Bibliographic citations
Ciliotta, A., Granda, J., Kunz, H., Saavedra, K. (2020). Business consulting – Servicios Plásticos Industriales S.A. Mejora de la eficiencia, productividad y valor económico agregado desde los componentes económico y social [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/16851
Ciliotta, A., Granda, J., Kunz, H., Saavedra, K. Business consulting – Servicios Plásticos Industriales S.A. Mejora de la eficiencia, productividad y valor económico agregado desde los componentes económico y social []. PE: Pontificia Universidad Católica del Perú; 2020. http://hdl.handle.net/20.500.12404/16851
@mastersthesis{sunedu/2662183,
title = "Business consulting – Servicios Plásticos Industriales S.A. Mejora de la eficiencia, productividad y valor económico agregado desde los componentes económico y social",
author = "Saavedra Zarria, Karina Gianina",
publisher = "Pontificia Universidad Católica del Perú",
year = "2020"
}
Servicios Plásticos Industriales S.A. (Serplastind) was founded in Lima in 1983 by Miguel Pandzic Saba. The company is dedicated to the manufacture and sale of plastic products, specializing in advertising items, as well as the design and manufacture of their own products’ matrices. Serplastind’s added value is the flexibility in meeting the requirements of its customers, both in specific designs and in delivery times. According to the literature review and the value creation analysis based on Gupta’s model (2014), customers perceive value from four essential components: social, experiential, economic and functional. In that sense, the model has been adapted in this business consulting process, offering solutions based on the economic and social components, as they are the main ones based on Serplastind’s business model. Based on an internal analysis, the key problem for Serplastind is the lack of assessment and planning of the efficiency and productivity in its operations, mainly due to the following causes: (a) lack of a sales planning process, (b) a “non-lean” company with operational wastes, (c) lack of implementation of financial indicators to diagnose the company’s results, (d) lack of awareness of eco-sustainability for sustainable development, and (e) lack of an adequate climate and organizational culture. Through the development of an organizational culture based on innovation and the improvement of the working environment, the implementation of the OTO-OTC model for commercial management, the development of the Lean culture and operational management tools, and finally the implementation of financial indicators, it is expected that Serplastind will improve its efficiency and productivity through the monitoring of free cash flow and by obtaining economic value added for the company and its shareholders in less than one year from the implementation of the proposed solutions
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