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Advisor(s)
Abstract(s)
Esta dissertação tem como objetivo a definição de um processo de compras eficiente para uma empresa do setor da construção e obras públicas, considerando a importância da gestão estratégica de compras para o sucesso organizacional. O estudo visa identificar as principais lacunas no processo atual de compras da empresa, propondo melhorias que visam otimizar o fluxo de materiais e minimizar os atrasos. A pesquisa aborda uma empresa específica deste setor, onde se verificaram desafios como falhas no cumprimento dos procedimentos, uma elevada percentagem de pedidos urgentes e a ausência de indicadores-chave de desempenho (KPI) que monitorizem a eficiência do departamento de compras.
Com base em ferramentas de gestão como o ciclo PDCA, o relatório A3 Lean e o Balanced Scorecard, são propostas soluções para aumentar a eficiência, reduzir custos e melhorar a comunicação entre os diferentes departamentos da organização.
Para enfrentar esses desafios, foram implementados KPI específicos, nomeadamente o Tempo Médio de Entrega (OCT), OTIF (On Time In Full), Lead Time do Fornecedor, e a percentagem de pedidos urgentes. A análise detalhada destes KPI permitiu uma avaliação rigorosa do desempenho atual do departamento de compras, revelando áreas críticas que necessitam de melhorias.
Com base nessa análise rigorosa, foram propostas várias soluções, incluindo a revisão dos processos logísticos, a melhoria na gestão de stock, o reforço da comunicação com fornecedores, e o investimento em tecnologias mais avançadas de gestão de cadeia de abastecimento. O Balanced Scorecard desenvolvido alinhou os objetivos estratégicos da empresa com ações concretas para a melhoria contínua do desempenho.
Este estudo de caso demonstra a importância de uma gestão rigorosa e integrada no departamento de compras, onde a utilização eficaz de KPI é crucial para a tomada de decisões informadas e para a melhoria contínua dos processos. A implementação e monitorização contínua destes indicadores permitirão à empresa não só resolver os problemas atuais, mas também adaptar-se proativamente às futuras exigências do mercado, garantindo um desempenho sustentável e competitivo.
This dissertation aims to define an efficient purchasing process for a company in the construction and public works sector, considering the importance of strategic purchasing management for organizational success. The study aims to identify the main gaps in the company's current purchasing process, proposing improvements to optimize the flow of materials and minimize delays. The research looks at a specific company in this sector, where challenges were found such as failures to comply with procedures, a high percentage of urgent orders and the absence of key performance indicators (KPI) to monitor the efficiency of the purchasing department. Based on management tools such as the PDCA cycle, the A3 Lean report and the Balanced Scorecard, solutions were proposed to increase efficiency, reduce costs and improve communication between the organization’s different departments. To meet these challenges, specific KPI were implemented, namely Average Delivery Time (OCT), OTIF (On Time In Full), Supplier Lead Time, and the percentage of urgent orders. The detailed analysis of these KPI enabled a rigorous assessment of the purchasing department's current performance, revealing critical areas in need of improvement. Based on this rigorous analysis, various solutions were proposed, including reviewing logistics processes, improving stock management, strengthening communication with suppliers and investing in more advanced supply chain management technologies. The Balanced Scorecard developed aligned the company's strategic objectives with concrete actions for continuous performance improvement. This case study demonstrates the importance of rigorous and integrated management in the purchasing department, where the effective use of KPI is crucial for informed decision-making and continuous process improvement. The implementation and continuous monitoring of these indicators will enable the company not only to solve current problems, but also to adapt proactively to future market demands, guaranteeing sustainable and competitive performance.
This dissertation aims to define an efficient purchasing process for a company in the construction and public works sector, considering the importance of strategic purchasing management for organizational success. The study aims to identify the main gaps in the company's current purchasing process, proposing improvements to optimize the flow of materials and minimize delays. The research looks at a specific company in this sector, where challenges were found such as failures to comply with procedures, a high percentage of urgent orders and the absence of key performance indicators (KPI) to monitor the efficiency of the purchasing department. Based on management tools such as the PDCA cycle, the A3 Lean report and the Balanced Scorecard, solutions were proposed to increase efficiency, reduce costs and improve communication between the organization’s different departments. To meet these challenges, specific KPI were implemented, namely Average Delivery Time (OCT), OTIF (On Time In Full), Supplier Lead Time, and the percentage of urgent orders. The detailed analysis of these KPI enabled a rigorous assessment of the purchasing department's current performance, revealing critical areas in need of improvement. Based on this rigorous analysis, various solutions were proposed, including reviewing logistics processes, improving stock management, strengthening communication with suppliers and investing in more advanced supply chain management technologies. The Balanced Scorecard developed aligned the company's strategic objectives with concrete actions for continuous performance improvement. This case study demonstrates the importance of rigorous and integrated management in the purchasing department, where the effective use of KPI is crucial for informed decision-making and continuous process improvement. The implementation and continuous monitoring of these indicators will enable the company not only to solve current problems, but also to adapt proactively to future market demands, guaranteeing sustainable and competitive performance.
Description
Keywords
Gestão de compras Indicadores de desempenho (KPI) Balanced scorecard (BSC) Ciclo PDCA Relatório A3 lean Setor da construção Purchasing management A3 Lean report Key performance indicators (KPI) Construction sector Balanced scorecard (BSC) PDCA cycle