Administracao da producao slack pdf

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LIVRO Administração da Produção - Edição compacta - Uploaded by Ricael Download as PDF or read online from Scribd. Flag for inappropriate. Sorry, this document isn't available for viewing at this time. In the meantime, you can download the document by clicking the 'Download' button above. Description. Administracao-da-producao-Nigel-Slack-Stuart-Chambers-Robert- Johnston. Popular Pages. p. 1. 10 Natureza de. Planejamento e Controle")'.," .

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Administracao Da Producao Slack Pdf

PDF | This article aims to compare the profile of the domestic market demand for Download full-text PDF .. N Slack. SLACK, N.. Vantagem competitiva em manufatura: atingindo Administracao de Producao e Operacoes. NDC Slack, SH Chambers, Johnston R. and A Betts () Operations and NDC Slack, SH Chambers and Johnston R. () Administracao da Producao. Download to read the full conference paper text. Cite paper . SLACK, N, CHAMBERS, S, JOHNSTON, R. Administracao da Producao, 2a. ed. Sao Paulo: Atlas.

Planejamento e Controle" '. CORlO a natureza da demanda afeta o planejamento e controle? A Parte II deste livro examinou as atividades de projeto. Planejamento e controle podem ser vistos da mesma forma. Pode significar que os planos precisem ser redesenhados a curto prazo. Nesse momento, por exemplo, o hospital deve distinguir os diferentes tipos de demanda.

In PDP, a multi-period approach that takes into account the flexibility of, for instance, being able to postpone prototyping and design decisions, waiting for more information about technologies, customer acceptance, funding, etc. In the present article, the state of the art of real options theory is prospected and a model to use the real options in PDP is proposed, so that financial aspects can be properly considered at each project phase of the product development.

Conclusion is that such model can provide more robustness to the decisions processes within PDP. Preview Unable to display preview. Download preview PDF. Rules of Thumb in Real Options Analysis. Rio de Janeiro: Campus, Research paper no.

Teoria das Opcoes reais: de que se esta falando? Administracao Financeira — Uma Abordagem Gerencial. Sao Paulo: Pearson, Investment under Uncertainty and Time-Inconsistent Preferences.

Portfolio Optimization Models for Project Valuation. Operations Research, ; 53;6; — Sao Paulo: Atlas, Diagnosing Risks in New Product Development. Management Science, ; 48;3; — Startup Junkies Organization, The importance and performance scales will be assessed jointly from the data of the nine agro-industry enterprises by analyzing the averages for each item in relation to the matrix, in an attempt to give an overview of the agroindustry enterprises in the region.

Then, an attempt to verify the compliance of the strategic orientation will be conducted, correlating strategic orientation with the position reported in the matrix.

The analysis seems reliable, because the standard deviations around the mean values were low 1. It is noteworthy that twenty criteria were defined to compose the analysis, and for each criteria consumers gave a significance; later, these same criteria were analyzed from the performance point of view i.

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The figure 1 shows the result of the comparison between the analysis of the importance and the performance, being the importance evaluated by the downloaders and the performance by the comparison with the main competitors. Stood out that the closer to zero, greater the importance and performance of the conditioners analyzed. Out of the twenty items taken into account at the moment of the analysis, costumers elected as the most important factors: specification, better prices, fast answer to non scheduled orders, fast delivery, negotiation condition, replacement of losses and delivering deadlines.

Regarding to the performance, it is observed that, on the average, the agroindustries present superior performance to competitors especially on the following conditioners: specification, fast delivery, negotiation condition, products launch, brand image, replacement of losses and delivering deadlines.

Conversely, the analyzed agroindustries are not competitive concerning to prices and fast answer to non scheduled orders. Because these factors were pointed out as important by the consumers and the agroindustries have low performance.

It was reported that the enterprises waste resources by investing in products launch and brand image, attributes considered not important by the consumers, and that the enterprises have superior performance to competitors. When the data is interpreted in the light of the Slack's Matrix, it is possible to see that; although, the competitors showed superior performance in six items, the performance of the analyzed agro-industry enterprises is adequate, and reaches neither the excess zone nor the urgent action zone in terms of use of resources.

Figure 2 shows that some items are located in the improvement zone, and it is important to pay attention to the enterprises' sizes, lack of product certification, preservation actions of the environment, and ability to respond quickly to orders. The application of the matrix shows that the surveyed agro-industry enterprises present higher performance than demanded or than attributed importance by customers for most verified questions.

Administração Da Produção CAP 01 Ao 05 - Nigel Slack

Just four items are located in a zone that indicated a need for improvement, and these items deserved special attention if enterprises wish to reduce the "gap" between the downloaders' demands and the enterprises' ability to satisfy them.

The absence of items in the excess zone and urgent action zone reveals a satisfactory situation with regard to external demands. The average performance shows that sixteen 16 points analyzed are located in the zone considered adequate, while only four 4 items are in the range requiring improvement.

To arrive at a more complete understanding, facts regarding some specific cases that led to positions within the matrix are presented. Although the analysis has focused on family agro-industry enterprises, the final products of these enterprises compete with those of larger enterprises item "company size" , including both national and international businesses.

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These competitor enterprises have, in general, larger and more flexible structures than the agro-industry enterprises, and they often have longer histories in the market. These differences are reflected in superior know-how in some areas that are also valued by the downstream sector of the processing industry. This is the case with product certifications and quick responses to orders. Regarding environmental preservation actions, more traditional enterprises that have longer histories in the market realized that this factor was valued by certain consumers and bet on these actions as a strategy to make competitive gains.

Conversely, family agro-industries; although, have a smaller environmental impact, have not touted preservation actions as an advantage in advertising campaigns. Finally, the analysis calls attention to the location of two factors: 1 size of the company located in the improvement zone and 2 better prices located on the border between the appropriate performance zone and improvement zone. These elements are crucial when considering family agroindustry enterprises; therefore, they might have a strategic orientation in the differentiation of their products.

Understanding that the source of competitive advantage is crucial, because such an understanding can help enterprises avoid mistakes when identifying the focus areas for solving problems. To support the discussions of the figures 1 and 2 we used the average of the values reported and that, this does not always represents the particularities of the analyzed agroindustries.

To compensate this debility, the main particularities were cited throughout the research. The analyzed enterprises; although, they are all family agro-industry enterprises, display different market characteristics, such as, for example, the fact that some commercialize their products in market places direct while others only have a few downloaders who resell in their stores intermediaries , which influence the analysis. As a common factor, such organizations occupy different market spaces and, therefore, escape direct competition between enterprises i.

These enterprises connect with specific consumers, who are interested in products produced regionally, with a link to the rural, and to the countryside, which is the competitive advantage of these agroprocessing enterprises. In this sense, the market structure facing these analyzed enterprises is one of low competition. If executed effectively, these factors could even expand and improve on the differentiating factor of these agroprocessing enterprises, which is that they are geographically closer to their consumers, as compared to multinationals.

This means that their position is not at a disadvantage when compared to their competitors for most of the criteria that are considered fundamental for consumers when deciding to place an order. Except for four criteria located in the improvement zone, the studied items are within the appropriate zone.

Estudo de Caso - Administracao Da Producao - 3 Ed - Slack

This means that the criteria considered important by consumers are also a priority in the strategic actions of the analyzed agroprocessing enterprises. The criteria i. The following aspects required improvement for family agro-industry enterprises: certification, care for the environment and rapid response to orders. If removed from the improvement zone, these requisites might enlarge the differentiating factor of these agroprocessing enterprises.


Thus, the authors assume full responsibility for the data presented and are available to answer further questions, if required by the competent bodies. Concorrencia no agribusiness. Economia e negocios agroalimentares. Sao Paulo: Pioneira, p. Market characterization and governance structure in the production chain. Accessed: Sept. The cultural landscape and the new possibilities for rural family activity.

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Vantagem competitiva em manufatura: atingindo competitividade nas operacoes industriais.