Journal of Microfinance Planning and Control · 2020. 12. 30. · Universidad Michoacana de San...

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Presentation of Content

In the first article we present, Model to increase foreign tourism to Michoacán, by MOLINA-

MARTINEZ, Rubén & CHAVEZ-CHAVEZ, Amparo Guadalupe, with adscription in the Universidad

Michoacana de San Nicolás de Hidalgo, in the next article we present, Productivity and competitiveness

in medium-large forestry-furniture and automotive companies in the Municipality of Durango, Dgo., by

CHAVEZ-SAMANIEGO, Rosendo, GUTIERREZ-MUÑOZ, Israel Iván and GRIJALVA-AVILA,

Gerardo, with adscription in the Universidad Politécnica de Durango, in the next article we present, Use

of management indicators in the San Francisco de los Romo industrial park, by VAZQUEZ-

GUTIERREZ, Rosa Inés, FLORES-AGUILAR, Mauricio and ARELLANO-YAÑEZ, Ricardo, with

adscription in the Universidad Tecnológica del Norte de Aguascalientes, in the next article we present,

Optimization of the supply chain through decision models in aggregate planning, by MUÑOZ-

HERNANDEZ, Raquel & RANGEL-LARA, Saúl, with adscription in the Universidad Politécnica del

Valle de México.

Content

Articule Page

Model to increase foreign tourism to Michoacán

MOLINA-MARTINEZ, Rubén & CHAVEZ-CHAVEZ, Amparo Guadalupe

Universidad Michoacana de San Nicolás de Hidalgo

1-9

Productivity and competitiveness in medium-large forestry-furniture and

automotive companies in the Municipality of Durango, Dgo.

CHAVEZ-SAMANIEGO, Rosendo, GUTIERREZ-MUÑOZ, Israel Iván and

GRIJALVA-AVILA, Gerardo

Universidad Politécnica de Durango

10-21

Use of management indicators in the San Francisco de los Romo industrial park

VAZQUEZ-GUTIERREZ, Rosa Inés, FLORES-AGUILAR, Mauricio and ARELLANO-

YAÑEZ, Ricardo

Universidad Tecnológica del Norte de Aguascalientes

22-32

Optimization of the supply chain through decision models in aggregate planning

MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA, Saúl

Universidad Politécnica del Valle de México

33-39

1

Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9

Model to increase foreign tourism to Michoacán

Modelo para incrementar el turismo extranjero hacia el estado de Michoacán

MOLINA-MARTINEZ, Rubén*† & CHAVEZ-CHAVEZ, Amparo Guadalupe

Universidad Michoacana de San Nicolás de Hidalgo, Institute of Economic and Business Research, Mexico.

ID 1st Author: Rubén, Molina-Martinez / ORC ID: 0000-0002-9840-6441, Research ID Thomson: K-7424-2018, CVU

CONACYT ID: 14701

ID 1st Coauthor: Amparo Guadalupe, Chavez-Chavez / ORC ID: 0000-0003-1992-1128

DOI: 10.35429/JMPC.2020.18.6.1.9 Received July 17, 2020; Accepted December 30, 2020

Abstract

This paper presents the results of an investigation

about the foreign tourist affluence in the state of

Michoacán. The objective of the research is to

identify the main causes of the lack of growth in the

tourist influx in Michoacán. A survey was carried out

in which a questionnaire was applied to 380 foreign

tourists who visited the state in the period of October-

November 2019. A Likert scale was used and for the

analysis of the results the SPSS program (Statistical

Package for the Social Sciences). The obtained

results showed that the low tourist competitiveness,

the lack of investment in the tourist infrastructure and

the little diversification in the tourist offer have

prevented the increase of the tourist affluence in the

state. Finally, a Comprehensive Tourism Planning

Model was proposed as a solution to the detected

problem.

International tourism, Tourism sector, Tourism

competitiveness, Tourism infrastructure,

Tourism offer

Resumen

Este artículo presenta los resultados de una

investigación que trata sobre la afluencia turística

extranjera en el estado de Michoacán. El objetivo de

la investigación es identificar las principales causas

de la falta de crecimiento en la afluencia turística en

Michoacán. Se realizó una encuesta en la que se

aplicó un cuestionario a 380 turistas extranjeros que

visitaron el estado en el periodo de octubre-

noviembre de 2019. Se utilizó una escala tipo Likert

y para el análisis de los resultados el programa SPSS

(Statistical Package for the Social Sciences). Los

resultados obtenidos mostraron que la baja

competitividad turística, la falta de inversión en la

infraestructura turística y la poca diversificación en

la oferta turística han impedido el incremento de la

afluencia turística en el estado. Finalmente, se

propuso un Modelo Integral de Planificación turística

como solución al problema detectado.

Turismo internacional, Sector turístico,

Competitividad turística, Infraestructura

turística, Oferta turística

Citation: MOLINA-MARTINEZ, Rubén & CHAVEZ-CHAVEZ, Amparo Guadalupe. Model to increase foreign tourism to

Michoacán. Journal of Microfinance Planning and Control. 2020. 6-18:1-9.

* Correspondence to the Author (Email: [email protected]) † Researcher contributing as first author.

© ECORFAN-Spain www.ecorfan.org/spain

2


ISSN: 2444-5037 ECORFAN® Todos los derechos reservados

MOLINA-MARTINEZ, Rubén & CHAVEZ-CHAVEZ,

Amparo Guadalupe. Model to increase foreign tourism to

Michoacán. Journal of Microfinance Planning and

Control. 2020

Introduction

World tourism is a key engine for socio-

economic progress in countries, it is one of the

main players in international business and

represents one of the main sources of income for

various developing countries. Furthermore,

tourism is also one of the main sources of

employment worldwide. According to the World

Tourism Organization (2018), one in every 11

jobs in the world is related to tourism. In Mexico,

the tourism sector generates a more accelerated

economic impact compared to other productive

branches. The geographical location,

connectivity, the extensive tourism inventory

system and the ability to offer quality tourism

services position it as a country with a strong

comparative advantage, however, its

participation in the world market has decreased.

One of the states of the country that has

lost presence in the global competition in this

sector is the state of Michoacán. Michoacán has

the potential to offer quality tourist services due

to its diversity in both ecological and cultural

tourist attractions, however, it has presented a

stagnation in the tourist influx in recent years.

The objective of this research is to identify the

factors that have caused that there is no increase

in the tourist influx in the State. It is considered

important to put the study focus on the tourist

influx of foreigners, because they represent an

important source of income to the country,

generating greater economic income compared

to national tourism. The research starts from a

diagnosis of the current situation of the tourism

sector at the world, national and state level. The

hypothesis proposed for this research is that the

influx of foreign tourists (dependent variable) to

Michoacán can be increased by improving

tourism competitiveness (independent variable

1), increasing investment in tourism

infrastructure (independent variable 2) and

diversifying the tourism offer ( independent

variable 3). In the field work, the universe and

the sample were defined, the instruments were

selected for data collection and processing, and

finally the results were presented and analyzed.

For this research, a questionnaire was applied to

380 foreign tourists who visited Michoacán in

the period October-November 2019 and the

SPSS and Excel programs were used to process

the data obtained.

The last part of this research is made up

of the proposed solution to the identified

problem, which consists of the application and

control of a Comprehensive Tourism Planning

Model to develop the sector and increase the

tourist influx in the state of Michoacán.

Literary Review

The World Tourism Organization (1998) defines

tourism as the activities carried out by people

during their trips and stays in places other than

their usual environment, for a consecutive period

of less than one year, for leisure purposes, and

other reasons not related to the exercise of a

remunerated activity in the place visited.

Likewise, it declares that a tourist is defined as a

visitor who spends the night in a means of

collective or private accommodation in the place

visited for at least one night. Next, the main

models that give the theoretical support to this

research are presented. The first model is the one

proposed by Raymundo Cuervo (1967), where

he proposes an analysis of tourism using systems

theory, arguing that any change in the

environment directly affects the tourism system.

His proposal was published in "Tourism as a

means of human communication", published in

1997 by the Government Tourism in Mexico.

Cuervo coordinated the study and

analysis of the research presented, by which, for

the first time, the concept of a system applied to

tourism. Cuervo (1967) is based on the

assumption that tourism is a group whose

function is communication, he argues that

tourism is a communication system capable of

transmitting positive and useful information for

the promotion of world peace, but it can also be

negative and affect the harmony of human

relationships. Seen from this perspective, the

tourism system must always function, or always

be maintained, as a positive communication

operator (Panosso & Lohmann, 2012).

Another systemic approach is the Leiper

(1990), which proposed a model of a tourist

system composed of five elements, three

geographical elements: the region of origin of

the traveler (the origin or the usual environment

of consciousness of the traveler), a region of

transit that intercommunicates the origin with

the destination, and the region of the tourist

destination.

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Control. 2020

The other two elements are the tourist

and the tourism and travel industry. All these

elements are impacted by the human

environment, the sociocultural, economic,

technological, physical, political and legal, and

in turn, the elements impact these environments

when the tourist travels their route starting from

the origin heading to the destination through the

region of transit. In 1999, UNWTO provided

planning models for municipal and local levels.

in which it deepens the strategic planning

process applied to tourism in its aspects of land

use planning, tourism modalities (urban tourism,

ecotourism), and the creation and management

of tourism products. Although this orientation

has been aimed at public organizations

responsible for tourism planning in developing

countries, the proposal made by experts and

academics from other instances and private and

social institutions is not far from the general

methodological elements proposed by said

organization (Osorio , 2006).

On the other hand, the integrated model

of competitiveness of a tourist destination

proposed by Dwyer & Kim (2003), which

integrates elements such as; created resources

such as tourism infrastructure, recreational

activities, and commerce; hereditary and natural

resources such as historical and social heritage;

and resources and factors such as general

infrastructure, quality of services, accessibility

and hospitality. In turn, this model considers the

environment which it encompasses; conditions

for development such as the geographical

situation, the competitive environment, the

macroeconomic environment, security and price

competitiveness; politics and management as

management of organizations, advertising and

marketing, development of Human Resources;

and demand conditions such as tourist

preferences and their perception of the tourist

destination. Finally, the interaction of these

elements results in tourist competitiveness.

Methodology

This section defines the universe and the sample,

as well as the instrument for data collection and

processing. The universe is made up of foreign

tourists who visit the main tourist destinations in

Michoacán. As a reference, foreign tourists who

visited the State in 112 2016 are taken into

account, which were 33,931 (SECTUR, 2018).

The main tourist destinations in the state are

Morelia, Pátzcuaro and the coastal area.

For this research, the sample is taken

considering the size of the population, the level

of confidence and the margin of error, applying

the following formula (Vivanco, 2005):

𝑛 =𝑍∝

2𝑁𝑝𝑞

𝑒2(𝑁−1)+𝑍𝛼2𝑁𝑝𝑞

(1)

Where:

N = Universe = 33,931 tourists

n = sample size

Z = confidence level = 95%

e = Error = 0.05

p = proportion of the sample (probability

of success) = 50%

q = proportion of the sample (probability

of failure) = 50%

To perform this calculation, N is equal to

33,931 foreign tourists, Z is equal to 1.96, which

represents the 95% confidence level, with an

error of 0.05 and p takes the value of 50%. This

last percentage is due to the part of the

population that is taken as the object of study,

50% is considered for p in the event that the

study condition is met and 50% for q if it is not

met. The sample calculation was obtained with

the following procedure:

𝑛 =(33931)(1.96)2(0.5)(0.5)

(0.05)2(33931 − 1) + (1.96)2(0.5)(0.5)

𝑛 =(33931)(3.8416)(0.5)(0.5)

(0.0025)(33930) + (3.8416)(0.5)(0.5)

𝑛 =32587.3324

8482.5 + 0.9604

𝑛 =32587.3324

85.7854= 380

The sample is calculated with the

formula previously indicated, based on a normal

distribution, in addition, computer platforms

were used to verify the result, such as

Surveymonkey Networks and Netquest. As a

result, the sample size is 380 people.

4






Control. 2020

The instrument used in this research is

the Likert-type scale, because it is a tool that

allows us to measure attitudes and know the

degree of compliance of the respondent through

the items raised, it also allows us to quantify the

data to obtain more results. precise. The Likert

scale named for its inventor, Rensis Likert, is a

widely used measurement scale that requires

respondents to indicate the degree of agreement

or disagreement with each of the series of

information about the stimulus objects. In

general, each item on the scale has five

categories of responses ranging from “strongly

disagree” to “strongly agree” (Malhotra, 2004).

It is a type of additive scale that

corresponds to an ordinal level of measurement;

It consists of a series of items or judgments by

way of statements to which the subject's reaction

is requested. The stimulus (item or judgment)

that is presented to the subject represents the

property that the researcher is interested in

measuring and the responses are requested in

terms of degrees of agreement or disagreement

that the subject has with the particular sentence.

There are five most used response options,

where each category is assigned a numerical

value that will lead the subject to a total score as

a result of the scores of all the items (Table 1).

The final score indicates the position of the

subject within the scale (Maldonado, 2007).

The Likert scale assumes that the

strength and intensity of the experience is linear,

therefore, it ranges from totally agree to totally

disagree. In addition, it is also considered a

neutral element for those people who do not

agree or disagree. Through the

operationalization of the variables, an instrument

of 37 items was built which was applied to 380

foreign tourists who visited Morelia, Pátzcuaro

and the Coastal Zone of the state of Michoacán

during the period October-November 2019.

Value Reply

1 Strongly disagree

2 In disagreement

3 Neither agree nor disagree

4 Agree

5 Totally agree

Table 1 Table of equivalences

Source: Own elaboration based on Likert. 1932

The applied instrument presents 37 items

with 5 possible answers that correspond to the

table of equivalences (table 1.1), through this

coding the answers were transformed into

numerical values which were used for the

elaboration of the data book. Any measurement

or data collection instrument must meet three

essential requirements: reliability, validity and

objectivity (Hernández, Fernández, & Baptista,

1998). The instrument was validated through

Cronbach's Alpha, which is a scale reliability

indicator that provides a measure of the internal

consistency of the items that make up the scale.

For our instrument, a Cronbach's alpha

coefficient of 0.790 was obtained, which

indicates that the applied instrument is reliable,

being considered an acceptable value. The

results obtained were processed to analyze and

interpret them. According to Hurtado (2000), the

purpose of the analysis is to apply a set of

strategies and techniques that allow the

researcher to obtain the knowledge he was

looking for, from the adequate treatment of the

collected data.

The data obtained were processed

through the statistical program SPSS (Statistical

Package for the Social Sciences), this program

was used to perform the descriptive statistics of

the information obtained, likewise, the

elaboration of the data book was carried out

through the Excel program.

The results per variable are as follows:

Dependent variable: Increase in tourist

influx:

‒ 97.63% of foreign tourists visited the State

for more than five nights.

‒ 58.9% of the tourists who visited the State

went to more than three municipalities.

‒ The main reason for the trip of tourists who

visited Michoacán was for cultural reasons,

a portion of 77.4%.

‒ 99.47% of tourists would visit the State

again on another occasion (Graphic 1).

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Control. 2020

Graphic 1 Percentage of foreign tourists who would visit

the state of Michoacán again

Source: Own elaboration in SPSS based on results

Independent Variable 1: Tourist

competitiveness:

‒ 98.95% of tourists think that the prices of

tourist services are below the prices in other

countries.

‒ 94.2% of foreign tourists believed that the

quality of tourism services offered by the

state fully satisfied their needs and

expectations (Graphic 2).

‒ 63.1% of foreign tourists who visited the

State think that advertising tourist services is

considered persuasive for their consumption.

‒ 86.9% of tourists agreed that the staff of

tourism companies in the State is adequately

trained to offer quality services, only 7.4% of

tourists think otherwise.

‒ 48.2% of tourists thought that the coverage

of the telephone lines was efficient.

Graphic 2 Quality of tourist services offered by the state

of Michoacán


‒ 74% of tourists believed that the carts are

not in adequate condition 204 (Graphic 3).

Graphic 3 Road conditions in the state of Michoacán


- On the other hand, 86% of foreign tourists

do not agree that the state's means of

transport are in adequate conditions to offer

the transport service.

Independent Variable 2: Tourism

infrastructure:

‒ 58% of the tourists thought that the

propaganda adequately disseminates the

tourist services offered in the State.

‒ 86% of foreign tourists believed that guides

provide the necessary information.

‒ 217 and enough of the services offered

(Graphic 4).

‒ 84.2% of tourists believed that state travel

agents adequately provide sales, advisory

and travel management services.

Graphic 4 Tourist guides in the state of Michoacán


Independent Variable 3: Diversification

of the tourist offer:

‒ 53.7% of foreign tourists visited only one

hotel.

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Control. 2020

‒ 98.7% of the tourists believed that the hotels

in the State adequately meet the needs and

fulfilled their expectations.

‒ Only 46% of foreign tourists believed that

there is a variety of recreation centers in the

State.

‒ 44.5% of tourists thought that the State

recreation centers offer innovative services.

‒ On the other hand, 82.9% of foreign tourists

believed that there is a great variety of

festivals within the State.

Graphic 5 Innovative services in the recreation centers of

the state of Michoacán


Correlation coefficient

For the analysis of the results, the Pearson

correlation coefficient was calculated with the

help of the SPSS program, which serves to

measure the strength or degree of association

between two quantitative variables. The

coefficient is defined through the following

formula (Ostle, 1980):

𝑝 =𝑐𝑜𝑣(𝑥,𝑦)

𝜎𝑥 𝜎𝑦 (2)

-1 ≤ p ≥ 1

When p is positive the relationship is

direct between the variables, when it is negative

it is inverse, and when p is equal to 0 the

variables are independent.The value of the

correlation is equal to 1 or -1 if the covariation is

of maximum intensity, and the smaller the

intensity of the covariation is, the closer it is to

0. Furthermore, the index has a positive sign

when the covariance is direct and negative when

it is inverse.

Table 2 presents the results of Pearson's

correlation, in which we can observe that all the

variables have a positive correlation with the

dependent variable, in addition, the variables are

significantly related to each other. To calculate

the Pearson correlation in this research, an

average of the value of each of the variables was

carried out (Annex 3), the result of this average

was entered into the SPSS program in which the

results presented were obtained.

There is a positive correlation of 0.233

between the variables of increased tourist influx

and tourist competitiveness; a positive

correlation of 0.118 is shown between the

variable of increase in tourist influx and the

variable of tourist infrastructure; and there is a

positive correlation of 0.138 between the

variable of increase in tourist influx and the

variable of diversification of the tourist offer.

Correlations

Increase

in

tourist

influx

Tourist

Competitiveness

Touristic

infrastructure

Diversification

of the Tourist

Offer

Increase in

tourist influx

Pearson's

correlation

1 .233** .118* .138**

Sig.

(Bilateral)

.000 .021 .007

N 380 380 380 380

Tourist

Competitiveness

Pearson's

correlation

.233** 1 .532** .589**

Sig.

(Bilateral)

.000 .000 .000

N 380 380 380 380

Tourist

Infrastructure

Pearson's

correlation

.118* .532** 1 .447**

Sig.

(Bilateral)

.021 .000 .000

N 380 380 380 380

Diversification of the Tourist

Offer

Pearson's correlation

.138** .589** .447** 1

Sig.

(Bilateral)

.007 .000 .000

N 380 380 380 380

**. The correlation is significant at the 0.01 level (bilateral).

*. The correlation is significant at the 0.05 level (bilateral).

Table 2 Pearson correlations between dependent variable

and independent variables


The correlation of the variables is

positive and significant, which indicates that the

proposed hypothesis is tested: The influx of

foreign tourists to Michoacán can be increased

by improving tourism competitiveness,

increasing investment in tourism infrastructure

and diversifying the tourism offer.

7






Control. 2020

Analysis and discussion of results

Based on the graphs and tables previously

analyzed, it is concluded that the foreign tourists

to whom the measurement instrument was

applied in this research during the October-

November 2019 period presented a general

satisfaction in the tourist services offered by the

State, however, the results reflect areas of

improvement in terms of communications, road

infrastructure and transport, and in terms of the

diversification of the tourist offer, since they

presented low percentages in terms of

satisfaction with respect to these variables . In

turn, it has been possible to corroborate that the

majority of foreign tourists visited the state

during a long stay, visiting more than three

municipalities, with this we can conclude that

the stay of foreign tourists is much longer than

that of tourists Therefore, there is a greater

economic spill within the state. Tourism

businesses, restaurants, bars and recreation

centers obtain greater economic benefits when

the number of foreign tourists grows.

The state of Michoacán has great

potential to expand and reinforce resources to

strengthen the tourism sector and thus attract a

greater number of tourists, tourists must be

satisfied during and after their visit to the State,

because a tourist satisfied, return to the

destination or recommend the place you visited.

A positive impact on the tourist encourages the

tourist influx to grow since it is a promoter of the

tourist destination.

Pearson's correlation confirms that there

is a significant and positive relationship between

the variables, in other words, it states that there

is an increase in tourism influence when tourism

competitiveness increases, tourism

infrastructure improves and tourism offer

diversifies, however, The results of this research

confirm that there are still areas for improvement

that hinder a significant increase in tourist influx,

which is why a proposed solution is presented in

the next chapter.

Proposal

This section presents a proposed solution to the

problem of the lack of increased tourist influx in

the state of Michoacán, a proposal made based

on the results obtained and the theoretical

framework that supports this research. The

proposal consists of the formulation, application

and control of a Comprehensive Tourism

Planning Model that addresses the variables

reviewed in this research, it is worth mentioning

that the proposal is directed to government

institutions in charge of planning and

coordinating tourism plans and programs. in the

state of Michoacán (Figure 1).

Figure 1 Comprehensive Tourism Planning Model

Source: Own elaboration, 2020

As a first step for the formulation of this

Comprehensive Tourism Planning Model is the

elaboration of a diagnosis (figure 1.2) that

includes the study of the documentary

information of the site, an analysis of the

historical background, an analysis of the current

situation of the destination and making a

forecast.

Figure 2 Elements for the elaboration of a diagnosis

Source: Own elaboration, 2020

Diagnosis

Analysis of documentar

and information

Background analysis

Analysis of the

current situation

Making a forecast

8






Control. 2020

The elaboration of a diagnosis as the first

step of this model helps to understand any

situation, the importance of it, how we should act

and the possible consequences.

Within the realization of the diagnosis,

the analysis of the current situation must include

a study of the tourist competitiveness of the

destination, which corresponds to the first

independent variable of this research. Ritchie &

Crouch (2000, 2003) were the first to develop an

explanatory model of competitiveness of tourist

destinations, which has been improving over the

years, mainly through the aggregation of

platforms and, most importantly, with the

inclusion of the sustainability factor.

Within the analysis of the current

situation, a study of the tourist infrastructure

should also be carried out, which corresponds to

the second independent variable of this research.

Tourist infrastructure is understood as the

interconnected elements that allow tourists to

arrive, stay and enjoy a tourist attraction of their

destination.

On the other hand, the diagnosis of the

Integral Model of Tourism Planning must

include a study of the tourist offer and explain

how to achieve its diversification in a tourist

destination. The World Tourism Organization

(1998) defines the tourist offer as the set of

tourist products and services made available to

the tourist user in a destination for their

enjoyment and consumption. The elements that

are considered as tourist offer are:

‒ Goods and services.

‒ Elements of the environment (natural,

cultural, and historical resources).

‒ Elements of infrastructure and public

facilities.

‒ Elements of infrastructure and private or

state facilities.

‒ Brand image and price.

The second step of the Model consists of

formulating the objectives and goals. Any type

of organization must have clearly articulated

goals and objectives to channel the efforts of

individuals through the organization towards

common ends. Goals and objectives also provide

the means to allocate resources effectively

(Martínez & Milla, 2012). Once the diagnosis is

made and the desired information is available,

the goals and strategies must be formulated to

achieve the desired objectives.

The third step of the Comprehensive

Tourism Planning Model consists of formulating

a budget based on the objectives and strategies

proposed in the previous section. According to

Burbano (2005), the budget is a formal

quantitative expression of the objectives that the

company administration proposes to achieve in a

period with the adoption of the necessary

strategies to achieve them, in the same way, this

author indicates that it is a programmed estimate,

in a systematic way, of the operating conditions

and the results to be obtained by an organization

in a given period.

Execution is the fourth step of the

Comprehensive Tourism Planning Model and

consists of applying the plans proposed to

achieve the objectives, through a specific

budget. In this step the organization of the

resources, the monitoring to detect variations

and the care of the resources are carried out.

Execution is defined as the process in which

what is established in the planning is executed,

based on the results obtained in the research, it is

intended to achieve the proposed objectives

(Ander-Egg, 2003). It oversees coordinating

people and resources to carry out the proposed

plan, it also integrates and carries out the

activities according to the proposed strategies.

The evaluation is the fifth and last step of

the Model, it consists of knowing the effective,

positive or negative impact of a project, it serves

to verify the coincidence of the tasks executed

with the programmed. Analyze the causes,

errors, benefits, and possible areas to improve

for better performance. Vedung (1997), believes

that evaluation is a process through which a

careful retrospective assessment of the merits,

importance and value of the application,

productivity and results of government

interventions is carried out, which is intended to

play a role in future situations and practical

actions.

9






Control. 2020

Conclusions

The research has allowed to know in greater

depth the problem of the lack of increase in

foreign tourist influx in the state of Michoacán.

During the investigation, it was found

that problems such as low tourist

competitiveness, lack of investment in tourist

infrastructure and little diversification of the

tourist offer have arisen in the state, which have

caused stagnation in the tourist influx. Through

field work, the hypothesis raised was verified

and it is concluded that in Michoacán there are

several problems that hinder the increase in

tourist influx, therefore, a solution proposal is

proposed.

This model consists of a series of

systematized steps starting from a diagnosis of

the current situation of tourism in the State, also

from the formulation of plans, strategies and

budgets according to the needs of the sector, in

addition, this model proposes a set of measures

of control to evaluate the model and to be able to

carry out a feedback that will allow to work in

the possible areas of improvement.

Carrying out systematic and orderly

planning in the tourism sector will allow the

State to create better strategies and action plans

to attract a greater number of foreigners, offer

better quality tourism services at competitive

prices, improve infrastructure and diversify the

tourism offer. , and turn the state of Michoacán

into a competitive destination worldwide.

References

Dwyer, L., & Kim, C. (2003). Destination

Competitiveness: Determinants and indicators.

Current Issues in Tourism.

Hernández, R., Fernández, C., & Baptista, P.

(1998). Metodología de la Investigación.

México: Mc Graw Hill.

Leiper, N. (1979). The Framework of Tourism.

Obtenido de

https://franciscodosanjos.files.wordpress.com/2

013/12/leiper.pdf

Maldonado, S. (2007). Manual Práctico Para El

Diseño De La Escala Likert. Obtenido de

Revista Xihmai:

http://www.lasallep.edu.mx/xihmai/index.php/x

ihmai/article/view/83

Malhotra, N. (2004). Investigación de mercados.

México: Pearson.

Martínez, D., & Milla, A. (2012). Metas

Estratégicas. Madrid: Ediciones Diaz de Santos.

Osorio, M. (Junio de 2006). La planificación

turística. Enfoques y modelos. Obtenido de La

planificación turística. Enfoques y modelos:

https://www.redalyc.org/pdf/401/40180113.pdf

?sequence=1&isAllowed=y

Panosso, A., & Lohmann, G. (2012). Teoría del

Turismo. México: Trillas.

SECTUR. (2018). Secretaría de Turismo.

Obtenido de Secretaría de Turismo:

https://www.gob.mx/sectur/prensa/alcanza-

michoacan-la-mayor-afluencia-en-la-historia-

de-ferias-de-pueblos-magicos?idiom=es

UNWTO. (1998). The World Tourism

Organization. Obtenido de

https://media.unwto.org/es/content/entender-el-

turismo-glosario-basico

Vivanco, M. (2005). Muestreo Estadístico,

Diseño y Aplicaciones. Santiago de Chile:

Editorial Universitaria.

10

Article Journal of Microfinance Planning and Control

December 2020 Vol.6 No.18 10-21

Productivity and competitiveness in medium-large forestry-furniture and

automotive companies in the Municipality of Durango, Dgo.

La productividad y competitividad en empresas forestales-muebleras y automotrices

medianas-grandes en el Municipio de Durango, Dgo.

CHAVEZ-SAMANIEGO, Rosendo†*, GUTIERREZ-MUÑOZ, Israel Iván and GRIJALVA-AVILA,

Gerardo

Universidad Politécnica de Durango, Carretera Durango-México km 9.5 S/N, poblado Dolores Hidalgo C.P. 34300 Durango,

Dgo. Mexico.

ID 1st Author: Rosendo, Chávez-Samaniego / ORC ID: 0000-0001-8402-9502, CVU CONACYT ID: 224240

ID 1st Coauthor: Israel Iván, Gutiérrez-Muñoz / ORC ID: 0000-0002-8496-8849, CVU CONACYT ID: 404498

ID 2nd Coauthor: Gerardo, Grijalva-Ávila / ORC ID: 0000-0002-3402-3556, CVU CONACYT ID: 276466

DOI: 10.35429/JMPC.2020.18.6.10.21 Received: July 18; Accepted: December 30, 2020

Abstract

The research determines the factors and dimensions that

influence the productivity and competitiveness of

medium-large companies in the forestry-furniture and

automotive sector of the Municipality of Durango, in turn

allowing these factors and dimensions to be transferred to

a validated instrument. Technology support streamlines

the analysis of the information that companies provide to

determine the level of productivity and competitiveness.

Know the status of companies with their various internal

indicators, it shows the need to deploy an empirical study

that involves variables and factors, which in turn allows to

be Analyzed the results to establish clear and objective

strategies all through a Web application. The validity of

the instrument content with the V-Aiken methodology

with value of .845 and the reliability of the Cronbach's

alpha instrument α = .912 allows the instrument to be

applied to obtain the Productivity Level 4.4 and the

Competitiveness Level 3.8 in one scale of 0 to 5.

Productivity, Competitiveness, Factors

Resumen

La investigación determina los factores y dimensiones que

influyen en la productividad y competitividad de las

empresas medianas-grandes del sector forestal-mueblero y

automotriz del Municipio de Durango, a su vez permita

transferir esos factores y dimensiones a un instrumento

validado. El apoyo tecnológico agiliza el análisis de la

información que las empresas proporcionan para

determinar el nivel de productividad y competitividad.

Conocer el estatus que encierran las empresas con sus

diversos indicadores internos, muestra la necesidad de

desplegar un estudio empírico que involucre las variables

y factores, que a su vez permita ser analizados los

resultados para establecer estrategias claras y objetivas

todo mediante una aplicación Web. La validez del

contenido del instrumento la metodología V-Aiken con

valor de .845 y la fiabilidad del instrumento Alfa de

Cronbach α=.912 permite aplicar el instrumento para

obtener Nivel de Productividad 4.4 y el Nivel de

Competitividad 3.8 en una escala de 0 a 5.

Productividad, Competitividad, Factores

Citation: CHAVEZ-SAMANIEGO, Rosendo, GUTIERREZ-MUÑOZ, Israel Iván and GRIJALVA-AVILA, Gerardo.

Productivity and competitiveness in medium-large forestry-furniture and automotive companies in the Municipality of

Durango, Dgo. Journal of Microfinance Planning and Control. 2020. 6-18:10-21.



11




CHAVEZ-SAMANIEGO, Rosendo, GUTIERREZ-MUÑOZ, Israel

Iván and GRIJALVA-AVILA, Gerardo. Productivity and

competitiveness in medium-large forestry-furniture and automotive

companies in the Municipality of Durango, Dgo. Journal of

Microfinance Planning and Control. 2020

Introduction

The World Economic Forum (WEF) publishes in

Geneva Switzerland, the 2019 report on Global

Competitiveness for the year 2019, signed by

Klaus Schwab. It is the leading report on the

engines of long-term growth. This year it

includes 141 economies (99% of world GDP and

94% of world population).

According to the OECD in November

2019, it maintains that the global outlook

remains fragile and unstable. World GDP

growth has fallen to 2.9% this year - its lowest

level since the financial crisis - and is projected

to remain at 3% for the next two years.

According to the OECD, it mentions that

governments must cooperate and invest to

prevent a long-term stagnation phase.

Coordinated and urgent political measures are

needed to establish trust, boost inclusive growth

and raise living standards. That said, it is an

unprecedented challenge for Mexico and for the

rest of the Latin countries, their current decisions

will mark their uncertainty in economic growth.

The WEF believes that sustained

economic growth remains the surest way out of

poverty and a central driver of human

development; Through competitiveness indices

(global, national and urban), IMCO seeks to

provide useful information for the design,

monitoring and follow-up of national public

policies for competitiveness and economic

development in Mexico. In this sense, they

mention “Mexico, dreams without opportunity”,

which is a greater challenge for generating,

attracting and retaining talent and investment

that detonate productivity and well-being.

Most of the States, governments work in

isolation from companies, normally when a

company is established, the government offers

all services. However, the development and

sustainability depends solely on the company,

they regularly review their indicators and focus

their efforts on improving them. But it is

important to have an instrument that allows

evaluating them under a general approach with

dimensions that allow knowing the level of

productivity and competitiveness.

For this reason, this research aims to

support companies and obtain information that

allows us to know their level of productivity and

competitiveness, even more so to provide the

organization with graphics, analysis and a

strategic plan to monitor and take action.

Issue

The existence of different instruments to

measure the competitiveness of a state or a

country is complex and alien to a company. The

organization does not derive any benefit from

such measurements, and even others are

unaware of them. The instruments consider very

general factors that impact society, government

and business. Therefore, local companies do not

know their level of productivity and

competitiveness among themselves, nor between

their line of business or sector.

Objective

Determine the factors and dimensions that must

be considered to generate a reliable instrument

that allows measuring the level of productivity

and competitiveness of an organization with the

technological application.

Background

Competitiveness is based on pillars that the

countries themselves define according to their

environment, area and culture; This allows them

to achieve achievements in terms of

competitiveness and in some cases stand out

from a backward situation, to an economic

power, counting on their highly trained human

resources that innovate processes thanks to their

technological preparation.

Electronic industry companies are highly

relevant to the Korean economy, their share of

total exports being over 28% by the way.

Another outstanding and competitive industry in

South Korea is the automotive industry, this

industry is among the main automobile

producers in the world, with the companies

Hyundai, Kia, Daewoo and Samsung gaining

market leadership (Lim, 2003), which had a

growth of over 50% from 2001 to 2012.

Factors South Korea involves to increase

productivity:

12









- They use their natural resources.

- They use financial resources.

- Employ human resources.

- Key factor is price.

- Markets.

- Infrastructure.

- Innovation.

- Higher education.

- Training.

Manufacturing MSMEs have been the

object of studies with innovation approaches

with different results and sometimes concurrent

in different countries; However, they consider

five strategic levels in common.

The efforts of Ecuadorian and Argentine

companies rely on innovation to be more

competitive and define the following variables.

Variables Factors

Dependents Product innovation

Process innovation

Independent Research and development

Quality

Qualified Human Resources

Quantitative Sales

Exports

Job

Specialized workforce

Productivity

Qualitative New goods and services offered

Opening new markets

Costs reduction

Energy reduction

Obtaining quality or export

certifications

Control Antiquity

Size

External financing

Owner Features

Competition

Table 1 Variables of innovation

Source: Peirano (2014)

The organization for economic

cooperation and development "OECD" defines

the following factors to measure the productivity

of countries.

Factors Description

Macroeconomics

and finance

Democratic state to persecute,

sanction and socially insert;

Maintain social peace, quality of

life and the investment

environment.

Education and

health

inclusion and generating human

capital, includes indicators of

poverty, inequality, academic

performance, medical supply,

health services and socio-economic

conditions.

Commerce, green

growth and

government

Stable and functional political

systems, democratic, healthy

competition, greater citizen

participation, corruption and ethics.

Regions Labor, workers and employers.

International trade Capitalize your relationship with

abroad: tourism and capital flow.

Transport Infrastructure in land, aeronautical,

rail and maritime transport.

Industry, services

and

entrepreneurship

Even floor for companies to

compete, innovate, settle, product

and price.

Science, technology

and innovation

Ability to innovate, quantity and

quality; formal research, patents,

technological development,

creativity and diversity.

Employment and

gender

Employment and unemployment,

wages, inflation, currency exchange

and social equality.

Agriculture Food and agricultural market.

Energy and

environment

Use of types of energy, oil and

natural gas, pollution and natural

resources.

Population and

migration

Migratory flows, foreigners,

migrant labor market and

naturalizations.

Table 2 Competitivesness model

Source: Own wuth IMCO data

The World Economic Forum “WEF”

carries out the analysis on twelve pillars to

measure the competitiveness of countries in a

microeconomic and macroeconomic

environment, as well as institutions, policies and

factors that determine the levels of economic

prosperity in the short and medium term.

13









Pillars Report Items

Institutions Security, property rights,

social, capital, checks and

balances, transparency and

ethics, public sector

performance and corporate

governance.

17

Infrastructure The quality and extension of

transport infrastructure (road,

rail, water and air) and utility

infrastructure.

8

Macroeconomic

stability

The level of inflation and the

sustainability of fiscal policy.

4

Health Life expectancy adjusted to

health (HALE).

11

Higher education

and

entrepreneurship

Workforce skills, digital

literacy, interpersonal skills,

and the ability to think

critically and creatively.

8

Goods Market

Efficiency

Product market that a country

provides a level playing field

for companies to participate in

their markets, openings to

foreign companies and

encourage companies to

innovate.

15

Market efficiency Labor market, flexibility, the

extent to which human

resources and talent

management can be

reorganized.

10

Financial market

satisfaction

The availability of credit,

equity, debt, insurance and

other financial services,

stability, risks and

opportunistic behavior of the

financial system.

9

Technological

preparation

Information and

communication technologies

(ICT). ICTs reduce transaction

costs and accelerate the

exchange of information and

ideas, improving efficiency

and innovation.

8

Market size The size of the domestic and

foreign markets to which

companies in a country have

access.

2

Business

satisfaction

Business dynamism, capacity

of the private sector to

generate and adopt new

technologies and new ways of

organizing work.

9

Innovation Ability to innovate, the

quantity and quality of formal

research and development.

6

12 107

Table 3 Pillars of competitiveness

Source: Own obtained from World Economic Forum

2018-2019

Basic concepts

For Dussels (2001; quoted in Saavedra, 2012),

he sees competitiveness as a process of dynamic

integration of countries and products into

international markets, depending on supply and

demand conditions. For Padilla (2006; cited in

Saavedra, 2012), competitiveness is related to

the ability to increase the standard of living of

the inhabitants, to generate sustained standards

in productivity, to successfully enter

international markets, etc.

Porter (1991) emphasizes the importance

of the production process as a criterion that

determines competitiveness. In the same sense,

Alic (1987) conceptualizes competitiveness as

the ability of companies to design, develop,

produce and place their products on the

international market amidst competition with

companies from other countries. Urrutia (1994)

considers it to be the ability to respond

advantageously in international markets. Reinel

(2005), Cabrera, et. al., (2011) business

competitiveness is the ability of a company to

sustain and consolidate itself in its market.

For the World Economic Forum (2010,

p.4), the concept of competitiveness is “the set

of institutions, policies and factors that

determine the level of productivity of a country”.

Competitiveness refers to “the ability of

companies to compete in markets, to increase

their profits, in addition to growing” (OECD,

1992 cited by Gil, 2006).

Context

The vast majority of countries are evaluated by

international institutions, allowing to know,

under certain approaches, the financial status,

the internal and external market, the GDP, the

standard of living of people, the educational

level, the level of science and technological

innovation, among other indicators. The World

Bank (2006) mentions that Mexico of its 100%

of its exports 88% is absorbed by the United

States. This is a risk for Mexico, it needs to

diversify and position itself in other international

markets, foreseeing significant changes in the

country of the United States and affecting its

dependence on Mexico, since it ranks 46th in the

competitiveness ranking.

14









Dif. From 20172 Rank Economy Score 1 Rank Score

1 United Estates 85.6 - 0.8

2 Singapore 83.5 - 0.5

3 Germany 82.8 - 0.2

4 Switzerland 82.8 - 0.2

5 Japan 82.5 3 0.9

6 Netherlands 82.4 -1 0.2

7 Hong Kong SAR 82.3 - 0.3

8 United Kingdom 82 -2 -0.1

45 Indonesia 64.9 2 1.4

46 México 64.6 -2 0.5

47 Oman 64.4 14 3.4

49 Mauritius 63.7 - 0.8

53 Uruguay 62.7 -3 -

55 Kyrgyz Republic 53 -5 -0.1

East Asia and Pacific Eurasia

Europe and North America Latin America and Caribbean

Middle East and North Africa South Asia

Sub-Saharan Africa

Table 4 The Global Competitiveness Index 4.0 2018

Rankings

Source: The Global Competitiveness Report 2018, World

Economic Forum

In the last decade (2005-2014) all states

increased their productivity, however, they did

so at different rates. The states that increased the

most were Zacatecas (157.1%), Tabasco

(109.3%) and Querétaro (93.3%). While those

that had good growth Durango with (65.2%),

D.F. (64.7%) and those with the lowest growth

were Campeche (21.6%) and Baja California Sur

(23.1%).

According to (INEGI, 2019) the Third

Government Report (2019), it defines that at the

end of 2018 the State's Gross Domestic Product

(GDP) stood at 201,196 million pesos, which

meant a participation of 1.13% of the total of

national GDP, managing to rank 27th in the

contribution ranking. In this same sense, its

activity is concentrated in the tertiary sector with

60.42%, secondary activities contribute 29.8%

and primary activities 9.78%. In terms of

competitiveness, the Durango entity shows a

favorable evolution, since according to the

national Rancking it rose 3 places, going from

28th place to number 25 nationally (IMCO,

2018).

Method

Establishes a case study that integrates the

design and validation of the instrument. The

descriptive and interpretive method addressed to

the content and elaboration of the items is

addressed, which are directed at the definition of

the variables and factors of the instrument used,

which arises from the analysis of the concepts,

studies and experience applied in the scientific

method.

For this reason, it is important to focus

efforts on addressing the content and internal

consistency of the items.

The instrument is validated in its content

with instruments V - Aiken and Cronbach's

Alpha, considering the following points:

‒ The content of the instrument must be

validated by experts (judges) who

demonstrate their competence in the

concepts of productivity and

competitiveness.

‒ The instrument is focused on the concepts of

competitiveness and productivity, which

gives a line to determine the factors and

variables.

‒ After its content validity. The instrument

can be answered by managers or director of

the company.

‒ The instrument measures competitiveness

and productivity.

‒ The instrument is designed in such a way

that it can be answered in complete freedom

without meddling in situations of

confidentiality.

‒ The instrument is used through the

technological application that allows it to be

available at any day and time.

‒ You can access statistical results

immediately.

‒ Generate graphs of each element and in a

segmented way.

‒ Generate a SWOT matrix.

‒ Generate a proposal for a strategic plan.

‒ Develops a projection as the instrument

application is used.

Validation of the V-Aiken instrument

The procedure estimates the content validity and

internal consistency of the instrument, considers

the number of items, Clarity, Adequacy and

Relevance. The instrument is based on the

background, basic concepts, context, criteria and

experience of the judges or experts.

15









The instrument has 42 items (see Annex

A), clear, short and simple in the environment of

productivity and competitiveness. The 11 judges

are rigorously chosen and must meet a certain

profile with experience, knowledge and

verifiable managerial positions. Nine men and

two women participate; six of them in the

automotive industry and six in the forestry -

furniture industry.

The items are quantitatively valued by

each expert on a four-point Likert scale 1 =

Nothing; 2 = Little; 3 = Enough; 4 = A lot, about

elements of content validity: relevance,

adequacy or mastery and clarity (Sireci &

Faulkner-Bond, 2014).

Once the statistics of the three

approaches to the content of the judges have

been calculated, the following formula is used

per approach and generally to obtain the V-

Aiken validation.

𝐹𝑜𝑟𝑚𝑢𝑙𝑎 𝑉 = 𝑋−𝑙

𝐾 (1)

Where:

X = average of expert ratings

l = lowest rating value on the scale

k = range of possible values of the scale of

assessment

The instrument defines two variables and

six factors for each and the assigned items, as

shown in Table 5. International and national

organizations want to know the productivity and

competitiveness of the countries; In this sense,

the literature determines two variables

influenced by their definitions, the context of

organizations, the theoretical and conceptual

framework, which in turn allow finding relevant

factors and dimensions that directly affect

companies.

Independent

Variables

Factors Items

Dependent

variables

Productivity Productivity

indicators

20,21, 25

Product quality 19,24

Capital 30,40

Management

strategies

9,10,11,14,15,16

Innovation 12,22,23,28,33,34,35,41

Human

Resources

1,2,3,4,5,6,7,6,13,17,18,26,

27

Competitiveness Profitability 38

Regional market

share

37

Regional net

benefits

42

Regional

management

strategies

36

Innovation 29,32,39

Scientific and

technological

activity

31

Table 5 Instrument formation

Source: Own

The validation of the instrument in its

content, required the participation of 11 judges

or experts, among them are academics with

experience in manufacturing or forestry

companies, people with more than 20 years of

experience working in companies in the

automotive and forestry sector with managerial

positions. The blue line refers to the clarity of the

items, the orange line refers to the adequacy of

the items, the purple line refers to the relevance

of the items with scales from 0 to 5; finally, the

yellow line represents the value of V - Aiken on

a scale from 0 to 1. See Graphic 1.

The reliability of each item must be

greater than 0.7, the V-Aiken coefficient, and a

critical value less than 0.5 is considered. In the

case of the 42 items, they were above 0.7 except

for item 1 with 0. 58.

Graphic 1 V-Aiken Reliability

Source: Own

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41

Clarity Adequacy Relevance V- Aiken

16









The matrix of results of the validation of

the eleven judges was greater than 0.7 in each

item in the quality, adequacy, and relevance

approaches. See Table 6.

Table 6 Matrix of content by judge

Source: Own

The average value thrown from the

judges or experts of the items in the content

approaches is shown in Graphic 2.

Graphic 2 Content values by judge

Source: Own

The validity of the content is obtained

using the variables: productivity with 0.846 and

competitiveness with 0.845 and factors above

0.788. Each variable has 6 factors. See Table 7.

Variables and Factors V - Aiken

Productivity 0.846

Productivity indicators 0.818

Product Quality 0.859

Capital 0.843

Management strategie 0.869

Innovation 0.89

Human Resources 0.802

Competitiveness 0.845

Profitability 0.788

Market Share 0.869

Regional Net Profits 0.909

E Management strategies 0.818

Innovation 0.872

Table 7 Values by variables and factors

Source: Own

Reliability by Cronbach's Alpha

The application of Cronbach's Alpha requires the

use of the SPSS software to obtain the

coefficient α, where n is the number of parts, k is

the part on which the deviation of the α

coefficient is calculated, according to Lord and

Novick (1968, p .89). The formula is as follows:

α =𝑛

𝑛−1(1 −

∑ 𝜎𝐾2𝑛

𝐾=0

𝜎𝑥2 ) (2)

The construction of the instrument was

performed using the Likert scale (1 = never; 2 =

rarely; 3 = regular; 4 = frequently and 5 =

always) of ordinal category, whose purpose is to

measure the relationship between elements of

the variables and factors. The advantages of this

instrument are:

‒ The instrument is focused on the concepts of

competitiveness and productivity.

‒ The instrument can be answered by a

manager.

‒ The instrument measures competitiveness

and productivity.

‒ The instrument is designed to be answered

in complete freedom without meddling in

situations of confidentiality.

‒ The instrument must be simple, clear and

requires little time available from the

interviewees. The instrument must be

simple, clear and requires little time

available from the interviewees.

The instrument is applied to six

companies in the automotive sector and six other

companies in the forestry sector - medium

furniture - large. The value obtained on the scale

of α = 0.912.

Experts

Criteria 1 2 3 4 5 6 7 8 9 10 11 A X k I V Aiken

Clarity 3.60 2.95 3.62 3.57 3.50 3.55 3.76 2.93 3.64 3.64 3.71 0.82 3.50 3 1 0.833

Adequacy 3.71 3.60 3.62 3.57 3.55 2.88 3.71 3.64 3.57 3.60 3.74 0.91 3.56 3 1 0.854

Relevance 3.76 3.81 3.79 3.76 3.64 3.79 3.79 3.79 3.79 3.76 3.79 1.00 3.77 3 1 0.923 X 3.69 3.45 3.67 3.63 3.56 3.40 3.75 3.45 3.67 3.67 3.75

k 3 3 3 3 3 3 3 3 3 3 3

I 1 1 1 1 1 1 1 1 1 1 1 V Aiken 0.897 0.817 0.892 0.878 0.854 0.802 0.918 0.817 0.889 0.889 0.915

3.60

2.95

3.62 3.57

3.50

3.55

3.76

2.93

3.64

3.64

3.71

3.71

3.60 3.623.57

3.55

2.88

3.713.64

3.573.60

3.743.76

3.81 3.79 3.76 3.64 3.79 3.79 3.79 3.79 3.763.79

0.897

0.817

0.892

0.878

0.854

0.802

0.918

0.817

0.889

0.889

0.915

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

1 2 3 4 5 6 7 8 9 10 11

Clarity Adequacy Relevance V Aiken

17









Reliability statistics

Cronbach's

alpha

No. of

elements

0.912 42

Statistics of total elements

Mean scale if

item has been

deleted

Scale

variance if

item has

been

suppressed

Corrected

total item

correlation

Cronbach's

alpha if the

item has

been deleted

V1 171.6666667 92.848 -0.128 0.916

V2 171.8333333 90.455 0.172 0.912

V3 171.4166667 89.88 0.188 0.912

V4 171.6666667 92.848 -0.128 0.916

V5 171.6944444 88.858 0.28 0.911

V6 171.6388889 82.777 0.836 0.904

V7 171.5833333 88.992 0.27 0.911

V8 171.6666667 83.333 0.924 0.903

V9 171.6944444 89.242 0.24 0.912

V10 171.6111111 83.512 0.806 0.904

V11 171.8055556 89.575 0.323 0.911

V12 171.6111111 83.269 0.832 0.904

V13 171.7222222 82.805 0.881 0.903

V14 171.75 93.053 -0.13 0.918

V15 171.5033333 83.902 0.818 0.905

V16 171.8611111 85.868 0.762 0.906

V17 171.6666667 83.333 0.924 0.903

V18 171.4166667 92.568 -0.096 0.916

V19 172.2222222 88.875 0.426 0.91

V20 172.3333333 88.545 0.334 0.911

V21 171.6944444 92.817 0.926 0.903

V22 171.75 90.144 0.178 0.912

V23 171.8611111 88.353 0.432 0.91

V24 171.9166667 86.952 0.56 0.908

V25 172.2777778 89.653 0.24 0.912

V26 171.8611111 85.848 0.765 0.906

V27 171.8333333 86.394 0.737 0.907

V28 171.7222222 83.128 0.847 0.904

V29 171.6666667 83.333 0.924 0.903

V30 172.1944444 89.989 0.282 0.911

V31 171.6111111 88.118 0.337 0.911

V32 172.1944444 88.151 0.53 0.909

V33 172.3333333 88.061 0.387 0.91

V34 171.6666667 87.697 0.427 0.909

V35 171.6666667 92.667 -0.109 0.916

V36 171.5 85.303 0.653 0.907

V37 172.5555556 90.007 0.171 0.913

V38 171.75 90.144 0.178 0.912

V39 171.9166667 86.952 0.56 0.908

V40 171.8611111 85.848 0.765 0.906

V41 171.7222222 83.128 0.847 0.904

V42 172.1944444 89.989 0.282 0.911

Table 8 SPSS Software

Source: Own

Although the result of general Alpha is

very good, it is important to determine by factor

the Cronbach's Alpha where results that are

questionable are observed slightly below 0.6.

However, it was decided to leave this factor due

to the importance that the experts validated in

their V-Aiken results. See Table 9.

Factors Items Average Var. α

Productivity

indicators

3 8,407 0.678 0.566

Product quality 2 3,694 0.22 0.536

Capital 2 4,346 0.286 0.667

Management

strategies

6 21,550 4,463 0.909

Innovation 8 26,479 5,214 0.808

Human Resources 13 55,946 8,354 0.67

Cost effectiveness 1 NA NA NA

Market share 1 NA NA NA

Regional net

benefits

1 NA NA NA

Regional

management

strategies

1 NA NA NA

IInnovation 3 7,833 0.655 0.756

Scientific and

technological

activity

1 NA NA NA

Table 9 Factor reliability

Source: Own

Technology and innovation web application

Technology and innovation are integrated to

generate a Web application program of the

productivity and competitiveness instrument on

mobile devices that provides graphs, multivalent

statistics, analysis tools, plans and projections.

The web application program allows

companies to answer the instrument and

immediately generate the following:

‒ Temporarily and transversally compares the

relative position of small, medium and large

local manufacturing companies in the

Municipality of Durango.

‒ It provides a scale from 0 to 5 which can be

translated into a rating from 0 to 100 for

each entity, both at the indicator level and at

the general level of each variable and by

subscript, in order to know its performance.

‒ Lets make reasonable guesses about the

effect of an increase in states' competitive

position on investment and talent.

‒ It allows comparing the performance of

different companies in different indicators,

topic and at a general level.

‒ It is intended to have a particular and

general productivity and competitiveness

model in a partial way.

18









‒ The model aims to carry out a particular and

general SWOT.

‒ It allows to carry out an operational plan and

follow-up.

Results

The results when applying the instrument to the

12 companies allows to measure the variables

and factors; that is, on a scale of 0 to 5,

automotive companies have a productivity level

of 4.55 and forestry-furniture companies 4.10;

While at the competitive level, automotive

companies have 4.10 and forestry-furniture

companies 3.65.

The generation of a software allows the

use of the instrument in a web application. The

companies participating in the study generate

results instantly, and the following graph 3 of the

system shows the level of competitiveness of the

automotive companies.

Graphic 3 Level of competitiveness and its factors

Source: Own

The six factors established in the

competitiveness variable are shown in Graphic

4, radar type on a scale from 0 to 5 with the

option of making a comparison of two different

dates.

Graphic 4 Its factors

Source: Own

The system will be able to graph and

monitor the behavior of the level of

competitiveness and productivity of the

companies. This means that as it is used they can

visualize its behavior over time. It is also

accompanied by a radar type chart that can

compare two different dates. See Graphic 5.

Graphic 5 Track during productivity time

Source: Own

The system performs an analytical part

(Know - How) that allows the SWOT to be cast;

that is, it determines the internal analysis

(Weaknesses and Strengths) and the external

analysis (Threats and Opportunities).

Weaknesses Strengths

Threats Opportunities

The company tries to

have a more economical

materials research and

development area.

Regarding the life of the

company, it rarely affects

negatively: Inflation, currency

exchange, labor costs, taxes,

and access to loans to

capitalize.

The company rarely seeks

to have cheaper products,

it is interested in the need

for the product,

expectations of quality

and availability of

technology.

Regarding the time of life, it

never negatively affects

structural reforms, legal

policies, macroeconomics, on

crime, violence, and public

confidence of politicians.

Table 10 SWOT

Source: Own

0

2

4

6

Jan 2020

3.8

3.9

4

4.1

4.2

4.3

4.4

Cost

efectiveness

Market share

Regional net

benefits

Regional

management

strategies

IInnovation

Scientific and

technological

activity

Average by factors

0

50

100

150

2014 2015 2016 2017 2018 2019 2020

Productivity Results

General average

0

20

40

60

80

100

Productivity

indicators

Product quality

Capital

Management

strategies

Innovation

Human Resources

Average by factors

First date Second date

19









Companies use the Balanced Scorecard

methodology as a mechanism to follow up on

their strategies aligned to the detected

weaknesses of the organization as shown in

Table 11.

Table 11 Balanced Scorecard

Source: Own

Gratitude

I am grateful for the funding of this article to the

Polytechnic University of Durango.

Conclusions

The research achieves its objective by

determining the variables and factors that allow

generating an instrument validated by the V-

Aiken and Cronbach's Alpha methodology in its

content, which allows applying this instrument

in a case study with 12 medium-large companies

of the two important sectors: forestry - furniture

and automotive in the municipality of Durango.

Anexo A

Instrument for competitiveness and productivity

of companies.

1. Does the director prepare professionally

continuously?

2. Are managerial positions filled by people

who have experience and knowledge of the

functions of the areas?

3. Does the company have a relationship with

higher education institutions?

4. Do you locate the competitive human

resource to occupy key spaces within the

company in the region?

5. Do staff receive ongoing training

throughout the year?

6. How often is the performance evaluation of

workers carried out?

7. Does the professional newly incorporated

into the company receive adequate

induction, training and / or training?

8. Is a certain level of English required by the

workers to carry out their tasks?

9. Are there ongoing operational plans to

organize staff and seek better results?

10. The following variables: Mission, vision,

values, objectives, policies and review of

results. Have they been defined and

controlled in the company?

11. Are there specific and updated organization

manuals in writing?

12. Have you identified who your main

suppliers are and keep your work history up

to date?

13. Do you keep the procedure updated to

efficiently communicate the work plans?

14. Is there a: preventive, predictive

maintenance program, work orders,

adequate and sufficient tool to carry out

work orders?

15. Does the company plan to access the

international market, stay in it or strengthen

itself?

16. Is the plan to access, stay in or strengthen

the international market operating?

17. Do they carry out health campaigns for the

benefit of workers such as: Influenza, HIV /

AIDS, infant mortality, alcoholism and drug

addiction, and prevention of automobile

accidents?

18. Is the integrity of personnel protected by:

Adequate personal safety equipment,

evacuation drills, preventive actions to

avoid unsafe conditions, unsafe acts, social

security, medical service, order and

cleanliness in work areas, bathrooms and

kitchens?

19. Does the company count and apply: Quality

plans, procedures to control and monitor the

production process, application of lean

manufacturing tools and application of six

sigma tools?

20









20. How often does the company update its

indicators and follow up to measure

productivity?

21. How often do you evaluate the capacity of

the process?

22. Do the suppliers fulfill the quantity, quality

and on time the raw material orders?

23. Does the company fulfill the client in the

quantity, quality and on time the orders of

the finished product?

24. How often does the company update its

indicators and follow up to measure the

quality of its products?

25. Do you work from 80% to 100% of the

capacity of the production lines most of the

year?

26. Does the company have: staff motivation

processes, productivity incentive programs,

training programs, support programs to

continue some undergraduate level

preparation, worker programs to provide

ideas for process improvement?

27. Do you consider the company as: a good

place to work, a place of job growth, with a

fair salary and a place with gender equality?

28. Do you design and develop your own

products?

29. Is there research and development of

cheaper materials?

30. Do you have your own manufacturing for

the production process?

31. Has the company generated: intellectual

property, patents and technological

development?

32. Does the company seek to have cheaper

products, meet the needs and expectations

of quality, and have availability of the latest

technologies?

33. How often does the client request containing

actions?

34. Do you have customer service procedures,

people trained to assist you, tools to stop or

detect problems, and analysis of solutions

for them?

35. Are you concerned with meeting the quality

requirements demanded by the client, as

well as the reduction of product costs, the

fair prices you pay for product design and

processes?

36. Do you provide quality infrastructure to the

company: land roads, rail and air land

transport to transport the product?

37. Does the government or external company

provide quality services to the company in:

energy supplies, drinking water, garbage

collection and telephony?

38. Regarding life time, the following aspects

have negatively and significantly affected

the following: Inflation, currency exchange,

labor cost, taxes and access to loans to

capitalize?

39. Regarding life time, the following aspects

have negatively and significantly affected

the subsequent: structural reforms, legal,

macroeconomic policies, on crime, violence

and public confidence of politicians?

40. Does the company encounter: a commercial

rivalry, access to the international market,

stable economic performance and a growing

demand for its products?

41. Is the government committed to the

company in: adequate use of natural

resources, higher education institutions with

relevant careers, policies to combat drug

trafficking, citizen care and anti-corruption?

42. Are there compliance with: transparency of

use of resources, judicial independence,

legal framework for all, trust of banks with

government policies and support for the

installation and opening of businesses?

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CABRERA, A., LÓPEZ, P. and RAMÍREZ, C.

(2011). "Business competitiveness: a conceptual

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22



Use of management indicators in the San Francisco de los Romo industrial park

Uso de indicadores gerenciales en el parque industrial de San Francisco de los Romo

VAZQUEZ-GUTIERREZ, Rosa Inés†*, FLORES-AGUILAR, Mauricio and ARELLANO-YAÑEZ,

Ricardo

Universidad Tecnologica del Norte de Aguascalientes, Mexico.

ID 1st Author: Rosa Inés, Vazquez-Gutierrez / ORC ID: 0000-0001-8774-7737, Researcher ID Thomson: X-2867-2018.

ID 1st Coauthor: Mauricio, Flores-Aguilar / ORC ID: 0000-0003-0846-3803, Researcher ID Thomson: X-2169-2018.

ID 2nd Coauthor: Ricardo, Arellano-Yañez / ORC ID: 0000-0003-3589-8255, Researcher ID Thomson: X-3077-2018.


Abstract

This research is the result of 3 investigations carried out in

three of the main Industrial Parks of the state of

Aguascalientes, Mexico. The industrial parks on which

this research is based are the San Francisco de los Romo

Park, the Industrial Park of the Aguascalientes Valley,

known as PIVA and the Santa Clara Park. The purpose of

this paper is to investigate which are the Management

Indicators used by the Automotive companies in the

Industrial Park of San Francisco de los Romo. The most

important aspects of the companies they incur in

implementing the management indicators of the areas of:

- Administration.

- Human Resources.

- Production.

- Logistics.

- Maintenance.

KPI, Management Indicators, Automotive Industry,

Aguascalientes

Resumen

Esta investigación es el resultado de 3 investigaciones

realizadas en tres de los principales Parques Industriales

del estado de Aguascalientes, México. Los parques

industriales en los cuales se basa esta investigación son el

San Francisco de los Romo, el Parque Industrial del Valle

de Aguascalientes, conocido como PIVA y el Parque

Santa Clara. El presente trabajo tiene como objeto

investigar cuales son los Indicadores Gerenciales que

utilizan las empresas Automotrices en el Parque Industrial

San Francisco de los Romo. Se analiza los aspectos más

importantes de las empresas en los que incurren al

implementar los indicadores gerenciales de las áreas de:

- Administración.

- Recursos Humanos.

- Producción.

- logística.

- Mantenimiento.

KPI, Indicadores Gerenciales, Industria Automotriz,

Aguascalientes

Citation: VAZQUEZ-GUTIERREZ, Rosa Inés, FLORES-AGUILAR, Mauricio and ARELLANO-YAÑEZ, Ricardo. Use of

management indicators in the San Francisco de los Romo industrial park. Journal of Microfinance Planning and Control.

2020. 6-18:22-32.



23



ISSN: 2444-5037 ECORFAN® All rights reserved.

VAZQUEZ-GUTIERREZ, Rosa Inés, FLORES-AGUILAR,

Mauricio and ARELLANO-YAÑEZ, Ricardo. Use of

management indicators in the San Francisco de los Romo

industrial park. Journal of Microfinance Planning and Control.

2020

Introduction

This report presents an analysis of the use of

Managerial Indicators in automotive companies

in the San Francisco de los Romo Industrial

Park.

A survey was carried out to analyze the

use of these Indicators, here the necessary

questions were formulated to contemplate the

most important KPI's within an automotive

company.

The areas of the companies where the use

of indicators was contemplated are:

- Administration.

- Human Resources.

- Production.

- Logistics.

- Maintenance.

The results of the survey applied to a

sample of 4 companies from a universe of 1

company that correspond to 36% of the

automotive industry in said park are shown

below.

This project benefits the automotive and

metal mechanical industries as it allows us to

know what the strengths and weaknesses are

regarding the use of these indicators in this

industrial park.

Methodology

According to Hernández Sampieri (2010) the

study that was applied was a "Quantitative

Exploratory" study where a survey-type data

recovery tool will be used.

Sampling

The type of sampling that was carried out was

stratified. The advantage of this type of sampling

is that it tends to ensure that the sample

adequately represents the population based on

selected variables. It also allows obtaining more

precise estimates and its objective is to obtain a

sample that is as similar as possible to the

population in terms of the stratified variable(s).

The result was a sample of 4 companies

out of 11 registered as automotive companies.

Which represents 36% of the companies that

could be explored.

Automotive companies in the industrial park of

San Francisco de los Romo Aguascalientes

- San-s Mexicana SA de CV.

- K&S Mexicana Harness Systems.

- Gestamp México SA de CV.

- Kotobukiya Treves from Mexico.

- Sacred Mexicana SA de CV.

- Calsonic Kansei.

- Mabuchi Motor.

- Suncall.

- Sumimoto.

- ITW Automotive Products México SA de CV.

Background

Currently, to measure and improve their

processes, companies use statistical measures

based on the objective of evaluating the

performance of an organization, a system or a

process through indicators. The evolution of the

concept of metrics in quality management, as

explained by Professor Michael A. Noble of the

University of British Columbia, has been

radically transformed in recent decades.

The dates of how the stages for the

development of an indicator were named are

listed below.

1920: plan - do - see (Walter A. Shewart).

1940: plan - do - check - take action (J.

Edwards Deming).

1980: define - measure - analyze -

improve - control (Bob Galvin).

Today: normalization. The era of ISO

9001 quality indicators and the rest of the

families.

Companies must determine, collect and

analyze the appropriate data to demonstrate the

adequacy and efficiency of the quality

management system and assess where it is

necessary to apply continuous improvement to

optimize their processes. For this it will mainly

measure: efficiency, effectiveness and

productivity, based on ISO 9001: 2015.

24








2020

The elementary information that this

normative framework offers us is that they limit

efficiency as the degree to which planned

activities are carried out and planned results are

achieved, it tells us about productivity as the

relationship between the result achieved and the

resources used, and the efficiency as a

relationship between the result achieved and the

resources used.

Performance indicators are

measurements that are made in the different

stages of the vital processes of the company in

order to identify with the greatest objectivity

possible the degree to which said stage is

contributing or harming the achievement of

strategic objectives. These stages range from the

inputs that a company requires to function,

through the internal processes of transformation

of said inputs, until reaching the deliverables to

the final customers.

For the application of the use of

managerial indicators in industrial parks, it is

necessary to carry out a questionnaire that is

divided into 5 areas to analyze such as

maintenance, administration, logistics, human

resources and production, each of the areas

contains in turn 10 indicators. which serve to

know which ones are used by companies and

which ones are not.

Below is the list of areas to analyze:

Administration

The administration department. It analyzes the

processes, inputs and outputs, it also offers

improvements in the company and, on the other

hand, based on real numbers, it must know how

to expose where it is possible to reduce costs and

invest. In this way, you can increase your profits.

It is not just a matter of keeping the documents

up to date or of keeping the accounts well, but of

having a broad vision of the company and

showing areas for improvement.

The indicators of the administration area

are:

- KPI administrative efficiency.

- KPI financial and budget information

reports.

- KPI level of innovation of the company.

- KPI inventory turnover.

- KPI utility indices.

Human Resources

The task of this area is to carry out personnel

planning, that is, to determine what is the need

for labor that the company will have at a certain

time, what type of profiles will be necessary,

what type of contracts will be done and what will

be its cost.

Its indicators are the following:

- KPI Growth rate on the learning curve.

- KPI Degree of satisfaction in KPI training

courses.

- KPI Compliance with hours of training

classes.

- KPI Staff turnover.

- KPI Effectiveness of advertising in

personnel searches.

- KPI Average time of unfilled vacancies.

- KPI Absence rate.

- KPI Compensation or benefit ratio.

- KPI Contract cost.

Production

It is the area whose main function is the

transformation of raw materials into final

products. It has several levels or positions within

its hierarchical structure such as workshop

operators, workshop managers or team leaders,

production manager or production manager,

production engineers or specialized technical

staff.

Its indicators are the following:

- Returns KIP.

- KIP of rejections.

- Unplanned rush production KIP.

- KIP raw material stock.

25








2020

- KIP raw material inventory turnover.

- KIP machinery delays.

- KIP demand forecast errors.

- KIP of input requirements.

- KIP effectiveness in compliance.

- KIP delivery effectiveness.

Logistics

This area is in charge of carrying out the

planning and control of all activities related to

the obtaining, storage and transfer of materials,

whether from the raw materials necessary in the

first stages of the production process to the

finished products that go directly to the client.

final.

The indicators of the logistics area are as

follows:

- KPI orders delivered with claims.

- KPI cost of unit stored.

- KPI clearance compliance level.

- KPI unit costs dispatched.

- KPI units separated or dispatched per

employee.

- KPI urgent shipments.

- KPI deliveries on time (%).

- KPI transportation costs (%).

- KPI operating cost per driver.

- KPI purchase order fulfilment.

Maintenance

In this area, activities of a technical-

organizational nature are carried out to restore

optimal operating conditions for equipment and

machinery.

This measure may or may not be

previously prepared according to a plan that

ensures the constant work of the teams, in

addition to establishing the needs of human,

material, financial resources and the

organizational structure to achieve the objectives

set by the implemented system.

The indicators in the maintenance area

are:

- KPI corrective maintenance ratio vs.

preventive.

- KPI preventive maintenance tasks

completed on date.

- KPI response time of maintenance

department.

- KPI maintenance cost per square meter.

- KPI number of incidents resolved by first

plant level.

- KPI hours used for production and

unemployment.

- KPI availability for breakdowns.

- KPI corrective index.

- KPI material consumption.

Results

75% of the companies surveyed in the San

Francisco Industrial Park use administrative

efficiency in kip, which is used to measure the

cost to effectively manage each company of its

average assets. 25% of companies do not

implement this indicator.

Graphic 1 Percentages of the administrative efficiency

KIP

25%

75%

Not implemented More than a year

26








2020

In the KIP financial and budget

information reports, its objective is to measure

the capacity and efficiency to integrate the part

of the expenses within the company, it was

obtained as a result that 100% of the companies

have implemented it for more than a year.

In the San Francisco Industrial Park,

100% of the companies use the company's

innovation level kip, the metric to evaluate this

indicator is new products / total products.

Graphic 2 Percentages of the company's innovation level

KIP

100% of the companies surveyed apply

the inventory rotation KIP, which aims to

measure how quickly various accounts are

converted into sales or cash entries and exits.

The utility indices kip that allows

knowing the net profits, 100% of the companies

surveyed in the San Francisco Industrial Park

implement this indicator, in addition to having

more than a year of implementing it.

75% of the companies in the San

Francisco Industrial Park apply the KIP growth

rate in the learning curve, its objective is to

achieve a progressive improvement in the level

of qualifications that indicate that employees

have understood and accepted the knowledge

imparted in the course. 25% of companies do not

implement it.

Graphic 3 Percentages of the KIP growth rate on the

learning curve

The KIP degree of satisfaction in training

courses seeks to know within the company what

the employees who attend courses think about

them. 50% of companies have more than a year

to implement it and the other 50% do not

implement it.

Graphic 4 Percentages of kip degree of satisfaction in

training course

Of the companies surveyed in the San

Francisco Industrial Park use the kip indicator,

compliance with training class hours, its metric

measures the number of class hours taken /

number of class hours budgeted x 100. 25% of

them implement it and 75% of them do not

implement it.

Graphic 5 Percentages of the kip compliance with training

class hours

The companies surveyed, 100% use in

kip staff rotation shows the degree of

permanence of staff in the organization.

Of the companies consulted in the San

Francisco Industrial Park, 50% implement the

advertising efficiency kip in personnel searches,

this indicator measures the efficiency of

advertisements. The other 50% of companies do

not implement it.

100%


25%

75%


50%50%


75%

25%


27








2020

Graphic 6 Percentages of advertising efficiency kip in

personnel searches

The KIP average time of unfilled

vacancies, 25% of the companies surveyed use

this indicator to measure the average time in

which vacant positions are unfilled. 75% do not

implement it.

Graphic 7 Percentages of the average time kip of unfilled

vacancies


Francisco Industrial Park implement the absence

rate kip, this objective is to collect data, carry out

calculations and present them at the appropriate

time and form at all times. 25% of companies do

not implement this indicator.

Graphic 8 Percentages of the absence rate KIP

25% of companies use the compensation

or benefit ratio kip to know the benefits and

privileges that employees have for the

performance of their work. 75% do not


Of the companies surveyed, 25%

implement the hiring cost kip that allows

evaluating the hiring costs / compensation cost +

benefit costs, this indicator helps to know the

personnel expenses in a company. 75% do not

implement it.

Graphic 9 Percentages of the hiring cost KIP

100% of the companies surveyed in the

San Francisco Industrial Park use the returns kip,

its objective is to identify the product out of

specifications and customer requirements. The

rejection kip measures the quantity of products

out of specification / quantity of inspected

products. 75% of the companies apply it to

evaluate the quality of the product. 25% do not


Graphic 10 Percentages of rejection KIP

50% of the surveyed companies use the

unplanned urgent production kip, it measures the

amount of urgent production / total shipments x

100. Another 50% of the companies do not

implement it.

50%50%


75%

25%


25%

75%


50%50%


25%

75%


28








2020

Graphic 11 Percentages of the unplanned urgent

production KIP


Francisco Industrial Park use the KIP stock of

raw materials to minimize costs within the

company.

In the surveyed companies, it was

obtained that 100% use the raw material

inventory rotation KIP, this indicator helps

companies to know the frequency with which

purchases should be made and the minimum

stock that the company must have.

Of the companies surveyed in the San

Francisco Industrial Park, a percentage of 75%

was obtained, which implement the machinery

delay KIP; This indicator measures the stops of

the equipment or process / time that should have

occurred. 25% of companies do not implement

it.

Graphic 12 Percentages of machinery delays KIP


Francisco Park use the kip demand forecast

errors, this indicator takes into account the

assertiveness of the forecasting method,

measuring the real demand to the demand

forecast / The real demand. Another 50% do not

implement it.

Graphic 13 Percentages of KIP demand forecast errors

75% of the companies implement the kip

of input requirements in the surveyed

companies, this indicator allows to know the

quantities of inputs that are needed to carry out

their production process. 25% of companies do

not implement it.

Graphic 14 Percentage of input requirements KIP

Of the companies interviewed in Parque

San Francisco, 75% use the compliance

effectiveness kip to measure the amount of

production / Quantity that should have been

produced, taking into account better customer

satisfaction. 25% do not implement this

indicator.


Francisco Industrial Park implement the delivery

effectiveness KIP, this indicator allows

companies to know if their product is not

available at the time needed and cannot satisfy

customer requirements.

Of the companies surveyed, 25% apply

the kip orders delivered with claims of this

indicator, its objective is to eradicate the causes

of complaints due to damage to the products

delivered. 75% implement it.

25%

75%


25%

75%


50%50%


25%

75%


29








2020

Graphic 15 Percentages of KIP orders delivered with

claims

In the companies surveyed in the San

Francisco Park, 50% carry out the

implementation of the stored unit cost KIP, this

indicator measures. The cost of storage / Number

of units stored. The other 50% of companies do

not implement it.

25% of companies implement the kip

level of fulfillment dispatched, this indicator

allows to know the level of effectiveness of

merchandise dispatches to customers in terms of

orders sent in a given period. 75% do not

implement it.

Graphic 16 Percentages of the KIP level of compliance

dispatched

In the companies surveyed, 50% have

been implementing the dispatched unit cost kip

for more than a year, this indicator measures the

Warehouse Operation Cost / Total units

dispatched. 50% of companies do not implement

it.

25% of the companies use the kip units

separated or dispatched per employee, this

indicator allows to know the number of units

dispatched or boxes for each employee of the

total dispatched. 75% of companies do not

implement it.

Graphic 17 Percentages of the KIP units separated or

dispatched per employee


Francisco Industrial Park have been applying the

kip urgent shipments for more than a year. This

indicator makes it easier for them to measure the

Quantity of urgent shipments / Amounts of total

shipments. The other 50% do not implement it.

Graphic 18 Percentages of kip urgent shipments

50% of the surveyed companies apply the

kip deliveries on time, this indicator corresponds

to the level of compliance of the supplier, for the

delivery of orders on the date or period of time

agreed with the client. Another 50% of

companies do not implement this indicator.

The surveyed companies indicated that

they apply the transportation cost kip. 50% have

implemented it for more than a year, the other

50% do not implement it. The objective of this

indicator is to control the cost of transportation

in relation to the company's sales.

The KIP Indicator operating cost per

driver is applied by 50% of the surveyed

companies, managing to control the contribution

of each driver within the total transportation

expenses. The other 50% do not implement it.

75%

25%


75%

25%


75%

25%


50%50%


30








2020

In the San Francisco Industrial Park,

100% of the companies carry out the application

of the purchase order fulfillment kip.This

indicator helps to measure the sum of the

purchase order cycles / total # of purchase

orders.

Graphic 19 Percentages of the purchase order fulfillment

KIP

The corrective maintenance vs. that aims

to control the preventive maintenance policy as

a general improvement and cost reduction

system, 75% of the surveyed companies of the

San Francisco Industrial Park apply it and have

implemented it for more than a year and 25% do

not implement this indicator.

Graphic 20 Percentages of KIP corrective maintenance

relationship vs. Preventive

Of the companies surveyed, 50% have

been implementing the maintenance department

response time kip for more than a year, this

indicator measures the speed of response of the

maintenance area. The other 50% do not

implement it.

The maintenance cost per square meter

kip, 25% of companies have been implementing

this indicator for more than a year, their main

objective is to keep maintenance costs under

control. 75% of companies do not implement it.

Graphic 21 Percentages of maintenance cost KIP per

square meter

The companies surveyed in the San

Francisco Industrial Park do not apply the kip

number of incidents resolved by the first level of

the plant. This indicator measures the Number of

incidents resolved by PNP / Total number of

reported incidents x 100.

The kip hours used for production and

those of unemployment, in the companies

surveyed in the San Francisco Park, 75% apply

this indicator that serves to draw the sample

between the hours used for production and those

of equipment stoppage due to breakdowns. 25%

do not implement this indicator.

Graphic 22 Percentages of KIP hours used for production

and unemployment

The KIP availability indicator for

breakdowns which helps to measure Total Hours

- Breakdown Hours / Total Hours, 50% of

companies have been implementing this

indicator for more than one year. The other 50%

do not implement it.

100% of the companies have been

implementing this corrective index kip for more

than a year, which measures the Hours dedicated

to corrective maintenance / Total hours

dedicated to maintenance.

100%

More than 1 year Not implemented

75%

25%

Más de 1 año Sin implementar

25%

75%

Más de 1 año Sin implementar

75%

25%


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2020

Graphic 23 Percentages of the corrective index

KIP

50% of the companies surveyed in the

San Francisco Park implement the material

consumption kip as it helps them measure the

consumption of spare parts and consumables in

their own maintenance activities in relation to

the total consumption of materials. Another 50%

do not implement it.

Conclusions

The following was found in the indicators:

- Administration.

100% implementation of all indicators is

met, except for administrative efficiency, which

has only been implemented in 75% of

companies, which indicates quite acceptable

progress in this area of consolidation of the

Business.

The above represents 80% of the

indicators met.

- Human Resources.

In the indicators of growth rate in the

learning curve and absence rate, they present an

implementation percentage of 75% against 25%

of companies that have not yet contemplated it.

On the other hand, in the indicators of:

the degree of satisfaction in training courses and

the efficiency of advertising in personnel

searches show a percentage of implementation

of 50% against 50% of companies that have not

yet completed it.

In addition, in the indicators of:

compliance with hours of training classes,

average time of unfilled vacancies,

compensation or benefit ratio and hiring cost,

they show a percentage of completion of 25%

against 75% of companies that have not yet done

so. completed.

In this area, 22.2% of the defined

indicators are met.

- Production.

In this area, the indicators that comply

with 100% are:

Returns, raw material stock process, the

rotation of raw material inventory and finally the

delivery effectiveness.

On the other hand, the indicators in

which the companies have been attended by 75%

are:

Indicators of rejections, machinery

delays, input requirements and effectiveness in

compliance.

On the other hand, the indicators that

have been implemented by 50% are:

Unplanned urgent production and

demand forecast errors.

Here 50% of the indicators are achieved.

- Logistics.

In this section, 100% compliance has

been in the purchase order indicator.

Instead, the indicators:

Cost of stored unit, urgent shipments, on-

time deliveries (%), transportation costs (%) and

operating cost per driver have only been reached

by 50% of companies.

With only 25% follow-up, the indicators

are presented:

Orders delivered with claims, level of

fulfillment dispatch, unit dispatched costs, and

separate units or dispatched per employee.

100%


32








2020

For this section, only 10% of the

indicators are met

- Maintenance.

In this last area, 100% is reached only in

the corrective index indicator.

In the corrective maintenance vs.

prevention and hours used for production and

unemployment are reached by 75% of

companies.

50% of scope is presented by companies

in the indicators: response time of the

maintenance department, availability due to

breakdowns and consumption of materials

In particular, 25% of companies

contemplate implementing maintenance costs

per square meter

Furthermore, no company has developed

and implemented the indicator for the number of

incidents resolved by the first plant level.

Recommendations

Based on the indicators shown, a risk analysis

process is suggested for each area in order to

determine the actions to take to achieve the

implementation of the indicators in their

entirety, since the lack of implementation of

indicators impacts both on the development of

companies as well as in the value chain for end

customers.

Acknowledgments

We appreciate the collaboration of the student

Paulina de la Rosa Sánchez, as well as that of the

UTNA authorities who supported us to carry out

this research.

References

Anaya Tejero, J. (2007). Organizacion de la

producción industrial. Esic Editoria.

Ads Quality. (2002) Enciclopedia de la Calidad.

España.

Biblioteca de KPI (Indicadores Clave). Obtenido

de https://www.sixtinagroup.com/biblioteca-de-

indicadores/ (Mayo de 2019).

Chirinos, O. (2008). Indicadores de la gestión

para medir la eficacia. Uso de indicadores en las

empresas, 63.

De Elian, G. (2006). Indicadores de calidad y

productividad en las empresas. Argentina:

Alsina.

Gutiérrez Pulido, Humberto. (2010).Calidad

Total y Productividad México, D.F.: McGraw-

Hill Education.

Hernández Sampieri, Roberto. Metodología de

la investigación México, D.F.: McGraw-Hill,

2010.

INEGI. (2018). Directorio Estadístico Nacional

de Unidades Económicas (DENUE).

Mark Davidson, L. (9 de Enero de (2013).

Indicadores de producción. Obtenido de

https://www.lifeder.com/indicadores-

produccion/

Marlin, A. (12 de Febrero de 2007). Indicadores

financieros y de gestión. Obtenido de

https://incp.org.co/Site/2012/agenda/7-if.pdf

Mora Garcia, L. (2008). Indicadores de la

gestión logística. México: 2da Ed.

Sánchez Quintero, J. (2014). Indicadores de la

calidad. Estudios Gerenciales, 429.

Schermerhorn. (2006). Administración. México:

Limusa S.A de C.V.

Villagra Villanueva, J. ((2016)). Indicadores de

gestión. México: (1era Ed.).

33



Optimization of the supply chain through decision models in aggregate planning

Optimización de la cadena de suministro a través de modelos de decisión en la

planeación agregada

MUÑOZ-HERNANDEZ, Raquel†* & RANGEL-LARA, Saúl

Universidad Politécnica del Valle de México, Dirección de Ingeniería Industrial.

ID 1st Author: Raquel, Muñoz Hernández / ORC ID: 0000-0002-4461-8027, Researcher ID Thomson:

I-6661-2018, arXiv ID Author: Raquel4, CVU CONACYT ID: 1001913

ID 1st Co-author: Saúl, Rangel Lara / ORC ID: 0000-0003-1498-340X, arXiv ID Author: Dr.SaulRangel, CVU CONACYT

ID: 103670


Abstract

The study consists of the design of a decision analysis

model for the supply chain, based on the Aggregate

Planning strategies; the present investigation is of a

transversal exploratory type. This arises from the need for

Pymes and MiPymes to carry out a correct scheduling of

purchases for the supply of products in its three basic

levels from the supplier to the end customer. The objective

of this project is to present a model that allows reducing

the level of risk in supply chains using aggregate planning

tools and decision analysis. The decision analysis model

designed based on uncertainty will serve as a general plan

for operations and will establish the parameters within

which it would facilitate the performance of the supply

chains of Pymes, allowing to improve capacity

distributions. Therefore, it is important to execute the

aggregate plans in a very broad scope of the chain, as

proposed in the model proposed and applied in a Pyme

company, with adequate and promising results.

Supply, Risk, Uncertainty, Shortage

Resumen

Esta investigación es el resultado de 3 investigaciones El

estudio consiste en el diseño de un modelo de análisis de

decisiones para la cadena de suministro, con base en las

estrategias de Planeación Agregada; la presente

investigación es de tipo exploratorio transversal. Esto

surge de la necesidad de las Pymes y MiPymes de realizar

una correcta programación de las compras para el

suministro de los en sus tres niveles básicos desde el

proveedor hasta el cliente final. El objetivo de este

proyecto es presentar un modelo que permita reducir el

nivel de riesgo en las cadenas de suministro empleando

herramientas de planeación agregada y análisis de

decisiones. El modelo de análisis de decisión diseñado con

base en la incertidumbre servirá como un plano general

para las operaciones y establecerá los parámetros dentro

de los cuales facilitaría el desempeño de las cadenas de

suministro de las Pymes, permitiendo mejorar las

distribuciones de la capacidad. Por tanto, es importante

ejecutar los planes agregados en un ámbito muy amplio de

la cadena, tal como se plantea en el modelo propuesto y

aplicado en una empresa Pyme, con resultados adecuados

y promisorios.

Suministro, Riesgo, Incertidumbre, Escasez

Citation: MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA, Saúl. Optimization of the supply chain through decision

models in aggregate planning. Journal of Microfinance Planning and Control. 2020. 6-18:33-39.



34




MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA,

Saúl. Optimization of the supply chain through decision

models in aggregate planning. Journal of Microfinance

Planning and Control. 2020

Introduction

Currently, the need to efficiently produce

without delays in the delivery of a given

product is a factor of utmost importance for

companies that want to remain active in the

current market, which requires quick responses

and compliance in quality, quantity and

delivery times. The above is much more critical

when it comes to a small or medium-sized

company than for it to face a very competitive

world, with companies with higher technology

and advanced organizational level, so they will

be more productive, they will generate the same

item at a lower price and with an immediate

response time, consequently obtaining greater

advantage and consumer preference, this

situation has made many small and medium-

sized enterprises (Pymes).

One of the main differences between

large and small companies lies in the

investments they make, especially in the

development of materials and the innovation of

machinery. However, the concept of

compliance with the requirements of both

purchasing and supplier companies is very

similar, it only differs in technological

developments and financing. More and more

Pymess in the country are worrying about

training, in order to obtain greater added value

throughout their entire production chain,

although microenterprises still have little

participation. (Pinchi, & Chomba 2020).

Among the factors that prevent an

adequate and successful management of micro-

enterprises, in this context of uncertainty and

fear, is the lack of methods to carry out

adequate planning of their inputs, which is why

their inventories are out of supply or

oversaturated, giving rise to losses. In resources

or deliveries, also in the national context,

supplies are affected by various factors such as

the national economy, road infrastructure,

crime, traffic, demonstrations, among others

that can hinder deliveries and the traditional

administrative planning process. it is

deterministic without assessing the risk factor.

(Correa, 2020).

As a study hypothesis, it is considered

that a decision analysis model between

aggregate planning and the Supply Chain that

considers probabilistic factors such as risk

assessment, will provide greater certainty in

decision-making. Based on the above, in this

research an analysis is made between the supply

chain management process and the traditional

Aggregate Planning methods in a

comprehensive study for decision making.

Problem statement

In the case of Mexico, this sector constitutes

around 99.8% of the industries nationwide. The

foregoing takes on greater relevance the

exceptional and difficult current situation in

which the supply and supply have been affected,

due to both internal and external factors, among

which the following stand out: the pandemic, the

high substitution of domestic products for

imported items, the instability of the economic

activity, the generalized decrease of the

purchasing power of the population and

consequently of the demand; the accumulation

of debts with the bank and mainly, the

deficiencies in the operation and management of

a large number of Pymes and MiPymes.

(Escudero, & Ponce Vélez. 2020)

From October 2008 to November 2019,

it was calculated that between 8% and 10% of

Mexican SMEs had closed for this cause, later

with the pandemic this has increased without

being able to yet have exact figures; In addition,

considering the lack of advice and

professionalization, it prevents micro-

enterprises from surviving. (IMSS, 2019)

This study shows the situation of SMEs

in supply chains where Mexican micro, small

and medium-sized enterprises (Pymes) represent

between 85% and 90% of the entire private

sector, so it is worth knowing its concept of

supply chain: On several occasions, for this

sector the supply chain does not mean more than

the fulfillment of the operational requirements,

both of the purchasing companies and the

suppliers. According to Sánson (2012) “Staying

oblivious to the issue can mean potential losses

for them by falling behind in terms of the

requirements of new or changing markets”.

35








Objective

Model an adequate management of Aggregate

Planning that affects the good performance of

the Supply Chain of Pymes.

Definition of small and medium enterprises in

Mexico

To define what an Pyme is, there are different

criteria and these vary in each country. In some

cases, sales criteria are considered, another of

employment, in others of assets. As is already

known, in Mexico there is only one indicator or

definition criterion: employment, however, the

definition changes depending on the type of

economic unit, that is, if it is industrial,

commercial or services. Table 1 shows the

classification according to the type of economic

unit that distinguishes it.

Size Industry Comerce Services

Micro 1-10 1-10 1-10

Little 11-50 11-30 11-50

Medium 51-250 31-100 51-100

Big + de 251 + de 100 + de 100

Table 1 Size of companies according to type of

economic unit.

Here the participation of the main

economic units in Mexico is defined more

clearly, it should be noted that most of the

economic units within the category,

microenterprises are those that monopolize

the economic system of the country (in terms

of units). However, the study will focus on

small and medium-sized companies in the

manufacturing sector particularly, even

though micro and small companies together

generate just over 60% of employment and

contribute close to 50% of the Gross Domestic

Product (PIB).

The study focuses on the manufacturing

company that is in need of seeking greater

competitive advantage and added value for its

products, this particularly in response to more

aggressive competition.

The manufacturing industries are made

up of economic units mainly dedicated to the

mechanical, physical and chemical

transformation of materials or substances, in

order to obtain new products, maquila activities,

the assembly of parts and components are also

considered as part of manufacturing or

manufactured products, the reconstruction of

machinery, industrial, commercial, office and

other equipment, heat treatments, furniture

veneer and similar processes.

Figure 1 Importance of manufacturing industries

Justification of the Study

From this it can be commented that the majority

of micro-enterprises that have unpaid personnel

remain in the informal sector, so no income

control is carried out due to this condition. The

economic units and employed personnel

registered in the manufacturing sector in the

central zone of the country, the state of Mexico

and in Mexico City concentrated 71.3% of the

establishments, which employed 74.7% of the

total employed personnel in the region and they

contributed 69% of regional production.

Based on the foregoing, it is considered

very important to provide small companies with

elements of logistics and supply chain control

based on aggregate planning and decision

models, taking into account uncertainty for risk

assessment.

Methodology to develop

Forecasts are the first step in the production

planning process, the starting point for the

development of strategic plans and allow

companies to roughly visualize future events and

largely eliminate uncertainty to react quickly to

changing conditions with high degree of

precision.

Economic units Workers Gross production

88.376.8

55.7

11.723.2

44.3Manufacturing

Rest of sectors

Importance of manufacturing industries

36








In relation to the existing methods for the

elaboration of aggregate plans according to the

consulted authors, the most relevant ones are the

qualitative methods such as: “executive

committee consensus, Delfos method, survey of

the sales force, survey of the clients, analogy of

life cycles or historical analogy and method of

market research. These methods are used when

there is no history of demand. (Ballou, Ronald.

& Diaz. 2004)

Qualitative methods use mathematical

and statistical procedures dividing into two

types: time series methods and causal methods,

both are used when there is a history of demand

in the organization.

Qualitative methods use mathematical

and statistical procedures that are used when

there is a history of demand in the organization.

The most frequent are: Linear regression, Least

squares method, Moving averages, Weighted

moving average, Exponential smoothing model,

Exponential smoothing with trend.

Among the quantitative methods there is

also the Aggregate Planning. (Heizer, & Render

2004)

Sample size

For the present study, the application of the

Aggregate Planning applied in a micro-company

in the state of Mexico was considered, which

consists of 10 workers among whom they can

increase as the demand for the product increases.

The elaboration of the pure and

combined strategies of the same was carried out

and later the same data were applied for a

Decision Model in simulation. (Chase &

Aquilano, 2018).

As a first step it was required:

- Determine the demand in each period.

- Determine the capacity for normal time,

overtime and subcontracting in each

period.

- Find the costs of labor, hiring and firing, as

well as the costs of holding inventories.

- Consider company policy that applies to

workers or inventory levels.

- Develop alternative plans and examine

your total costs.

The research was carried out by studying

a single process for the manufacture of a

refrigerator since the research instruments and

the tool to be used (aggregate planning) have

multiple variables, so it is advisable to carry out

the analysis in a single area that is significant in

the production process and in which most of the

variables that will intervene for the elaboration

of the model are covered. (Latorre, 2020)

Software specialized in decision analysis

There are several specialized computer

programs in the area of decision analysis, and for

this case we used:

DPL (Decision Programming Language)

- Create decision trees, influence diagrams,

Monte Carlo simulation in problems with

multiple attributes

This program helps to perform decision

analysis and reduces the time and cost of

developing decision models.

Because a comprehensive result is sought

that covers most of the phases involved in a

supply chain in a given time horizon; The tool to

be used is Aggregate Planning between supply

and production demand in the medium term up

to approximately 18 months in the future.

(Geary, Childerhouse & Towill 2002)

To carry out the proposal of the Model,

first an application by Pure and Mixed strategies

will be shown with historical data of the case

study.

The approach is to optimize by

maximizing profits and minimizing costs. In

short, only the initial restrictions and the tables

of values obtained in each Aggregate Production

Plan (PAP) are included, where all the proposals

are medium-term, that is, six months of

projection.

It is a formal decision analytical

framework that explicitly defines the decisions

and their alternatives, as well as the uncertainties

and their results and the output metrics that are

most important in making the decision.

37








The relationships between the critical

factors and the timing of the events that define

the decision problem are explicitly defined.

When analyzing the decision model, the

alternative with the highest expected value of the

output metric is indicated at each decision point,

ensuring that the best strategy is followed, now

and in the future, given the range of possible

outcomes.

The intuition and transparency of the

analytical decision process ensure that key

stakeholders, analytical teams, and decision

makers have a deeper understanding of the

decision problem and the confidence to act in

accordance with stated strategic directions. A

DPL influence diagram represents all the

components of a decision problem (decisions,

uncertainties, and values) and the relationships

between them. The Influence Diagram consists

mainly of nodes and arcs of influence.

Results

In developing a strategy, all the important

elements that make up the body of the decision

situation must be considered. In the model there

are sets of main nodes, which can be called the

backbone of the situation, since there all the

nodes of the model rest and are present in any

particular situation of the decision family; the

nodes that make up this structure are:

The Model consists of only one decision

in this first stage.Diagnosis Result, is the first

decision of the model, since the decision maker

must think about the situation he faces, with the

information obtained up to this node. This

decision influences the preliminary study node,

determining the continuity of the process.

Figure 2 Overall result of the Aggregate Planning

The uncertainty nodes are relevant for the

units sold node. The fundamental group is the

one formed by the Strategies node, because it

performs an analysis that projects the

probabilistic behavior, calculating net sales,

contribution margin and profits, among others;

concluding with the investment node, a node that

defines the continuity of the process.

Figure 3 Six-year forecast

38








Figure 4 Results obtained from the application of the

decision model in Strategic Planning and Supply Chain

Lastly, the Montecarlo simulation of the

accumulated values is shown.

Figure 5 Monte Carlo simulation

Conclusions

A good decision is one that is consistent with the

information that the decision maker can have at

the time of making the decision; consistent with

the decision-maker's perception of the future;

consistent with the decision maker's preferences,

goals, and objectives.

Therefore, the information that feeds the

decision model is as valuable as the results

themselves; that is, if the alternatives are creative

and promising, it is very likely to choose

valuable strategies and results; therefore it is

important that the decision analyst guides the

expert to always be creative in obtaining

information that is provided to the model.

The decision model developed was

properly adjusted, helping decision-makers and

generating highly creative alternatives and

obtaining optimal, highly relevant results.

At first it is difficult to see the benefits of

the decision model, however when applying it

the benefits of this discipline can be observed

due to the results found; generating more

application options in companies. Although the

modeling of each project is relatively easy (due

to the nature of the model), obtaining the

information is difficult; as it requires greater

input from experts.

In sum, the use of the decision model will

allow greater perspectives with less time and

effort than is invested without it. So the use and

benefits of decision analysis can potentially be

improved in the long term.

The elements and situations that were

considered in the decision model are the most

important in the family of anticipated decision

situations; however, there are probably still

elements to optimize for it to be more complete.

The model can be updated as it is used.

References

Correa Chavarro, L. (2020). Estado del arte del

desempeño social en las cadenas de

abastecimiento en Colombia. México: Prentice

Hall. China: Mc Graw-Hill Educación.

Chase, R. B., Jacobs, R. F., & Aquilano, N. J.

(2018). Administración de Operaciones.

Producción y cadena de suministros (15 ed.).

México, México: McGRAW-HILL

Chopra, S. M. (2017). Supply Chain

Managemengt: Strategy, planning, and

Operation. México Prentice Hall.

Ballou, Ronald H. & Diaz. (2004). Logistica,

Administración de la Cadena de Suministro.

México. Prentice Hall

39








Escudero Perla, Y. B., & Ponce Vélez, S. A.

(2020). Factores que influyeron en la

optimización de la cadena de suministros de las

empresas exportadoras e importadoras

peruanas certificadas como Operadores

Económicos Autorizados (OEA) durante los

años 2013 al 2018.

Heizer, J. & Render, B. (2004). Principio de

Administración de Operaciones. México:

Pearson Educación.

Geary S., Childerhouse P., and Towill D.

(2002). Uncertainty and the seamless supply

chain. Supply Chain Management Review, 52-

61.

INEGI Censos económicos (2019 ) Extraído 12

de noviembre 2020, de

https://www.inegi.org.mx/programas/ce/2019/

#:~:text=Los%20Censos%20Econ%C3%B3mi

cos%20son%20el,mexicana%20en%20un%20

momento%20determinado.

Latorre Vásquez, G. N. (2020). Cadena de

suministro para disminuir los costos de

importación de máquinas cosechadoras de la

empresa importadora Alvarado EIRL-2018.

Pinchi Quispe, D. A., & Chomba Amasifén, A.

R. (2020). Evaluación de la gestión de

almacenamiento y su relación con la cadena de

abastecimiento de la empresa distribuidora,

Almacenes Junior Max EIRL-Banda de

Shilcayo, periodo 2018.

https://www.inegi.org.mx/programas/ce/2019/#:~:text=Los%20Censos%20Econ%C3%B3micos%20son%20el,mexicana%20en%20un%20momento%20determinado




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Journal of Microfinance Planning and Control “Model to increase foreign tourism to Michoacán”

MOLINA-MARTINEZ, Rubén & CHAVEZ-CHAVEZ, Amparo

Guadalupe

Universidad Michoacana de San Nicolás de Hidalgo

“Productivity and competitiveness in medium-large forestry-furniture and

automotive companies in the Municipality of Durango, Dgo.”


Iván and GRIJALVA-AVILA, Gerardo

Universidad Politécnica de Durango

“Use of management indicators in the San Francisco de los Romo industrial

park”

VAZQUEZ-GUTIERREZ, Rosa Inés, FLORES-AGUILAR, Mauricio

and ARELLANO-YAÑEZ, Ricardo

Universidad Tecnológica del Norte de Aguascalientes

“Optimization of the supply chain through decision models in aggregate

planning”

MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA, Saúl

Universidad Politécnica del Valle de México

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