O processo de compra é realizado se

O processo de compra é realizado sempre com o foco no consumidor. Os pedidos à matriz são feitos diariamente, via fax. Assim, no dia seguinte, a empresa matriz, de posse dos pedidos de todas as lojas da rede, adquire a quantidade necessária de produtos de cada variedade para atender todas as unidades. Após a compra, a empresa utiliza-se de um processo que se aproxima do que, na literatura logística, é conhecido como cross-docking (atividade responsável pela gerência de recebimento, manuseio e expedição dos produtos sem necessidade de estoque regulador). Nesse sistema, os bens entram e saem da Central de Compras sem serem armazenados, o que permite aumentar o giro de estoques, além de abastecer as lojas de forma dinâmica, coordenada e confiável. Desta forma, as mercadorias separadas na matriz são encaminhadas para as filiais.
A empresa faz uso de transporte terceirizado para o envio dos produtos a todas as filiais, sendo o custo desse serviço rateado por todas as lojas de acordo com a quantidade de caminhões destinados às mesmas.
Ademais, cada unidade da rede recebe, diariamente, a carga de produtos solicitada no dia anterior. Isso faz com que a empresa trabalhe por uma eficiência logística que atenda a tempo o consumidor e com baixo estoque. Esta prática vai de encontro ao motivo da emergência das centrais de compra e distribuição nos países desenvolvidos que está ligado diretamente à aplicação de técnicas de estoque mínimo adotadas na indústria já nos anos 60 (OHNO, 1989, citado por BELIK & CHAIM, 2002).
As compras realizadas diretamente com os produtores da região seguem o mesmo foco. O gerente estabelece os dias e horários em que os produtores irão entregar a mercadoria, de acordo com a demanda da empresa. Nesse caso, a entrega é feita pelos próprios produtores. Apesar da existência da “Central de Compras”, a empresa matriz não trabalha com contratos formais, nem mesmo entre a empresa e os fornecedores da região. Desta forma, ela atua no mercado aberto, negociando diariamente com diversos fornecedores na Ceasa. Esta opção mostrou-se estar ligada aos seguintes fatores:

Resultados (Inglês) 1:

The buying process is performed always with the focus on the consumer. The requests to the array are made daily, via fax. So, the next day, the parent company, of requests for all stores, acquires the necessary amount of products of every variety to cater for all units. After the by Advertise"> purchase, the company uses a process that approaches that, in literature, is known as cross-docking (activity responsible for receiving, handling management and shipment of the products without the need for stock regulator). In this system, the goods in and out of the Shopping Center without being stored, allowing you to increase the turnover of stocks, in addition to supplying the stores dynamically coordinated and reliable. In this way, the goods separated in the array are forwarded to the branches.The company makes use of third-party transport for sending products to all branches, being the cost of this service prorated for every store according to the amount of by Advertise"> trucks for the same.Furthermore, each unit in the network receives daily load of products requested the day before. This makes the company work for logistics efficiency that meets the consumer time and with low stock. This practice goes against the reason for emergency purchase and distribution plants in developed countries which is connected directly to the application of minimum inventory techniques adopted in the industry already in the years 60 (OHNO, 1989, quoted by BELIK & CHAIM, 2002).The purchases made directly with producers in the region follow the same focus. The manager establishes the days and times at which producers will deliver the goods in accordance with the demand of the company. In this case, the delivery is done by the producers themselves. Despite the existence of "Shopping Center" means the parent company does not work with formal contracts, even between the company and the suppliers of the region. In this way, it acts on the open market, dealing daily with various suppliers on Ceasa. This option proved to be linked to the following factors:

Resultados (Inglês) 2:

The buying process is always carried out with the focus on the consumer. Requests to the matrix are made daily by fax. So the next day, the parent company, claims the ownership of all the stores, get the required amount of product each variety to suit all units. After purchase, the company uses a process that is close to what, in the logistics literature, is known as cross-docking (activity responsible for receiving management, handling and shipping of products without the need for buffer stock). In this system, goods entering and leaving the Shopping Center without being stored, which can increase inventory turnover, in addition to supply the dynamically shops, coordinated and reliable. Thus, the separate goods in the array are sent to the branches.
The company makes use of outsourced transport for shipping the products to all branches, and the cost of prorated service for all stores according to the number of trucks intended for same.
in addition, each network unit receives daily, product load required on the previous day. This makes the company work for a logistics efficiency that meets the consumer time and low inventory. This practice goes against the reason for the emergence of the purchase and distribution centers in developed countries is directly linked to the application of minimum inventory techniques adopted in the industry since the 60s (OHNO, 1989 cited by BELIK & Chaim, 2002).
the purchases made directly with the producers of the region follow the same focus. The manager establishes the days and times that the producers will deliver the goods according to the demand of the company. In this case, delivery is made by the producers themselves. Despite the existence of the "Shopping Center", the parent company does not work with formal contracts, even between the company and suppliers in the region. In this way, it acts on the open market, negotiating daily with many vendors Ceasa. This option proved to be linked to the following factors: