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Publication
Gestão de processos de negócio no retalho
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 1.76 MB | Adobe PDF |
Advisor(s)
Abstract(s)
A Gestão de Processos de Negócio (GPN) surge como uma abordagem para alcançar estes objetivos, permitindo às organizações adaptarem-se rapidamente a um mercado tão
volátil e a consumidores demasiado exigentes.
Esta investigação teve como principal objetivo analisar a aplicação de GPN no setor do retalho, com um estudo de caso focado numa organização específica. A motivação para este estudo surgiu da experiência profissional direta num ambiente empresarial de retalho, onde foi possível observar os desafios e oportunidades da implementação de metodologias de gestão de processos. Foram exploradas as metodologias como LEAN, Six Sigma, Kaizen e entre outras, e avaliados os seus impactos nos processos operacionais das organizações. A metodologia adotada baseou-se num estudo de caso, utilizando uma abordagem qualitativa. Foram realizadas entrevistas a quatro profissionais que trabalham com GPN no dia a dia. Esta abordagem permitiu recolher dados sobre as práticas implementadas, os desafios encontrados e os resultados obtidos. Os resultados da investigação indicam que a utilização de ferramentas como Diagrama de Ishikawa e A3, por exemplo, resultou em melhorias significativas na eficiência e monitorização dos processos, proporcionando maior transparência e flexibilidade. Contudo, foi possivel identificar que a resistência à mudança representa um obstáculo significativo na implementação destas metodologias. Uma possível melhoria seria o encontrar estratégias específicas para combater esta resistência, através de programas de formação e uma comunicação mais eficaz entre equipas.
A investigação conclui que a aplicação da GPN pode contribuir para a melhoria contínua das organizações do setor do retalho. Os impactos positivos observados incluem a redução de custos operacionais, o aumento da qualidade dos processos e uma maior eficiência operacional. A integração destas metodologias com uma estratégia de transformação digital demonstrou ser significante, sugerindo um caminho promissor para futuras implementações no setor.
Business Process Management (BPM) has emerged as an approach to achieving these goals, allowing organisations to adapt quickly to such a volatile market and to consumers who are too demanding. The main aim of this research was to analyse the application of BPM in the retail sector, with a case study focused on a specific organisation. The motivation for this study arose from direct professional experience in a retail business environment, where it was possible to observe the challenges and opportunities of implementing process management methodologies. Methodologies such as LEAN, Six Sigma, Kaizen and others were explored and their impact on the organisation's operational processes was assessed. The methodology adopted was based on a case study, using a qualitative approach. Interviews were conducted with four professionals who work with GPN on a daily basis. This approach made it possible to collect data on the practices implemented, the challenges encountered and the results obtained. The results of the research indicate that the use of tools such as the Ishikawa Diagram and A3, for example, has resulted in significant improvements in the efficiency and monitoring of processes, providing greater transparency and flexibility. However, it was possible to identify that resistance to change represents a significant obstacle to the implementation of these methodologies. A possible improvement would be to find specific strategies to combat this resistance, through training programmes and more effective communication between teams. The research concludes that the application of GPN can contribute to the continuous improvement of organisations in the retail sector. The positive impacts observed include a reduction in operating costs, an increase in the quality of processes and greater operational efficiency. The integration of these methodologies with a digital transformation strategy proved to be significant, suggesting a promising path for future implementations in the sector.
Business Process Management (BPM) has emerged as an approach to achieving these goals, allowing organisations to adapt quickly to such a volatile market and to consumers who are too demanding. The main aim of this research was to analyse the application of BPM in the retail sector, with a case study focused on a specific organisation. The motivation for this study arose from direct professional experience in a retail business environment, where it was possible to observe the challenges and opportunities of implementing process management methodologies. Methodologies such as LEAN, Six Sigma, Kaizen and others were explored and their impact on the organisation's operational processes was assessed. The methodology adopted was based on a case study, using a qualitative approach. Interviews were conducted with four professionals who work with GPN on a daily basis. This approach made it possible to collect data on the practices implemented, the challenges encountered and the results obtained. The results of the research indicate that the use of tools such as the Ishikawa Diagram and A3, for example, has resulted in significant improvements in the efficiency and monitoring of processes, providing greater transparency and flexibility. However, it was possible to identify that resistance to change represents a significant obstacle to the implementation of these methodologies. A possible improvement would be to find specific strategies to combat this resistance, through training programmes and more effective communication between teams. The research concludes that the application of GPN can contribute to the continuous improvement of organisations in the retail sector. The positive impacts observed include a reduction in operating costs, an increase in the quality of processes and greater operational efficiency. The integration of these methodologies with a digital transformation strategy proved to be significant, suggesting a promising path for future implementations in the sector.
Description
Keywords
Gestão de processos de negócio LEAN Melhoria contínua Transformação digital Business process management tinuous improvement