The models and studies of routing in the literature focus, in general, on the processes that have occurred since the vehicles leave the distribution center (CD) until their return. This vision of routing the door to the outside of the CD ends up neglecting an important step corresponding to the operations of internal movement of the CD, which has a direct influence on the workday of the delivery teams and consequently on the delivery productivity of each vehicle. The importance of the stage of yard operations is well visible when analyzing the value chain flow of the distribution chain. The search for better time management of yard operations thus opens up an opportunity to improve the efficiency of distribution operations. This dissertation focuses on the inclusion of yard operations management along with routing as a way to increase company productivity and maximize the use of human and material resources. The management model developed simultaneously uses optimization and simulation techniques capable of planning and monitoring the distribution operations of a company, respecting the labor standards and pre-established quality indicators. The model seeks to improve the utilization of the workday of the delivery teams embarked in each vehicle, by minimizing non-productive yard times (reception, accounting, cargo check, vehicle check list, etc.). By minimizing patio operations time we increase the time available for the delivery team to operate, and consequently increase the number of requests served by each vehicle, without impacting on the delivery windows imposed by the customers, work and quality indicators. During the elaboration of this work 3 softwares were used, one of simulation, another of routing and one of data acquisition in real time. The integration of the three allows you to capture information from the operation, treat and simulate the models and perform vehicle routing, including yard time in the Vehicle Cycle Time formula. The operating model developed was applied in the BETA company of the beverage retail segment located in the Center-West of Brazil. The results obtained, when compared to the current operation of the company, represent a reduction of cost in the total o BRL 685,234.00 with the distribution operation. Specifically, the optimization of patio time allowed for a 2:15:15 improvement in queue reduction in the patio flow when analyzing the outflow and return flow. In addition, the productivity of vehicles increased from an average delivery of 25 to 31 deliveries per day.