Citas bibligráficas
Guerrero, G., Meza, F., Ojeda, H., Palacios, C., Terrones, C. (2023). Business consulting para la empresa Procesadora Larán (Prolan) [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/24635
Guerrero, G., Meza, F., Ojeda, H., Palacios, C., Terrones, C. Business consulting para la empresa Procesadora Larán (Prolan) []. PE: Pontificia Universidad Católica del Perú; 2023. http://hdl.handle.net/20.500.12404/24635
@mastersthesis{renati/19531,
title = "Business consulting para la empresa Procesadora Larán (Prolan)",
author = "Terrones Rojas, César Eddie",
publisher = "Pontificia Universidad Católica del Perú",
year = "2023"
}
Procesadora Larán (Prolan) is a company member of La Calera group located in Chincha, Peru, which is mainly related to the production and export of fresh and processed fruit. It has specialized in the production, packaging, shipping, storage and distribution of fresh and processed fruit around the world. The objective of this business consulting is to determine the problems that the company currently has. Among these problems, it was possible to identify: (a) deficit of qualified personnel at the level of labor and support areas in the region; (b) lack of strategic planning in the company; (c) lack of qualified personnel to comply with the profile of the production area and (d) difficulty in operating with industrial technology. It was also determined that the most outstanding drawback is related to the lack of labor in Chincha, especially qualified personnel to meet the profile of the production area. It was possible to identify that among the reasons that cause this lack of qualified personnel is the profile of the applicants who do not meet the criteria for hiring, besides the lack of an incentive policy for personnel as a consequence of an organizational strategic planning. Considering the results of the analysis carried out, it was agreed to implement the four proposed solution alternatives: (a) implementation of incentives aimed at attracting and retaining direct labor; (b) signing of agreements with educational institutions; (c) design of implementation plans for continuous improvement in the production process, and (d) improvement in the selection process of operating technical personnel, in a period of 20 weeks. For this implementation, an investment of S/ 1’020,000 was calculated, an amount financed 50% by a bank loan and recoverable in one year, three months and 26 days; as well as an Internal Rate of Return (IRR) of 65% and a Net Present Value (NPV) of S/ 1’402,083.87 and a benefit / cost indicator of 2.37. With these numbers, it can be stated that this project is viable and generates benefits.
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