Metodología para la Gestión del Transporte de los Incentivos en Fuller Cosmetics México

Abstract

The Fuller Cosmetic Company achieves its success by benefiting from a large network of women who wish to work independently thereby covering vast regions (direct sales). A business utilizing a direct sales system does not have sellers who directly depend on company directives. Due to their autonomy from the organization, these sellers can’t be required to reach minimum sales quotas. Notwithstanding, there are diverse ways by which to increase sales by implementing personal motivation such as training, conventions, travels as well as incentives which hold a higher value than remuneration. In such case, the corporation has come to the realization that it can increase revenues by acquiring daily-use household products at factory-direct prices and passing on the savings to its distributors thus boosting their profit margins. Fuller does not sell these products retail but tracks quantities sold by its distributors and advises on when and how incentives can be earned. In order to spur motivation among the distributors, a comprehensive revenue generating business plan must be implemented. The regional supervisor would than be responsible for tracking units sold and delivering incentives to top performing distributors. It is necessary to clarify that failure to cover the demand of distributor incentives in its entirety would not only equal loss in sales and products, but would also erode the confidence, trust and motivation of the distributors in the enterprise. The repercussions of unreliability would be an exodus of productive distributors. Maintaining such a system has its challenges. The continuing growth and viability of the company relies exclusively on the consistent delivery of promised distributor incentives and factory-direct prices. Fuller Corporation’s main focus is on wholesale distribution not the manufacture of products. Although the selection of products offered for distribution by Fuller is vast, the main objective is to provide household products which are completely made of plastic and can be supplied by five different manufacturers. There are four phases to the order process: Order must be initiated with the manufacturer; parts are transported to a warehouse for assembly; products are assembled and stored until requisition time; and assembled parts are packed for transport to a Fuller distribution center for direct delivery to distributors. Wherein these phases are well defined, unforeseen factors may arise which can cause setbacks in warehousing and transportation, which can directly affect costs, delivery time and system efficiency. Planning for unforeseen circumstances and budget constraints is essential in ensuring the successful delivery of pending orders. Utilizing economical and reliable logistics methods and computer programs maximizes the ongoing success of the delivery process.