## 3 Results
### Results and Assessment of the Proposed Heuristic
Regarding the ratio of the commodity value to be transported, Table 7 allows concluding that all teams, in the future scenario, have a lower ratio of the value of goods to be transported, except for the teams \(Em_{29}\), \(E_{m210}\), \(E_{m211}\), \(E_{s11}\), and \(E_{s12}\). This can be explained because these teams were the last ones to be affected by customers, so they mainly serve Mixed-type customers, which usually results in a lower commodity value per customer. Furthermore, to ensure compliance with the time window, it was not possible to insert more customers within the route of these teams. In what concerned the vehicle occupancy rate by weight, the future scenario resulted in a higher value for nine teams \(E_{m111}\). Nevertheless, in the future scenario, only three teams will cross the 90% vehicle occupancy rate by weight (\(E_{m18}\), \(E_{m111}\), and \(E_{m21}\)). Thus, it appears that within this scenario, through the heuristic, teams do not carry too much weight; instead, the vehicle capacity is almost entirely used by these three teams. It is  
Figure 3: Route planning for the team \(E_{m11}\). essential to highlight that the \(E_{s12}\) team only showed 5% of the vehicle occupancy rate by weight since this was the last team to which customers were affected. The vehicle occupancy rate indicator in volume shows values below 100% for all routes, both in current and future scenarios. However, from Table 7, it is possible to conclude that the routes in the current scenario present, in general, a higher value for the vehicle occupancy rate in volume. Still, it is important to emphasize that the volume of a vehicle is hardly used entirely. This is because the items and their packaging have different arrangements and structures. Hence, there can be bulkier items, items longer than others, or more fragile than others, among other types of situations. As such, if the value of the vehicle's occupancy rate by weight is very high, the team will have more difficulty in organizing all the items they need to deliver inside the vehicle and during the execution of the route, as they will have to remove and reposition all the items during the day. With regards to the ratio of the number of linear meters PAX to be transported in relation to the maximum number (i.e., 1), it can be observed that, in the current scenario, considering P-type teams, only the \(E_{p3}\) exceeds the value 1, surpassing the maximum number of linear PAX meters established. However, in the current scenario, all the remaining P-type teams present lower ratio values than those in the future scenario. Moreover, customer demand for PAX-type assembly service is higher than the company's offer, as the number of P-type teams is insufficient to respond to all customers. In this way, M-type teams are necessary to serve these clients, which P-type teams cannot. Table 7 shows that, in the future scenario, none of the M-type teams presents ratio values above 1, so the limits are respected. Still, the same does not apply to the current state for the M-type teams \(E_{m17}\), \(E_{m19}\), and \(E_{m211}\), who exceed the maximum value. Thus, it can be concluded that the developed heuristic allowed to obtain better results for P-type teams when concerning the ratio of the number of linear PAX meters to be transported. Table 7 also allows making conclusions about the average travel time per customer. The results show, for the future scenario, values higher than 20 min for \(E_{p1}\), \(E_{m17}\), and \(E_{m23}\) teams, when compared to the current scenario. This can be explained by the fact that these teams serve more distant customers. Another significant aspect concerns the \(E_{s12}\) team, which has an average travel time per customer of zero minutes. This is because this team only has one customer within their route, and the displacement until the customer occurs before the start of the time window. Thus, it was considered that the travel time for the only customer on the route corresponds to 0 min.