Business consulting a la empresa Mibanco - Banco de la Microempresa S.A.
Date
2023-06-14
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
Mibanco, es una financiera dedicada a otorgar créditos y otros productos financieros a
pequeñas y medianas empresas, por lo que se esfuerza en fortalecer la adecuada operación de
sus agencias mediante la optimización de sus procesos internos para lograr una óptima
atención a sus clientes actuales y potenciales.
Con la finalidad de establecer un Business Consulting, se procedió a generar una
análisis interno y externo de la compañía para identificar los problemas que esta pudiera
tener, determinando así que hay niveles de satisfacción no logrados por parte de los procesos
internos de soporte de la compañía pudiendo ocasionar así problemas en la operación a la
cual soporta (agencias) en las diferentes ciudades del país. Vale decir, que al hablar de
problemas internos suceden una serie de áreas, cada una con responsabilidad independiente
sobre los servicios internos que brindan, por lo tuvimos que priorizar aquella cuyo puntaje de
satisfacción se alejaba más de la meta, detectando los procesos de gestión de servicios.
El área de gestión de servicios tiene responsabilidad en la entrega de una serie de
suministros a las agencias para su adecuada operación, por lo que a través de la revisión de
indicadores detectamos que no tiene un adecuado cumplimiento de SLA (niveles de servicio),
sumado a los altos gastos de distribución que genera. Analizando posibles alternativas se
decidió la implementación de Centros de Distribución (CD) Satélites que pudieran abastecer
de manera adecuada bajo las variables de tiempo y costo a diversas agencias localizadas a
nivel nacional, dejando así de depender de un solo almacén en la ciudad de Lima.
Asimismo, podemos decir que la alternativa sugerida para hacer frente al problema
central tiene un importante impacto buscando así reducir los altos gastos que generan los
servicios de distribución, elevar los niveles de servicio por sobre la meta propuesta y obtener
los puntajes definidos por Mibanco en cuando a la satisfacción del proceso por parte de los
usuarios internos. Finalmente, se presenta un análisis financiero para dar mayor sustento al desarrollo e
implementación de la alternativa planteada a través de la elaboración de flujos de caja
proyectados para tres escenarios posibles en función a los ahorros planteados. Dichos
escenarios tienes como resultado un VAN de S/893,115 y una TIR de 352%, para un
escenario pesimista; un VAN de S/1,344,327 y una TIR de 512% ; para un escenario
conservador; y un VAN de S/1,795,538 y una TIR de 671% , para un escenario optimista.
Mibanco, is a financial company dedicated to granting loans and other financial products to small and medium-sized companies, for which it strives to strengthen the proper operation of its agencies by optimizing its internal processes to achieve optimal service for its current and potential customers. In order to establish a Business Consulting, we proceeded to generate an internal and external analysis of the company to identify the problems that it could have, thus determining that there are levels of satisfaction not achieved by the company's internal support processes. Thus, it can cause problems in the operation it supports (agencies) in the different cities of the country. That is to say, when talking about internal problems, a series of areas occur, each one with independent responsibility for the internal services they provide, so we had to prioritize the one whose satisfaction score was further from the goal, detecting the management processes of services. The service management area is responsible for the delivery of a series of supplies to the agencies for their proper operation, so through the review of indicators we detected that it does not have adequate compliance with SLAs (service levels), added to the high distribution costs it generates. Analyzing possible alternatives, it was decided to implement Satellite Distribution Centers (DCs) that could adequately supply various agencies located nationwide under the variables of time and cost, thus ceasing to depend on a single warehouse in the city of Lima. Likewise, we can say that the suggested alternative to deal with the central problem has a significant impact, thus seeking to reduce the high expenses generated by distribution services, raise service levels above the proposed goal and obtain the scores defined by Mibanco as soon as to the satisfaction of the process by internal users. Finally, a financial analysis is presented to give greater support to the development and implementation of the proposed alternative through the elaboration of projected cash flows for three possible scenarios based on the proposed savings. Said scenarios result in a NPV of S/893,115 and an IRR of 352%, for a pessimistic scenario; a NPV of S/1,344,327 and an IRR of 512%; for a conservative scenario; and a NPV of S/1,795,538 and an IRR of 671%, for an optimistic scenario.
Mibanco, is a financial company dedicated to granting loans and other financial products to small and medium-sized companies, for which it strives to strengthen the proper operation of its agencies by optimizing its internal processes to achieve optimal service for its current and potential customers. In order to establish a Business Consulting, we proceeded to generate an internal and external analysis of the company to identify the problems that it could have, thus determining that there are levels of satisfaction not achieved by the company's internal support processes. Thus, it can cause problems in the operation it supports (agencies) in the different cities of the country. That is to say, when talking about internal problems, a series of areas occur, each one with independent responsibility for the internal services they provide, so we had to prioritize the one whose satisfaction score was further from the goal, detecting the management processes of services. The service management area is responsible for the delivery of a series of supplies to the agencies for their proper operation, so through the review of indicators we detected that it does not have adequate compliance with SLAs (service levels), added to the high distribution costs it generates. Analyzing possible alternatives, it was decided to implement Satellite Distribution Centers (DCs) that could adequately supply various agencies located nationwide under the variables of time and cost, thus ceasing to depend on a single warehouse in the city of Lima. Likewise, we can say that the suggested alternative to deal with the central problem has a significant impact, thus seeking to reduce the high expenses generated by distribution services, raise service levels above the proposed goal and obtain the scores defined by Mibanco as soon as to the satisfaction of the process by internal users. Finally, a financial analysis is presented to give greater support to the development and implementation of the proposed alternative through the elaboration of projected cash flows for three possible scenarios based on the proposed savings. Said scenarios result in a NPV of S/893,115 and an IRR of 352%, for a pessimistic scenario; a NPV of S/1,344,327 and an IRR of 512%; for a conservative scenario; and a NPV of S/1,795,538 and an IRR of 671%, for an optimistic scenario.
Description
Keywords
Negocios--Planificación, Bancos--Innovaciones tecnológicas, Servicios financieros--Perú, Control de procesos--Mejoramiento