Bibliographic citations
Sigüeñas, I., Moreno, L., Miljanovich, K., Ramírez, A. (2019). Minera El Brocal: una mirada hacia adentro para crecer caso de estudio [Pontificia Universidad Católica del Perú]. http://hdl.handle.net/20.500.12404/13205
Sigüeñas, I., Moreno, L., Miljanovich, K., Ramírez, A. Minera El Brocal: una mirada hacia adentro para crecer caso de estudio []. PE: Pontificia Universidad Católica del Perú; 2019. http://hdl.handle.net/20.500.12404/13205
@mastersthesis{sunedu/2664376,
title = "Minera El Brocal: una mirada hacia adentro para crecer caso de estudio",
author = "Ramírez Avalos, Alexi Armando",
publisher = "Pontificia Universidad Católica del Perú",
year = "2019"
}
The decisions that we make daily must be aligned with the strategic objectives of the company, so that the achievements of the area contribute positively to the achievement of the strategic objectives. The present case describes a situation in which the protagonist must carry a work plan to be able to achieve the strategic objectives defined by the general management for the company. The main protagonist is Raúl Pérez, superintendent of logistics of Sociedad Minera El Brocal S.A.A. (SMEB), who is in charge of the logistics area because his management had just resigned from the position. The problem arises when, making an internal review on the performance of the whole area, evidence that there are several edges to work. Non-compliance with processes, lack of management, absence of indicators, among others, were part of the result of the recent audit carried out in their area, a situation that was not imagined to exist in their area. In this process of expansion, the company had paid special attention to the supply chain, which is considered a key and transversal activity of the entire organization. Faced with this new scenario, the area in charge of Perez should contribute, in such a way that it achieves an operating availability of 95%, as well as managing to reduce budgets and everything that impacts on the results of the company. Not only that, but there was also the challenge of moving from a production of 5,500 TMD to 18,000 TMD in the next 5 years. With little time to prepare, without management in the area, with adverse results from the audit and with the challenge of tripling production, you must quickly define where to start, in order to have an overview of the situation and propose solutions that can help that your area is aligned with the strategic objectives set by the company.
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