Los indices de retrasos operativos

Abstract

This report describes the experience acquired during the development of the professional internship at Mahe Neutral Shipping, specifically in the Maritime Import Operations area, where I worked as an Operations Assistant. During this process, an analysis was conducted of the internal procedures related to the management of operational information, cargo tracking, entry of documentation into the FW system, pre-alerts, and the generation of pre-invoices. Based on the diagnosis carried out, opportunities for improvement were identified regarding the lack of standardized processing times, the absence of performance indicators, and the need to strengthen coordination among the different work teams. It was found that these situations resulted in variations in response times, delays in some operational processes, and difficulties in communication with customers. As an improvement proposal, the implementation of management indicators (KPIs) was proposed, specifically the **Operational Delay Index (IRO)**, with the objective of measuring compliance with established processing times, identifying deviations in critical processes, and generating continuous improvement actions. The implementation of the improvement plan contributed to enhancing information traceability, strengthening communication between the Prealerts and Customer Service teams, reducing information entry times, and enabling the generation of pre-invoices approximately 2 to 3 days before the cargo arrival. Monitoring through the **Operational Delay Index (IRO)** made it possible to identify activities that did not comply with established processing times, analyze their causes, and establish improvement opportunities focused on operational efficiency. This proposal contributed to strengthening process management, continuous improvement, and the quality of the service provided to customers within the international logistics supply chain.