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| Areas | Value chain analysis results |
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| Inbound logistics | There is no classification system by importance of inventory items |
| The logistics area classifies the products according to the rotation of the article, while the finance area is based on the cost of acquisition |
| There are no inventory policies |
| The logistics area does not communicate in time to the procurement area the quantity of orders that must be launched |
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| Operations | There is a high rate of downtime in the plant due to the fact that there is no raw material to start the daily production program |
| The sales area does not take into account the capacity of the plant when it comes to confirming orders with customers, so they must pay overtime or subcontract units |
|
| Outbound logistics | Decreases in the indicator of correct deliveries due to noncompliance with customer delivery dates |
| There is continuous rescheduling of routes due to orders not being shipped on time |
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| Customers services | There are decreases in the indicator of fulfilment of order delivery, since the finished product is released late by the production area |
| The commercial area makes estimates using simple averages and does not take into account the variability of demand |
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| Procurement | There is no collaborative relationship with suppliers |
| Performance evaluation is not carried out for each provider |
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| Information technology and communications | An MRP system is being implemented to make more reliable production plans |
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| Human resources management | Training is being programmed to improve communication among the members of the organization; however, it is a process that takes a long time to show improvements |
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| Infrastructure | The company is acquiring new state-of-the-art equipment for printing processes |
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