typically based on a theory or model. |
A visual metaphor is a graphic structure that
uses the shape and elements of a familiar natural or manmade artefact or of
an easily recognizable activity or story to organize content meaningfully and
use the associations with the metaphor to convey additional meaning about the
content. |
Main function or benefit |
Shows systematic relationships among
sub-concepts relating to one main concept. |
Show sub-topics of a domain in a creative and
seamless manner. |
Analyze a topic or situation through a proven
analytic framework. |
Organize content meaningfully and convey main
message
about it. |
Application guidelines |
Use it as a learning support tool for
students, that is, to summarize key course topics or clarify the elements and
examples of an abstract concept. |
Use it for pre-analytic idea jostles or rapid
note-taking, or to structure the main contents of a course or topic
hierarchically. |
Use it to structure a complex topic with the
help of pre-defined categories. |
Use it to memorize
the key elements of a method
or concept by placing them meaning- fully within a fitting graphic metaphor
that shares one or more properties with the
topic. . |
Source: Eppler, 2006.
Table 2 presents an overview of Table 1, namely the
advantages and disadvantages of the four displayed formats.
This work uses the "Mind Map" through the
program free mind, as for the disadvantages of applying Mind Map's, they were
minimized, because the project participants were directly involved in the
preparation of mental maps and / or were communicated at meetings about the
proposed changes, thus reducing its complexity. Furthermore, the application of
the "Mind Map" in a customs clearance commissioner is beneficial in
relation to rapid systemic vision, by facilitating the missing analysis of the
project activities through mental mapping details of the activities and for
being easily didactic applied in the logistics sector.
Table 2 - Advantages
and disadvantages of the four visualization formats
Format Parameters |
Concept map (J.D Novak) |
Mind map (T. Buzan) |
Conceptual diagram |
Visual metaphor |
Main advantages |
1. Rapid information provision. 2. Systematic, proven approach to provide overview. 3. Emphasizes relation- ships a.nd connections among
concepts. 4. Ability to assess quality of concept map through
evaluation rules. |
1. Easy to learn and apply. 2. Encourages creativity and self-expression. 3. Provides a concise hierar-chic overview. 4. Easy to extend and add further content. |
1. Provides a concise overview. 2. Structures a topic into systematic building
blocks. 3. Assures that main aspects are considered. 4. Can be applied to a variety of situa- tions in
the same manner. |
1. Serves as a mnemonic aid (method loci). 2. Draws attention and in spires curiosity. 3. Activates prior knowledge about metaphor domain. 4. Facilitates understanding by triggering
functional associations. |
Main disadvantages |
1. Not easy to apply by novices; requires extensive
training. 2. Concept maps tend to be idiosyncratic. 3. Time consuming evaluation through tutors. 4. The overall pattern does not necessarily assist
memorability. |
1. Idiosyncratic, hard to read for others. 2. Represents mostly hierarchic relationships. 3. Can be inconsistent. 4. Can become overly complex (loss of big picture). |
1. Can be difficult to understand without knowledge
of category meanings. 2. May not be appli- cable to the topic at hand. 3. Does not provide mnemonic help 4. Does not foster creativity or self- expression. |
1. Cannot easily be extended or modified. 2. May be misunderstood, may trigger wrong
associations. 3. Can be difficult to draw (rapidly). 4. Can be manipulative or misunderstood. |
Source:
Eppler, 2006.
2.3.
Project management
In the bibliography there
are several definitions for the project because the understanding of the
project is different to each individual that defines it (OJIAKO et al. 2011).
PMBOK - Project Management Body of Knowledge defines it as: "A project is
a temporary endeavor undertaken to create a product, service or result" (KERZNER,
2004; JOHNSON, 2013).
It can be defined based on
citations of previous authors that the project is a temporary endeavor, with
beginning, middle and end set to create a unique product or something. The
project will be finalized when the delivery of what was planned is made (LEWIS,
2000; GAREL, 2012).
The context of project
management consists of nine knowledge areas are: Integration; scope; time;
cost; quality; Human Resources; communication; risk; Acquisitions (FORTUNE;
WHITE, 2006; MARQUES et al., 2010;. REICH et al., 2012; YAGHOOTKAR; GIL, 2012).
In figure 1 it is shown how this connection is in management areas, and in
Figure 2, how these areas would be with the concept of Mind map.
Figure 1:
Connection between the 9 areas of project management.
3. METHODOLOGY
Every thought begins with a problem. Those who are not able to perceive
and formulate problems clearly cannot do science (Rosenbaum and Rubin, 1983).
This paper evaluates the application of the Mind Map for the critical factors
of logistics process of a customs clearance project to establish a company in
Brazil.
Qualitative research is multi-methodological about the focus, involving
an interpretive, naturalistic approach to its subject. This means that
qualitative researchers study things in their natural setting, attempting to
make sense of, or interpret phenomena in terms of meanings people bring to them
(EISENHARDT, 1989).
The role of the methodology is to conduct the research in accordance
with the requirements, scientific (GLASER; STRAUSS, 1967). Looking to show some
of the specificities of the research, in terms of forms of reasoning, stating that
the argumentative (or deliberative) nature of the proceedings is explicitly
recognized, contrary to the traditional conception of the research, in which
are valued logical-formal and statistical criteria. To meet these precepts we
used the following methodology (YIN, 1994):
1. We started with the definition of a relevant application of mind map and
the knowledge areas of PMI (Project Management Institute), depending on the
theme: sustainability; importance; originality;
2. The method of a scientific discipline
is its own intrinsic form of thinking and knowing. Therefore, The theoretical
reference, with which the researcher works and through whom he received his
training is of great importance, therefore, a research was carried out on
project management, Mind Map and Delphi technique;
3. We applied a questionnaire for
consensus (structured) to the company's board and its staff as an application
of the Delphi technique, and set up the critical success factors for a project
to set up a business in Brazil;
4. Presentation of the case study
(descriptive);
5. The corresponding areas of project
management were applied in the form of Mind Map;
6. There was reflection on the problem and
use the Mind Map, and how to apply it in the knowledge areas of PMI, to favor a
logistics project.
The
item numbers 3 to 5 were performed in parallel.
This methodology is presented in Figure 2 below.
Figure
2: Methodology applied.
4. CASE STUDY
4.1.
Characterization of the enterprise
First, before beginning, one should
clarify that companies that will be worked on this case study will receive
fictitious names of Spratill, for the company will implement a factory in
Brazil, and GeoComex, representing the customs clearance commissioner (see
figure 3).
The business group GeoComex with over 35
years of world-renowned company active in international market, was one of the
protagonists on International Shipping and Customs Clearance industry in South
America, and in Brazil since 1994 has distinguished itself from other Customs
Clearance Commissioner for not selling just order, and also a degree of quality
and excellence of its professional and service, treating customers as unique.
Here we highlight the provision of service (JAYRAM; TAN, 2010; RODRIGUES, 2012;
CARTER, 2013).
The company Spratill, which gave research
basis is comprised of more than 40 branches already established in Brazil,
working with natural resources and energy, agricultural products such as grain,
fertilizers, petrochemicals, metals and various other areas. It performs the processing,
transportation and marketing among other activities. With more than 20 years
since it was formed, operates in more than 140 locations, with more than 15 000
employees in more than 70 nationalities. Actively participates in philanthropic
activities on Brazil in favor of orphans, as well as over five environmental
projects in the world, to balance the emission of carbon and other activities
in different areas.
4.2.
Development and its phases
The case study below will elaborate the
composition of two phases, namely, will be divided in two sides of studies. The
first side will have the vision of GeoComex Customs Clearance Commissioner, and
the second side is the Spratill Company and the view that the Commissioner had
and has of this side, since you cannot have access to the company and the
people involved. The division into parts of the case study will be as follows:
The first phase will address issues related to the Customs Clearance
Commissioner, in other words, how it came to the implementation of the logistics
project of the company in Brazil, as well as the of study of the project in
order to develop a proposal, also, the people involved and other issues that
will be addressed and will be part of the research for consensus achievement,
which will be analyzed and mapped. It can be observed in Figure 3 some of the
steps that will be addressed during the case study, taken from the development
of the project undertaken.
Figure
3: Initial Flow of the GeoComex project.
The second phase of the case study will
address since prior to acceptance of the Spratill company proposal through
delivery, as the phase of the project which the GeoComex company is responsible
for is scheduled for completion in early March 2013. Within this phase, the
project is planning to bring in machinery, equipment and accessories quickly
and without loss of merchandise which will compose the installation of the
company, according to the schedule, and even the identification and
neutralization of unnecessary expenses. Other issues relevant to the project
wil also be addressed. A brief description of the planning Spratill, seen by
the company GeoComex is presented in figure 4.
Figure
4: Initial Flow Spratill.
Evaluations will be made on the nine
knowledge areas of the project management combined with Mind Map. In the flow
of Figure 5 there is a brief demonstration of how it will be done throughout
the case study, such as the mapping of the processes developed.
Figure 5: Flow project
separating the first phase from the second phase.
Delphi
technique was used to reach the critical success factors, these factors are
named with consensus, which are the main processes to be analyzed and mapped.
The
first part of the case study presents Figure 6, which shows the flow of the
initial procedures developed by GeoComex. It is not a stream with all stages
developed, but most of the main parts of which will be removed for the
consensus analysis.
Figure
6: Project initial flow.
It is observed in Figure 8, which is
highlighted in colored numbers. They are used to inform the order of activities
and their dependencies, i.e., you cannot prepare a proposal without knowing to
whom it is dedicated, therefore it is critical to have information about the
project, what is its purpose, what is the due date for achievement, among
others. The proposal developed to meet this project was composed for the two
phases. The first phase involves working to bring the parts and pieces that
made up the machinery and the second phase is delivery to the desired location.
The beginning of the first phase of the
project consisted of the locations from where the goods are brought, in other
words, by being multimodal operations that would be coming through the port of
Santos and the borders of the country, which could be by Uruguayana, Foz do
Iguaçu, São Borja and / or Corumbá to understand the company's needs. (Here, a
map showing the cities could be placed)
The importance and need of the mode
enabled for the company was highlighted. Thus the company was habilitated in
the Common modality, since the company would be making operations in foreign
trade, which should exceed the amount of $ 150 thousand US dollars or the
equivalent in another currency for imports CIF (Cost, Insurance and Freight),
as the simplified mode is defined for minor imports, in section II, paragraph
2, of Art. 2. And three hundred thousand US dollars or the equivalent in
another currency for FOB (Free on Board) exports, the Normative Ruling of the
Federal Revenue 650/2006.
For the parts and pieces that came from
Asia and Europe, the company was already aware that depending on the size of
the ship, it would not be possible to enter the same port of Santos, therefore
it would be necessary to transship the goods.
A team was structured after project
acceptance, with seven employees of the GeoComex Company, who became the
project cell. Other employees would help, with partners in each region with
operations. The members of the project cell team were selected based on
experience.
A team of professionals with different levels
of experience was structured. In the meantime, Spratill had structured their
team to develop the project, but many of the people who composed this team did
not have the knowledge needed for a large operation, resulting in the delay of
preparation and submission of documents for analysis and confirmation of
shipment authorization.
The proposed expenses were not included,
which could arise, such as: trips to borders and abroad, as well as other costs
that this would entail, such as lodging, meals and others, reporting this
situation to Spratill, and the need for personal monitoring to fix it, sending
all the expenses that would have separate billing, where the company never
objected to authorize travel and expenses.
Planning regular meetings to know the
status of the case, issues and other matters of the project, was also not
included. The meetings took place according to need, not planning or taking
notes on what to be spoken.
The proposal developed to meet this
project was composed of more than one phase, i.e., the Spratill has several
suppliers, so the GeoComex would have different processes for monitoring.
4.3.
Delphi technique
Based on what was defined in the Delphi
technique, the same was applied to produce project information, this
information has been filtered so that it was possible to obtain the consensus
of the project (Table 3). The consensus is the critical success key factors of
the project that will be mapped by the Mind Map.
Table 3: Application of the Delphi
Technique.
Companies involved |
Process |
Manage high |
Manage |
Operational |
Total |
GeoComex |
A- Conquer the customer |
3 |
2 |
|
5 |
GeoComex |
B- Structuring a team |
3 |
|
|
3 |
GeoComex |
C- First operation |
3 |
2 |
1 |
6 |
GeoComex |
D- Second operation |
3 |
2 |
1 |
6 |
Spratill |
E- Financial conditions |
|
2 |
|
2 |
GeoComex |
F- Complicated logistics |
|
|
2 |
1 |
Source:
The authors.
Table 3 shows the processes started and
the company that is responsible for them. The experts of the project, who
contributed on the research highlighted the keys for project success, so each
expert had the burden of reaching consensus. After a few group meetings we had
two consensuses that will be addressed in the main processes to be analyzed and
mapped.
4.4.
Implementation
The consensuses obtained are the critical
success key factors of the project that will be mapping the Mind Map, analyzed
and considered as First and Second Operation. The two operations performed by
the port of Santos moved 76 containers of 40 ', and 2 containers of 20',
considering only the first shipment of parts. These operations were analyzed in
the nine knowledge areas with the principles of Mind Map, resulting in
important observations within the process obtained as consensus, and mapped.
For each of these operations, there is a petition to request the Secretariat of
the Federal Revenue of Brazil, which asks permission to the Federal Revenue of
Brazil, in the city where the factory is being installed, so that only one
Import Declaration is made, for more than one bill of lading, due to the volume
and weight to be carried by a multimodal operation, combining transport by
river and road environment, which flow a significant amount of trucks.
A full inspection of goods was requested
in the whole establishment of the importer,
and that there may possibly be escorting by convoy and the Federal
Highway Police at certain stretches / federal highways, due to having forged
parts and large parts that have excess height and width.
The petition request for a conference at
the site of the applicant should be made according to the dimensions, however,
in the Declaration of Tax registration a classification of the complete
machinery or equipment has been made, i.e., the company agreed to assemble the
machine or equipment to make a conference in accordance with Statement of
Taxes.
This is based on the Normative Ruling of
the Federal Revenue in 680/2006, Article 35, Items I and III, combined with
Articles 47 and 68, item I, paragraphs a and b, thus proving that there was a
correct classification, and consequent payment of customs taxes, plus the
perfect description and identification system for customs clearance.
After the arrival of goods at the port of
Santos, they were being cleared for carriage, and then left in groups. There
were some problems to release the trucks when they arrived in the destined city,
for example, in which the rain made it impossible to return to the place of
taxation for inspection and release, so drivers had to wait, which delayed the
next group, therefore, many of the trucks had to return and recharge for the
next release, which occurred around 4 days, depending on the date scheduled for
tax inspection.
The Spratill Company provided an aircraft
to transport the inspectors appointed by the Section of Customs Control for
monitoring, from the city where the auditors were to the GeoComex plant, but
there were fiscals, who refused to, prefer to use the IRS cars. It wasn’t only
the operations that entered the port of Santos who had transportation and
conferencing problems. Also, the operations carried out by border also had
problems, as an example, there a delay in the machines that were in waterway
transportation by the International Freight and Customs Transit Declaration
Manifest, due to drought in the region, the draft of the barges were getting
stuck; thus, the operation had a delay of three months. Eventually, it was
necessary to wait for the rains to continue the navigation.
a) First Operation
The first operation (not due to sequential
mode of transport) began importing in early December 2011. This operation was
of the parts and pieces from a country in Latin America, which used
multimodality, on road with trucks, river barges and ending on road with
trucks. These parts and pieces, has a set of machines which came dismembered
due to the size and weight which corresponds to approximately 1,360 tones
(gross weight). A period of 120 days was established for this operation, from
the start date. The critical factors for the success of this first project
process were:
a.1) Scope
In Figure 7, it
is drafted in the Mind Map the factors described in the scope of this first
process, evaluated and analyzed, and can be seen how information leads to other
information. In this area of logistics, since the departure of the goods from
the manufacturer to the importer, was all prepared by the exporter, resulting
in only one monitoring path and negotiation on arrival of the goods in the
country with the tax, it was only possible with the departure of the CEO and
coordinator GeoComex, in which the fiscal ended up doing the same release of
merchandise without sail, which goes against the conduct of the same.
Figure 7: Scope Flow of the
first process.
a.2) Time
The flow of the activities occurring in the area of
time can be seen in figure 8, which shows the connection information with other
areas, such as the inclusion of an extra time in scope with the activity of the
barges removal of merchandise. As there wasn1t this time, it resulted in the
delay in the project as a whole.
As for time, planned by Spratill and what has been
accomplished, one realizes that the company did not include extra time, i.e.,
the company planned so that there could be delays, which resulted in only about
three months delivery delay, because it was stranded in the river, waiting for
the rains to return the river to fill and so continue the journey.
Another step that had great impact on the delay of the
schedule prepared by Spratill was lack of land preparation, i.e., it was not
flat nor with other needs in order to receive the parts and pieces of machinery
and equipment. Figure 8: Time Flow of first process.
Figure 8: Flow of Time first process.
a.3) Costs
In Figure 9 is presented a more complete
analysis, GeoComex did every part of logistics held so far under the control of
the exporter, so there was a more detailed follow-up and an expected result,
but it could not have occurred because they forgot this step in the schedule.
As the company had not planned to include
additional time in the schedule, it did not include expenses that could occur.
Delayed Merchandise that got stranded due to drought, unusual at the time,
Spratill had no preventive, but corrective action.
It is within that area the result of
miscommunication early in the project where GeoComex did not know the logistics
had been made by the exporter, this resulted in the need to personally check
what was happening with the merchandise.
Figure 9: Flow Cost of the first process.
a.4) Human Resources
Figure 10 shows
the relationship of the first operation with those obtained and motivated,
human resources is presented based on the feedback information, which took a
while to come. This occurred when the Spratill team was requested some
information, because of lack of information concerning the operation in
progress. Thus, the schedule was not completely impaired, but there was some
delay at the beginning.
Figure 10: Human Resources flow of the
first process.
a.5) Communication
Figure 11
identifies some of the critical key factors, such as lack of communicating
between Spratill and GeoComex, the exporter had already prepared all the
logistics of delivery of goods, both within the country of manufacture and at
the delivery of the goods.
This lack of
communication led to uncertainties such as the collection of new information.
Thus, a miscommunication led to a corrective action that would not have needed
to be done if they had had the information earlier.
Also noteworthy,
it is that there are no scheduled meetings between companies to assess the
situation and reset procedures, based on the information gathered with the
GeoComex CEO. Here we highlight the importance of monitoring meetings. Because
they do not usually occur, and thus applied corrective action.
Figure 11: Communication flow of the first process.
a.6) Risks
The figure 12
depicts the situation where there is lack of important information such as the
logistics goods delivery, which may pose risks to the operation, although it
has been checked and confirmed that there were no major problems, one realizes
that the omission or forgetting a piece of information can become a danger to
the validation or not of the operation.
There is still
the risk that happened to the petition for authorization of the conference in
the establishment of the imported goods, since the operation began in December
2011 and the petition to request authorization was only presented to the
Federal Revenue in early first week of January 2012, with authorization
approval in the second week of February 2012.
Figure 12: Flow Risk of the first process.
b) Second
Operation
Also at the end of
September 2011, the second operation began, from Europe, which has
approximately 124 735 tons in gross weight. It arrived through the port of
Santos in early December 2011, and was taken to the town where the factory is
being built.
b.1) Scope
Wasn’t a creation
of a WBS, so we could not verify whether the processes were done at the correct
time? Monitoring was done based on the set time, ie, when the trucks leave
Santos with destination to where they would be released, made an estimate time,
that if not met, would know that there would be delay, thus increasing the
risks, delivery costs and qualities (see Figure 13).
Figure 13: Scope Flow of the second process.
b.2) Time
There was
inclusion of a gap (extra time) in the delivery and release of the merchandise,
that is, it was told that there was no problem in this process. But not always
when the truck arrived, it was cleared to leave the goods in the factory plant
and return to Santos and take the next batch (see Figure 14).
Figure 14: Time Flow of the second process.
b.3) Cost
With IRS delay
in releasing the trucks, there were costs that were not anticipated as the
driver's stay, among others. The delay in the release of the trucks that would
return to Santos, delays the next batch; thus eventually increasing the storage
amount of the second batch to be transported (see Figure 15).
Figure 15: Flow Cost of the second process.
b.4) Quality
As there was no
definition of time, with the beginning
and end of the process, it will be much more difficult to endorse the service
that was delivered with quality or not. Because the quality (see Figure 16) of
the provision of services in logistics, is evaluated based on the time and cost
versus planned done.
Figure 16: Quality Flow second process.
b.5) Communication
The lack of definition of
roles and responsibilities in the process, can generate major disruptions, such
as occurred where the person A was hoping that person B shedualed a date with
the IRS to check the goods, but B did not the schedule hoping A would. The lack
of communication (see Figure 17) between the two should not have been defined
by whom this responsibility belongs to.
Figure
17: Communication Flow of the second process.
b.6) Risks
Regarding the
petition for authorization of checking of goods in the importer's
establishment, it was found that the documentation had not informed that the
Federal Inland Revenue what would be the time to move all the cargo in the
country of origin to Brazil, and moving the same to the factory plant. Thus, at
any moment, there could be a notification from the Federal Revenue.
The delay in
clearance of goods, which are not planned delay in this process and where there
was a lack of fiscal, rain made it impossible to check, among other issues,
which have generated unforeseen expenses and time exceeded.
There were also
problems with the amount of trucks for transportation of parts and pieces,
because even though the group with more than 150 trucks, they were not enough,
thus it was necessary to the return to get the second batch of merchandise.
At the exit of
the warehouse in Santos, one of the drivers noticed that the container he was
carrying was shaking, i.e., the part was loose, as promptly warned the head of
the project at GeoComex, who immediately contacted the store asking for the
return of truck and that should be tied again (see Figure 18).
Figure
18: Flow Risk of second process.
b.7) Acquisition
There was no acquisition
(see figure 19) of specific equipment for handling parts, parts bins, and thus
some trucks waited until it was possible to remove the goods from above, and
return to transport next batch.
Figure 19: Acquisitions Flow second process
(equipment in Portuguese).
5. DISCUSSIONS
After doing a series of interviews using
the Delphi technique with those involved in the GeoComex company project, the
implementation of the company's first plant Spratill; it was observed that the
responsibility was well fulfilled. But the question of time and cost was not
met due to not having devised a WBS including a planned gap.
In addition, some of the risks identified
in the two operations was caused by lack of communication, both in
responsibilities, not as well designed, as the disregard of information that
were seemingly simple, as logistics made by the exporter, in which GeoComex
would only follow. But it could bring big trouble to Spratill, which can be
reversed in time.
One can also see
the other point in which corrective actions were taken, in which the
displacement of people was necessary, generating costs, while they could devote
to another part of the project if there was more integration between simple
information.
It can be
observed that not all aread were worked on by the project management, in which
all the information is connected at some point in the project, for example, to
demand support from someone who did not received them, among others, not being
applicable to the analyzed process.
The GeoComex did
not systematically define adjustments for meetings and alignment of actions
taken. It was used for meetings, only to deal with problematic or contractual
situations. The previously posted comments, are shown in Figure 20, which shows
the flow of some failures in the development of the project, which could have
been avoided or minimized.
The implementation of the operation of the
company in Brazil handled from start to finish more than 300 trucks from the
port of Santos to the location where the Spratill plant was installed.
It was not an easy nor uneventful best
scenario within the project, but was completed successfully despite having some
problems, particularly due to the conditions of the roads, which were in poor
condition. As well as, the issue of low river bed, not allowing the modal
rainfall at a given moment.
6. CONCLUSIONS
We
conclude that the Mind Map is a tool with application to improvement of
planning. It is important when you have the knowledge and the form of its
implementation, which results in a more comprehensive view of the process, and
we could visualize potential failures, thus working with preventive and not
corrective actions. The Mind Map can be applied to the management of logistics
projects, facilitating the visualization of all necessities for the proper
development of each stage of the project through keyword topics, multiplying
with ramifications of their exponential, being heightened by the nine areas of
project management. After a period of tool use, it can be seen that , as is
advocated by Tony Buzan, it acquired
knowledge, which tends to be simplified, so the actions to be taken were more
visible, both in preventive actions, as the corrective. Possible faults tend to
minimize, when looking at the project as a whole, and from different angles, in
a systemic way. In the year 2014 the company started its operations so you can
put into practice the project of export production.
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