Business Consulting - La Tinka S.A.
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Fecha
2024-11-13
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Pontificia Universidad Católica del Perú
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La tesis aborda la mejora de la eficiencia operativa de La Tinka S.A., líder en loterías y
apuestas deportivas en Perú. A partir de un análisis integral del entorno externo e interno
utilizando metodologías como CANVAS, Cinco Fuerzas de Porter, PESTE, AMOFHIT y
matrices de evaluación de factores externo MEFE e interno MEFI, se identificó como
principal problema la falta de estandarización y automatización en procesos clave, lo que
genera alta dependencia de personal especializado y expone a la empresa a riesgos en la
continuidad operativa. Adicionalmente, se encontraron deficiencias en la gestión de
inventarios y proveedores, y en la ausencia de indicadores de desempeño, lo que afecta la
toma de decisiones estratégicas.
Para solucionar estos problemas, se evaluaron tres alternativas: rediseño de procesos,
optimización de la cadena de suministros y restructuración de la gestión de proyectos. El
rediseño de procesos fue la opción seleccionada debido a su capacidad para mejorar la
eficiencia operativa y reducir costos. El plan de implementación propone el uso del Balanced
Scorecard para alinear la estrategia con los objetivos operativos, con una reducción
proyectada del 2.1% en los costos operativos en cinco años.
En la evaluación financiera, se calcularon tres escenarios: pesimista, neutro y
optimista. En el escenario optimista, se proyecta un Valor Actual Neto (VAN) de S/
1,192,810.15 y una Tasa Interna de Retorno (TIR) del 135.96%, con un periodo de
recuperación de la inversión de un año. La propuesta permitirá a La Tinka optimizar sus
operaciones y consolidar su liderazgo en el mercado peruano.
The thesis addresses the improvement of the operational efficiency of La Tinka S.A., a leader in lotteries and sports betting in Peru. Based on a comprehensive analysis of the external and internal environment using methodologies such as CANVAS, Porter's Five Forces, PESTE, AMOFHIT and external MEFE and internal MEFI factor evaluation matrices, the main problem was identified as the lack of standardization and automation in key processes, which generates a high dependence on specialized personnel and exposes the company to risks in operational continuity. Additionally, deficiencies were found in inventory and supplier management, and in the absence of performance indicators, which affects strategic decision- making. To solve these problems, three alternatives were evaluated: process redesign, supply chain optimization and project management restructuring. Process redesign was the option selected due to its ability to improve operational efficiency and reduce costs. The implementation plan proposes the use of the Balanced Scorecard to align the strategy with operational objectives, with a projected reduction of 2.1% in operating costs over five years. In the financial assessment, three scenarios were calculated: pessimistic, neutral and optimistic. In the optimistic scenario, a Net Present Value (NPV) of S/ 1,192,810.15 and an Internal Rate of Return (IRR) of 135.96% are projected, with a one-year investment recovery period. The proposal will allow La Tinka to optimize its operations and consolidate its leadership in the Peruvian market.
The thesis addresses the improvement of the operational efficiency of La Tinka S.A., a leader in lotteries and sports betting in Peru. Based on a comprehensive analysis of the external and internal environment using methodologies such as CANVAS, Porter's Five Forces, PESTE, AMOFHIT and external MEFE and internal MEFI factor evaluation matrices, the main problem was identified as the lack of standardization and automation in key processes, which generates a high dependence on specialized personnel and exposes the company to risks in operational continuity. Additionally, deficiencies were found in inventory and supplier management, and in the absence of performance indicators, which affects strategic decision- making. To solve these problems, three alternatives were evaluated: process redesign, supply chain optimization and project management restructuring. Process redesign was the option selected due to its ability to improve operational efficiency and reduce costs. The implementation plan proposes the use of the Balanced Scorecard to align the strategy with operational objectives, with a projected reduction of 2.1% in operating costs over five years. In the financial assessment, three scenarios were calculated: pessimistic, neutral and optimistic. In the optimistic scenario, a Net Present Value (NPV) of S/ 1,192,810.15 and an Internal Rate of Return (IRR) of 135.96% are projected, with a one-year investment recovery period. The proposal will allow La Tinka to optimize its operations and consolidate its leadership in the Peruvian market.
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Consultores de empresas--Planificación estratégica, Juegos de azar--Perú
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