Strategic Vision on the Chain of Decision in Modern Competitive Scenarios: A Case Study in Material Planning in a Public Company

Strategic Vision on the Chain of Decision in Modern Competitive Scenarios: A Case Study in Material Planning in a Public Company

Jorge Lima de Magalhães (FIOCRUZ, Brazil), Daniele Alves de Oliveira (FIOCRUZ, Brazil), Jorge Carlos Santos da Costa (FIOCRUZ, Brazil) and Zulmira Hartz (Nova University of Lisbon, Portugal)
DOI: 10.4018/978-1-5225-7265-7.ch012

Abstract

Organizations, to achieve their strategic targets, are frequently making decisions facing modern competitive scenarios. The increment of the transparency requirements in the transactions executed is one of the factors that explain the interest in the process modeling, since it can act as a control instrument because it allows one to constantly review the base of the structure and point out problems and failures which will be reflected in chain by the other instruments used by the organizations. The literature review and the experience in the industry of productive processes shows the need to apply better management models to remain in the competitive edge of business, modeling orientation focused on the activities of each area with interfaces involved in the all productive processes. The proposal of this model is to establish the interfaces and dialogues with interaction and participation of the production areas: quality control, regulatory policies, and industrial engineering advisory to contribute technically with information to subsidize the better elaboration of the master production plan.
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Background

To achieve their strategic goals, organizations are constantly making decisions, which makes this process crucial for their growth and empowerment. Therefore, organizations need information that supports decision making at all hierarchical levels. There will be situations where there is more than one alternative for decision-making or, in other cases, only one way to solve them. In this sense, based on the information gathered, we will have to decide for one or even none (FERREIRA, 2010).

According to Freitas (2002) and Kladis (1995), the organization is perceived as a constantly changing system, where the company's activities, at all hierarchical levels, are essentially decision-making and problem-solving activities. Decision making is such an importance that it becomes quite clear and perceived, empirically, in any organizational analysis. This relationship is so close that it is impossible and unlikely to think about the organization without considering the constant occurrence of the decision-making process (FREITAS; CAROLA, 2002; KLADIS, 1995).

According to Huang (2015) and Porter (2008), to develop a clear strategy, leadership, generally, has a fundamental role that goes far beyond administering individual functions. Essence is the strategy where the leader must provide the discipline for the decisions regarding the changes while avoiding the organizational dispersion and guarantees the differentiation (HUANG et al., 2015; PORTER, 2008).

Management systems, such as Business Intelligence (BI), use data available in organizations to make information relevant to decision making available. They can combine a set of questioning and data exploration tools with instruments that allow the generation of reports, thus producing information that can later be used by the organizations' management, in support of decision making (SANTOS; RAMOS, 2006).

As an example of BI is the data warehouse which is a special data repository bank prepared to support decision-making applications, where applications which range from simple generations of reports or queries to complex optimizations; online analytical processing that allows users to analyze different data dimensions, such as a time series and trend analysis; and automated decision systems, which are rule-based systems that typically provide a solution in a functional area (such as finance or production) to a specific and repetitive management problem common to a business sector (TURBAN, SHARDA, ARONSON, KING, 2009).

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