Thesis DESARROLLO DE UN SISTEMA DE CONTROL, BASADO EN KPI´S PARA UNA PLANTA DE ARIDOS
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Date
2018
Authors
COLLAO AGUILAR, LUIS ALBERTO
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Abstract
El objetivo primordial de este estudio es diseñar un Balanced Scorecard (BSC) para las Plantas de áridos del Grupo Polpaico, esto debido a que hoy día en un ambiente tan competitivo pretender ser exitoso, sin una estrategia explícita y consistente, es una apuesta muy arriesgada y con bajísimas posibilidades de éxito. Lo anterior permitirá a la compañía competir de una manera distinta, de lo contrario se termina ofreciendo lo mismo que la competencia lo cual redunda en una guerra de precios y aumento en los costos, hipotecando la rentabilidad futura de la compañía.El Balanced Scorecard (BSC), nos ayudará a gestionar la estrategia y medir en forma eficaz el cumplimiento de los resultados esperados, utilizando los indicadores que se formularan, confirmando que se avanza hacia los objetivos marcados en la estrategia y comunicando a la organización como conseguir los objetivos estratégicos.Para el desarrollo de la primera parte, primero se realizará un análisis de la situación actual de la empresa y posteriormente se definirán la Misión, Valores, Visión y los Objetivos Estratégicos. Luego procedemos a aplicar el Modelo de las cinco fuerzas competitivas de Porter, como un elemento analítico clave en este proceso, junto al análisis de cadena de valor, además, se utiliza otra herramienta que es clave para la determinación de la estrategia que es el análisis FODA para ver la situación en que se encuentra la compañía. Dado todo lo antes mencionado es que se procedió a determinar la estrategia y esta es la de una Compañía que intima con sus Clientes o de Diferenciación. La metodología utilizada para desarrollar un Cuadro de Mando Integral está basada en el concepto de Norton y Kaplan, el cual será nuestra principal herramienta de control de gestión, que utiliza elementos ya definidos en la estrategia como son Misión, Visión y Valores. Este BSC tiene como aporte conceptual más importante el mapa estratégico el cual entrega una disposición lógica y nos permitirá visualizar de manera sencilla y gráfica la estrategia de la empresa.Partiendo de la Misión, Visión y Valores, procedemos a definir las cuatro perspectivas del BSC y sus respectivos objetivos estratégicos y luego definimos los indicadores, que son el medio para visualizar si estamos cumpliendo o no con los objetivos estratégicos.Finalmente, podemos decir que para la empresa ha sido de vital importancia la definición explícita de la estrategia a seguir y la construcción de su BSC para poder comunicar, aplicar e implementar eficientemente la estrategia antes definida.
The main objective of this study is to design a Balancde Scorecard (BSC) for the aggregate plants of the Polpaico Group, because today in such a competitive environment pretending to be successful, without an explicit and consistent strategy, is a very risky bet and with very low chances of success. The above will allow the company to compete in a different way, otherwise it ends up offering the same as the competition which results in a price war and increase in costs, mortgaging the future profitability of the company.The Balanced Scorecard (BSC) will help us to manage the strategy and efficiently measure the fulfillment of the expected results, using the indicators that are formulated, confirming that we are moving towards the objectives set in the strategy and communicating to the organization how to achieve the strategic objectives.For the development of the first part, first an analysis of the current situation of the company will be made and then the Mission, Values, Vision and Strategic Objectives will be defined. Then we proceed to apply the model of the five competitive forces of Porter, as a key analytical element in this process, along with value chain analysis, in addition, another tool is used that is key to determining the strategy that is the analysis SWOT to see the situation in which the company is. Given all the aforementioned is that we proceeded to determine the strategy and this is the one of a Company that intimates with its Clients or Differentiation. The methodology used to develop a Balanced Scorecard is based on the concept of Norton and Kaplan, which will be our main management control tool, which uses elements already defined in the strategy such as Mission, Vision and Values. This BSC has as its most important conceptual contribution the strategic map which provides a logical disposition and will allow us to visualize in a simple and graphic way the strategy of the company.Starting from the Mission, Vision and Values, we proceed to define the four perspectives of the BSC and their respective strategic objectives and then we define the indicators, which are the means to visualize whether or not we are fulfilling the strategic objectives.Finally, we can say that for the company, the explicit definition of the strategy to be followed and the construction of its BSC has been of vital importance to be able to communicate, apply and effectively implement the strategy defined above.
The main objective of this study is to design a Balancde Scorecard (BSC) for the aggregate plants of the Polpaico Group, because today in such a competitive environment pretending to be successful, without an explicit and consistent strategy, is a very risky bet and with very low chances of success. The above will allow the company to compete in a different way, otherwise it ends up offering the same as the competition which results in a price war and increase in costs, mortgaging the future profitability of the company.The Balanced Scorecard (BSC) will help us to manage the strategy and efficiently measure the fulfillment of the expected results, using the indicators that are formulated, confirming that we are moving towards the objectives set in the strategy and communicating to the organization how to achieve the strategic objectives.For the development of the first part, first an analysis of the current situation of the company will be made and then the Mission, Values, Vision and Strategic Objectives will be defined. Then we proceed to apply the model of the five competitive forces of Porter, as a key analytical element in this process, along with value chain analysis, in addition, another tool is used that is key to determining the strategy that is the analysis SWOT to see the situation in which the company is. Given all the aforementioned is that we proceeded to determine the strategy and this is the one of a Company that intimates with its Clients or Differentiation. The methodology used to develop a Balanced Scorecard is based on the concept of Norton and Kaplan, which will be our main management control tool, which uses elements already defined in the strategy such as Mission, Vision and Values. This BSC has as its most important conceptual contribution the strategic map which provides a logical disposition and will allow us to visualize in a simple and graphic way the strategy of the company.Starting from the Mission, Vision and Values, we proceed to define the four perspectives of the BSC and their respective strategic objectives and then we define the indicators, which are the means to visualize whether or not we are fulfilling the strategic objectives.Finally, we can say that for the company, the explicit definition of the strategy to be followed and the construction of its BSC has been of vital importance to be able to communicate, apply and effectively implement the strategy defined above.
Description
Catalogado desde la version PDF de la tesis.
Keywords
ANALISIS FODA , BALANCED SCORECARD , SISTEMA DE CONTROL