Planeamiento estratégico para Carte Mining Perú
Date
2020-05-14
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
El sector minero se constituye en una pieza fundamental en la economía peruana,
siendo esta actividad parte importante de la historia del país. El sector viene manteniendo una
expectativa de crecimiento que se refleja en los resultados de los últimos años, que además ha
resultado en un crecimiento consistente en la compra de equipamiento que soporta esta
industria. Las operaciones y proyectos mineros se ejecutan en su mayor parte en la sierra del
país, enfrentando conflictos sociales que han traído como consecuente un incremento en los
costos operativos e incluso paralizando el desarrollo algunos proyectos importantes. Para
mantener el interés de los inversionistas es fundamental que las empresas vinculadas al sector
mejoren su competitividad ofreciendo menores costos, ambientes sostenibles y con capacidad
de adaptación a los cambios.
La presente tesis ha desarrollado el Plan Estratégico para Carte Mining Perú siguiendo
el modelo secuencial propuesto por D’ Alessio (2015). Esta empresa se constituye como una
oficina regional de la división Mining del grupo Carte teniendo su sede principal en Glasgow,
Escocia. La sede en Perú se fundó en el año 1986, teniendo como principales actividades el
diseño, fabricación y prestación de servicios de soporte para la maquinaria usada en el sector
de la minería y el procesamiento de minerales. Una de las principales oportunidades está
representada por los proyectos mineros de tipo greenfield y tipo brownfield que se encuentran
dentro de la cartera de proyectos como la ampliación de Santa María, la ampliación de
Toquepala, Quellaveco, Mina Justa, Quecher Main, San Rafael y Toromocho.
Las estrategias del plan y objetivos están orientadas a construir la visión de Carte
Mining Perú para el 2029: ser la empresa líder en la comercialización de bienes de capital y
servicios para minería. Las ventas de Carte Mining Perú han tenido una evolución positiva,
sin embargo, el EBITDA ha ido decreciendo debido principalmente a las nuevas líneas de
productos que se busca introducir en el mercado. La metodología empleada para la planeación estratégica llevó a realizar un análisis externo como interno de la empresa,
orientando los objetivos de largo y corto plazo hacia el logro de la visión, y en el capítulo
final se presenta los lineamientos para la implementación, así como las políticas, recursos y
recomendaciones para concretar el proceso.
The mining sector is a fundamental part of the Peruvian economy, as well as an important part of the country's history. The sector has maintained a high expectation of growth that is reflected in the results of recent years, which has also resulted in a consistent growth in the purchase of equipment that supports this industry. Mining operations and projects are mostly executed in the highlands of the country, facing social conflicts that have resulted in higher costs and even paralyzing the development of some important projects. It is essential that companies linked to the sector improve their competitiveness by offering lower costs, working towards environmental sustainability and capacity to adapt to changes. This thesis has developed the Strategic Plan for Carte Mining Perú following the sequential model proposed by D’Alessio (2015). The company is constituted as a regional office of the Mining division of the Carte group having its headquarters in Glasgow, Scotland. The headquarters in Perú were founded in 1986, having as main activities the design, manufacture and provision of support services for the machinery used in the mining and mineral processing sector. The main opportunities is represented by the greenfield and brownfield type mining projects such as the expansion of Santa María, the expansion of Toquepala, Quellaveco, Mina Justa, Quecher Main, San Rafael and Toromocho. The strategies of the plan and objectives are aimed at accomplishing the vision of Carte Mining Perú by 2029: to be the leading company in the marketing of capital goods and services for mining. Sales have had a positive evolution; however, EBITDA has been decreasing mainly due to the new product lines that are being introduced in the market. The methodology used for strategic planning led to an external and internal analysis of the company, and long and short-term objectives towards achieving the vision, and the final chapter presents the guidelines for implementation, as well as the policies, resources and recommendations to specify the process.
The mining sector is a fundamental part of the Peruvian economy, as well as an important part of the country's history. The sector has maintained a high expectation of growth that is reflected in the results of recent years, which has also resulted in a consistent growth in the purchase of equipment that supports this industry. Mining operations and projects are mostly executed in the highlands of the country, facing social conflicts that have resulted in higher costs and even paralyzing the development of some important projects. It is essential that companies linked to the sector improve their competitiveness by offering lower costs, working towards environmental sustainability and capacity to adapt to changes. This thesis has developed the Strategic Plan for Carte Mining Perú following the sequential model proposed by D’Alessio (2015). The company is constituted as a regional office of the Mining division of the Carte group having its headquarters in Glasgow, Scotland. The headquarters in Perú were founded in 1986, having as main activities the design, manufacture and provision of support services for the machinery used in the mining and mineral processing sector. The main opportunities is represented by the greenfield and brownfield type mining projects such as the expansion of Santa María, the expansion of Toquepala, Quellaveco, Mina Justa, Quecher Main, San Rafael and Toromocho. The strategies of the plan and objectives are aimed at accomplishing the vision of Carte Mining Perú by 2029: to be the leading company in the marketing of capital goods and services for mining. Sales have had a positive evolution; however, EBITDA has been decreasing mainly due to the new product lines that are being introduced in the market. The methodology used for strategic planning led to an external and internal analysis of the company, and long and short-term objectives towards achieving the vision, and the final chapter presents the guidelines for implementation, as well as the policies, resources and recommendations to specify the process.
Description
Keywords
Empresas--Perú, Planificación estratégica, Sector minero--Perú