Logistics, according to the Council of Logistics Management (CLM), is to efficiently plan, implement and control (at low cost), the flow and storage of goods, services and related information, from the point of origin to the point of consumption. This in order to meet customer requirements, in other words, it can be said that it is the “operational part of joining the gaps between the links in the chain.” Por su parte el Supply Chain Management, según el Supply Chain Council (SCC) es todo esfuerzo en producir y entregar un producto final o servicio, desde el proveedor del proveedor hasta el cliente del cliente. El SCM incluye, el manejo de relaciones entre la oferta y demanda, el planeamiento del abastecimiento de materias primas y partes, la capacidad y puntualidad de manufactura y ensamblaje, la re-estructura de tácticas y procesos de almacenamiento e inventario, entrada de órdenes, distribución a través de todos los canales y despacho y entrega al cliente. En otras palabras, es la “parte estratégica para cerrar los Gaps entre los eslabones de la cadena”. En resumen, SCM incluye además del proceso de logística, el manejo del planeamiento, abastecimiento y manufactura.

According to the “Outsourcing World Summit”; the reasons for outsourcing are: Focus on the “heart of the business” or “Core Business” (36%) Reduce costs (36%) Improve quality (13%) Increase speed to market (10%) Improve innovation (4%) Conserve capital (1%)

Through outsourcing, companies acquire the necessary results, not with internal investments in employees and 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 point, but as a way to get to the end. Successful companies outsource to create specific business advantages. Selection: You must select the best areas to outsource and select the appropriate organization with which to join. System: There must be a management system to ensure that the relationship continues to generate the desired benefits and that it receives the necessary permanent investment of time, attention and energy from management. Once created, an outsourcing relationship becomes a strategic asset, as valuable and as critical to the organization that hires it, as 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 in processes such as: planning, sourcing, manufacturing, inventory management, warehousing and distribution. In addition, they need to develop multifunctional processes and a high integration with technological solutions between suppliers and customers to have visibility throughout the chain. Building this and managing all these capabilities can take companies many years. But what about the brand and the products that generate sales, where are they? That is why it is important to define the “core business” of a company and try to outsource the rest to companies that are experts. Therefore, the strategy is to define where to invest the little money that the company generates: In resources to design, produce, store and deliver products? o In ways to grow sales faster with less infrastructure? Every day, more often than not, customers find that 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 customer needs. We help companies in the areas of: Inventory management. We minimize the value of inventories throughout the chain by synchronizing them with demand, reducing the expenses associated with their maintenance, differences, shortages, obsolescence and financing. Supply / sourcing management. We carry out the planning and monitoring of purchases, strategic relationships with suppliers and quality audits. Manufacturing. We specialize in the planning, engineering, construction and management of factories guaranteeing high flexibility at low operating costs. Transportation and distribution management. We guarantee maximum efficiency in the use of vehicles, routes and personnel to improve customer service. In addition, we handle returns, exchanges and conditioning. Warehouse management. We guarantee maximum utilization of assigned spaces by redesigning or reorganizing them at the lowest possible operating cost. Information management, analysis and evaluation of technology and information requirements. Make chain activities efficient, seeking to measure it with the best indicators.