Modelo de estandarización del control de KPI’s del área de carga seca, pharma

Abstract

This report describes the experience gained during the professional internship at DSV Air & Sea Bogotá, within the Ocean Import Freight Forwarding department (dry cargo). Throughout this process, an opportunity for improvement was identified in the monitoring of operational Key Performance Indicators (KPIs), with the objective of strengthening daily operational control and improving the team's performance in a timely manner. Based on this finding, it became evident that other DSV branches were achieving higher levels of KPI compliance, leading to the conclusion that there was significant potential to improve KPI management within the Bogotá branch. This situation represented an opportunity to positively impact the team's performance, the branch's overall results, and employees' income, as their monthly bonus is directly linked to KPI achievement.Based on this assessment, an improvement plan was designed and implemented, focusing on the development of a daily operational performance management model supported by a KPI monitoring dashboard. This tool enabled real-time visualization of KPI performance, early identification of deviations, and the implementation of corrective actions before the end of each month. The model included daily follow-up sessions (gerenciamiento), during which the team reviews its performance, analyzes improvement opportunities, and defines short-term action plans. As a result, a sustained improvement in KPI achievement was observed compared to previous periods, along with greater team ownership regarding the importance of KPIs in both individual performance and overall business results. The implementation of this daily monitoring system strengthened operational control, improved decision-making, and fostered a culture of accountability and continuous improvement within the department.