The Neptune Foods, one of the largest fish of Brazil, is expanding its activities. Before specializing in the production, processing and marketing of fish and seafood, the Neptune had 80% of its volume to the foreign market. However, changes in the global economy, coupled with the devaluation of the dollar against the real, caused the company to adopt a new strategy, this time focused on the domestic market.
To meet the needs of the Brazilian market, the company no longer work exclusively with seafood and expanded its product mix. The first step to implement this new business strategy was the acquisition of a distribution center that would provide its own autonomy and flexibility that the company would need.
The new CD of Neptune has the capacity to store up to four tons, 80% were frozen and the remainder split between cold and dry. Currently, the company stores and distributes beyond the traditional fish, various cuts of poultry and meat, frozen vegetables, sausages, dairy and diversified products, such as olive, plum, raisin, canned, garlic and even birdseed. “The acquisition of a CD itself was essential for us to work with this diversity of products, we needed a base to centralize our logistics activities,” explains the logistics manager of Neptune, Diego Favero. However, he emphasizes that each product requires a specific treatment.
“Working with these different categories of food products requires a thorough understanding of the particularities of each of them, not counting that requires a structure for storage and transport geared to meet the individual needs of each segment.”
The expansion of the product mix brings several competitive advantages. Who handles logistics know the importance of always having high occupancy rates in warehouses. “Before, when we worked with 100% fish, our occupancy levels were directly linked to seasonality. This caused us to be extremely efficient during periods of high demand and high levels atingíssemos idle in low periods. Now we have a balance throughout the year, “said Favero.
The transportation manager of Neptune, Jean Lyra says that this also reflected positively in your industry. “Our occupancy rate per vehicle has increased considerably in the distribution. This is because, with a greater choice of products, our customers prefer to make a single purchase, while having to waste time negotiating with different suppliers, and can get everything in a single delivery, which reduces the problems with the various windows that needed to be organized during the day. “Changes have also involved the approximately 140 professionals, including administrative and operational staff, who work for 24 hours, the logistics of Neptune. “For that to happen, it was necessary revíssemos our whole concept of distribution, since each delivery would become a complex process of segregation of items for their respective categories. We could not admit the fact that we are working with different products compromise the quality of the temperature or occasioned him a lower delivery efficiency. All professional delivery underwent training training with this new concept, “said Lyra.
All this expansion process had backing of WMS (Warehouse Management System) Datasul (TOTVS) . “This system allowed the increase of SKUs not compromise the quality of our inventory management, and ensured the efficiency of our shipping process, where speed and security are paramount,” said Favero.
The CD is celebrating a year of activities, and plans for the future do not stop arise. The proof of the success of this new strategy is due to the fact that there are already plans for an expansion. “Soon we will need to expand our physical structure as a function of increasing volume with which we are operating. That’s because the CD has a key role in business strategy of the company, serving as a lung for the branches of Fortaleza, São Paulo and Salvador, recently opened “points the logistics manager. These units work with outsourced storage structures.
Specialized companies like Friozen, in Ceará, Localfrio in São Paulo, and Cefrinor in Bahia are the partners with whom to Neptune develops logistics activities.
Just purchase the CD was not enough. Logistics operations needed to prove profitable to justify the acquisition of a structure. “The word cost, from the beginning, was part of day-to-day lives of employees, all are engaged in order to reduce it. The logistics KPIs are presented monthly to the board of directors of Neptune and the cost lines are opened and evaluated for each of our operations.
We now know precisely how our logistics costs, which allows us to evaluate how efficient we are in relation to the market, “adds Favero.
Source: Gabriela Souza Leão – Logweb
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