This article fills this theoretical gap and proposes a tool, which is a specific strategic planning method to be applied in agribusiness chainĭue to the world scenario of continuous transformations and high competitiveness, in which business models become increasingly dynamic and innovative there is a constant need for companies and entrepreneurs to adopt an internationalization strategy as a prerequisite for expansion and survival of companies. Originality/value – Many authors have proposed a method to build strategic plans in organizations, but when planning agribusiness chains is concerned, the academic discussion revolves around the coordination of agribusiness chains and analyses to be applied in this sector. The ChainPlan method is a theoretical-empirical method, built based on the academic literature and perfected over the years through its application in several productive chains These insights, combined with continued research on advances in the theories, contributed to further development of the ChainPlan methodologyįindings – A method is proposed to fill the theoretical gap regarding the strategic planning applied to agribusiness chains. Then, empirical application of the initial method provided insights regarding needed additions to and subtractions from the original method. The theory (literature review) provided the basis on which to build a preliminary framework ten years prior. Strategic planning and management of food and agribusiness chains.ĭesign/methodology/approach – Several research methodologies are used to develop the ChainPlan methodology. Purpose – The objective of this paper is to improve the method for the Moreover, there has been no prior systematic identification of the various stakeholders and factors impacted by production disturbances. The current situation regarding root cause analysis prioritisation has not been identified in previous works. Furthermore, the most critical factors impacted are quality, work environment, safety, time, company results, customer satisfaction, productivity, deliverability, resource utilisation, profit, process flow, plannability, machine health and reputation. It was also found that a wide range of stakeholders is impacted by production disturbances, surpassing the limits of production and maintenance departments. These are faced by manufacturing companies in their prioritisation of production disturbances and relate to the time needed, criteria used, centralisation of the process, perspective considered and data support. A series of focus groups was also held, to identify the impacted stakeholders and factors by disturbances. A series of interviews was conducted with practitioners, to identify current challenges. To achieve the intended purpose of this research, a qualitative approach was chosen. Understanding the current challenges and identifying impacted stakeholders and factors allows the development of more efficient prioritisation strategies and, thus, contributes to the reduction of frequency and impact of disturbances. Second, identifying the stakeholders and factors impacted by production disturbances. First, investigating current challenges faced by manufacturing companies when prioritising root cause analysis of production disturbances. One step of such management deals with prioritising those disturbances which should undergo root cause analysis. Manufacturing companies struggle to manage production disturbances.
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