Journal of Microfinance Planning and Control...Journal of Microfinance Planning and Control is a...

Journal of Microfinance Planning

and Control

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Presentation of Content

In the fist article we present, A correlational analysis of financial ratios of companies listed on

the Mexican stock market in the period 2008-2017, by BERNAL-DOMINGUEZ, Deyanira, with

adscription in the Universidad Autónoma de Sinaloa, in the netx article we present, Internal logistics as

a control and modeling tool in the processes of organizations, by CHACÓN-OLIVARES, Maria del

Carmen, RUELAS-SANTOYO, Edgar Augusto, RICO-CHAGOLLÁN, Mariana and LÓPEZ-

OLIVAREZ, Jaqueline Viridiana, with adscription in the Instituto Tecnológico Superior de Irapuato, in

the netx article we present, Analysis of the Associated Factors of the Strategic Planning in SMEs of

Cancun, by PERALTA-MAZARIEGO, Enrique Roberto, MONDRAGÓN-HARO, Antonio, MARTÍN-

DE LA VEGA, César Ismael and HERNÁNDEZ-PERALTA, José Carlos Ramiro, with adscription in

the Universidad Tecnológica de Cancún, in the netx article we present, SMEs and social responsibility a

holistic approach, by BIVIANO-PÉREZ, Emma, SOSA-LARRAINZAR, Evelyn and GARCÍA-

SÁNCHEZ, Avelina, with adscription in the Universidad Tecnológica de Puebla.

Content

Article Page

A correlational analysis of financial ratios of companies listed on the Mexican stock

market in the period 2008-2017

BERNAL-DOMINGUEZ, Deyanira

Universidad Autónoma de Sinaloa

1-7

Internal logistics as a control and modeling tool in the processes of organizations

CHACÓN-OLIVARES, Maria del Carmen, RUELAS-SANTOYO, Edgar Augusto,

RICO-CHAGOLLÁN, Mariana and LÓPEZ-OLIVAREZ, Jaqueline Viridiana

Instituto Tecnológico Superior de Irapuato

8-14

Analysis of the Associated Factors of the Strategic Planning in SMEs of Cancun

PERALTA-MAZARIEGO, Enrique Roberto, MONDRAGÓN-HARO, Antonio,

MARTÍN-DE LA VEGA, César Ismael and HERNÁNDEZ-PERALTA, José Carlos

Ramiro

Universidad Tecnológica de Cancún

15-20

SMEs and social responsibility a holistic approach

BIVIANO-PÉREZ, Emma, SOSA-LARRAINZAR, Evelyn and GARCÍA-SÁNCHEZ,

Avelina

Universidad Tecnológica de Puebla

21-26

1

Article Journal of Microfinance Planning and Control December 2019 Vol.5 No.16 1-7

A correlational analysis of financial ratios of companies listed on the Mexican stock

market in the period 2008-2017

Un análisis correlacional de ratios financieros de empresas que cotizan en el mercado

de valores mexicano en el periodo 2008-2017

BERNAL-DOMINGUEZ, Deyanira*†

Universidad Autónoma de Sinaloa, Faculty of Accounting and Administration

ID 1st Author: Deyanira, Bernal-Dominguez / ORC ID: 0000-0001-8990-1988, CVU CONACYT ID: 168056

DOI: 10.35429/JMPC.2019.16.5.1.7 Received July 20, 2019; Accepted December 30, 2019

Abstract

The objective of this investigation was to determine the

correlation rates by economic sectors of companies that

are listed on the Mexican stock market in the 2008-2017

period. The variables were: as dependent the financial

ratio on operating profitability and as independent those of

acid, financial cycle, working capital, net working capital,

financial expense coverage, solvency ratio, short-term

debt, accounts receivable days, inventory days, suppliers

days, available, current assets turnover turnover, net fixed

assets turnover and total assets turnover. To calculate the

correlations, the financial information of 29 non-financial

public companies in the Economática database was used.

Correlation rates were calculated using bivariate linear

regression analysis in the SPSS. The main findings are that

in the sector of merchandise stores and department stores

and in the sector of the beverage industry, significant

positive correlation rates of 0.720 and 0.672 were obtained

respectively. And three sectors with medium positive

correlation which were residential building, food industry

and the basic iron and steel industry. The most important

relationship was between operating profitability and

financial expense coverage.

Economic sectors, Linear regression, Financial ratios

Resumen

El objetivo de esta investigación fue determinar los índices

de correlación por sectores económicos de empresas que

cotizan en el mercado de valores en México del periodo

2008-2017. Las variables fueron: como dependiente la

razón financiera sobre rentabilidad operativa y como

independientes las del ácido, ciclo financiero, circulante,

capital neto de trabajo, cobertura de gastos financieros,

coeficiente de solvencia, deuda a corto plazo, días cuentas

por cobrar, días inventarios, días proveedores, disponible,

endeudamiento rotación de activo circulante, rotación de

activo fijo neto y rotación de activo total. Para calcular las

correlaciones se utilizó la información financiera de 29

empresas públicas no financieras de la base de datos de

Economática. Los índices de correlación se calcularon

mediante análisis de regresión lineal bivariada en el SPSS.

Los principales hallazgos es que en el sector de tiendas de

mercancías y grandes almacenes y en el sector de la

industria de las bebidas se obtuvieron índices de

correlación positiva considerable de 0.720 y 0.672

respectivamente. Y tres sectores con correlación positiva

media los cuales fueron edificación residencial, industria

alimentaria y la industria básica del hierro y del acero. La

relación más importante fue entre la rentabilidad de

operación y la cobertura de gastos financieros.

Sectores económicos, Regresión lineal, Ratios

financieros

Citation: BERNAL-DOMINGUEZ, Deyanira. A correlational analysis of financial ratios of companies listed on the Mexican

stock market in the period 2008-2017. Journal of Microfinance Planning and Control. 2019, 5-16: 1-7

* Correspondence to Author (email: [email protected])

† Researcher contributing first author.

© ECORFAN-Spain www.ecorfan.org/spain

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ECORFAN® All rights reserved

BERNAL-DOMINGUEZ, Deyanira. A correlational analysis of financial ratios of companies listed on the Mexican stock market in the period

2008-2017. Journal of Microfinance Planning and Control. 2019

Introduction

The ratios of profitability, liquidity, working

capital, average income per employee, cost,

capital price and productivity are related to the

growth of the company, providing valuable

information for decision-making in the opinion

of Ponikvar, Tajnikar & Pusnik ( 2009);

Likewise, Delen, Kuzey & Uyar (2013) found

through a sensitivity analysis using ROE (return

on capital) as a dependent variable, that the

earnings ratios before taxes on capital, the net

profit margin, the leverage ratio , and the Sales

Growth Index, respectively, have a greater

impact on ROE prediction. The results in which

the ROA (return on assets) was used as a

dependent variable indicated that the most

important financial ratios were earnings before

taxes per share, the net profit margin, the ratio of

indebtedness, and the turnover rate of assets,

respectively, had a greater impact on ROA

prediction. Concluding that the ratio of Earnings

before taxes to Equity and net profit margin are

the two most important variables to measure the

performance of companies. Hence, operational

profitability is resumed as a dependent variable

of this study.

In Mexico, studies have been carried out

on the relationships of business profitability with

quantitative and qualitative data. Argüelles,

Quijano, Fajardo & Magaña in 2012 relate

financial profitability with independent variables

such as supervision, from internal control with

descriptive and correlational approach in

manufacturing analysis units in the city of San

Francisco de Campeche, Mexico; confirming

that it is feasible to consider supervision as an

indicator that allows predicting financial

profitability in an industrial company. Another

finding was the one presented by Ibarra, Casas

& Barraza (2013) about the construction

industry in the city of Hermosillo, Sonora,

Mexico; explaining that the attractiveness of a

sector that influences its profitability are price

competitiveness, its cost structure and

investment requirements. Likewise, financial

ratios are used to define objectives, in studies of

comparability with established standards, with

other companies of the same business and with

the sector average to make timely and efficient

decisions; it should be mentioned that in Mexico

the relevance of the publication of a financial

ratios yearbook was demonstrated in the opinion

of Bernal & Saavedra in 2013.

Consequently, the contribution of this

study is to find the relationships that impact

profitability in Mexican companies. Hence, this

study makes it possible to identify if the

liquidity, debt, asset management and financial

cycle ratios are correlated with the operating

performance of the economic entity in question.

In this way, monitoring these ratios will allow

operational performance planning in for-profit

companies.

Next, derived from the review of this

research background related to the use of

financial ratios and their impact on business

profitability, the research question is stated:

1. Is there a relationship between the

operating performance and the financial

ratios of liquidity, indebtedness, asset

management and financial cycle of the

economic sectors in Mexico in the period

2008-2017?

The structure of this work is to raise a

research question based on the background of

the introductory part, then a theoretical

justification of the variables by reviewing the

literature, then the way in which the data for

presentation and analysis were obtained. of the

results, ending with the conclusions, discussion

and limitations of the study.

Review of the literature

The improvement of corporate profitability

through the study of the relationship with the

cash cycle and working capital is demonstrated

by Arcos & Benavides (2008); The findings

were the association between greater

profitability with short cash cycles, lower

indebtedness, minimizing the investment of

working capital with proven axioms such as

selling cash, minimizing inventories and buying

on credit with the longest possible term.

Likewise, Yang & Chuang (2010)

propose an alternative model for the analysis of

the dynamic adjustment process of financial

ratios; This explains that the ratios of a company

reflect the unexpected changes in the industry,

the monitoring of management goals and the

individual movement of the company. The

model was applied with short-term liquidity,

long-term solvency, short-term capital turnover,

long-term capital turnover and return on

investment ratios.

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This model improves the ability to

explain its internal behavior with external

changes such as financial crises or internal

changes derived from management strategy

adjustments. Coinciden, Alireza, Parvis & Mina

(2012), evaluate the ability of financial ratios to

predict the financial crisis of companies.

Financial reasons have more long-term

predictive power, a finding shown by Jiang &

Lee in 2012, who conducted a study of cyclical

and stochastic components analysis of financial

ratios on dividend growth, income growth and

accounting returns.

Yuh & Gerab (2012), combined the

techniques of Principal Component Analysis

and Multiple Regression Analysis to know

which factors impact the financial performance

of the companies and which indicators most

affect profitability; The main observations were

that the most important factors in performance

are the size of the company, gross margin,

amount of capital, and the least decisive is

financial leverage. The indicators that influence

profitability are the management of working

capital, liquidity, margin and financial debt.

On the other hand, Castillo & García

(2013) studied the factors that explain the

profitability in wine companies of Castillo-De

La Mancha, Spain. The hypothesis dealt with the

variations in corporate profitability is based on

the structure of the property, the size of the

company, the financial structure and commercial

strategies. They applied the main component

technique. The main results were that

profitability is higher in capitalist companies

than in cooperatives; it is better in larger

companies because they take advantage of

economies of scale; the higher the proportion

with own resources and liquidity, the

profitability is higher.

The objective of this work is to know if

the liquidity, indebtedness, asset management

and economic cycle ratios explain the

performance of the operating profitability based

on the dictated accounting information of the

companies listed on the Mexican Stock

Exchange in the period 2008 -2017 grouped by

economic sectors according to NAICS by its

acronym in English (North American Industry

Classification System).

The dependent variable is the operating

performance ratio because it is considered a

predictor of success. It is calculated considering

in the numerator the retained earnings account,

before interest and taxes (BAII) divided by the

total assets, that is, between the investments

necessary for the operation of the business.

The independent variables are liquidity,

debt, asset management and financial cycle

ratios. Table 1 shows the formulas of the

financial ratios shown as dependent and

independent variables.

Liquidity is defined as the company's

ability to meet its short-term commitments. Debt

ratios measure the level of debt compared to the

contribution of the partners. The types of debt

are measured with the short- and long-term debt

ratios. The financial expense coverage ratio is

applied to know how many times it is possible to

cover interest with the performance of the main

business activity.

The asset management ratios are

integrated by the rotation of the total asset, net

fixed asset and current assets, measuring the

times in which these are recovered through sales;

These ratios are considered solvency predictors,

their monitoring avoids failure in companies and

generates value (Altman, 1968; Amat, Leiva &

Graells, 2002; Mosqueda, 2004). Total asset

turnover is the division of net sales among total

assets; Asset turnover is equal to net sales

divided by net fixed assets and current assets

turnover, net sales between current assets. The

variable that matches is net sales in the

numerator. Another ratio is the economic cycle,

this being the sum of the days it takes for the

inventory to go out for sale and the days of

recovery of accounts receivable. This sum is

subtracted from the days it takes for the company

to pay its suppliers. This cycle measured in days

should be the shortest possible.

Therefore, the hypothesis of this research

work is as follows:

H1. Operational profitability depends on

the behavior of the financial liquidity, debt, asset

management and financial cycle ratios in the

economic sectors grouped by companies listed

on the Mexican Stock Exchange in the period

2008-2017.

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Methodology

The financial information was consulted in the

Economica database as of October 11, 2018.

They were calculated based on the formulas of

the financial ratios of 29 non-financial public

companies listed on the Mexican Stock

Exchange (BMV), every time, that Of the 78

companies available, only 29 had the total total

assets data from 2008 to 2017. The financial and

insurance companies were not considered since

they have different accounting regulations and

ways of working that make them not assimilable

to the rest of sectors included in the study. The

data is analyzed in the SPSS with quantitative

methodology applying bivariate linear

regression analysis. Likewise, the Durbin

Watson index is applied to measure

autocolineality, considering as normal the results

obtained between 1.5 and 2.5.

Next, the formulas of the financial ratios

used for the calculation are presented,

considering both the accounting accounts of the

theory, as well as those charged by the

economics system (Bernal and Amat, 2012):

The formulas of the ratios according to

the theory are:

Liquidity

Circulating reason = Current Assets

Current Liabilities

Acid test = Current Assets - Inventories

Current Liabilities

Net Working Capital = Current Assets - Current Liabilities

Current Liabilities

Available = Cash and short-term investments

Current Liabilities

Solvency Coefficient = Total Liabilities

Stockholders' equity

Indebtedness

Indebtedness = Stockholders' equity

Totally passive

Short Term Debt = Passive in a short time

Totally passive

Financial Expense Coverage = EBIT

Financial expenses

Asset Management

Asset Rotation = Net sales

Total active

Asset Rotation = Net sales

Net Fixed Assets

Rotation of Current Assets = Net sales

Current Assets

Economic cycle

Inventory Days = Inventories * 365

Sales cost

Accounts Receivable Days = Accounts Receivable ∗ 365

Net sales

Provider Days = Suppliers * 365

Sales cost

Financial Cycle = Inventory Days

+ Accounts Receivable days− Provider days

Performance

Operating Profitability = EBIT

Total active*100

The formulas of the ratios according to the

accounts of Economática are:

Liquidity

Circulating = Current active

Current Liabilities

Acid = Current Assets-Inventories

Current Liabilities

Net Working Capital = Current Assets-Current Liabilities

Current Liabilities

Available = Cash and Short Term Investments

Current Liabilities

Solvency Coefficient = Total Liabilities

Consolidated Net Equity

Indebtedness

Indebtedness = Consolidated Net Equity

Total Liabilities

Short Term Debt = Current Liabilities

Total Liabilities

Financial Expense Coverage = EBIT

Financial expenses

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Asset Management

Asset Rotation = Net income

Total active

Asset Rotation = Net income

Property, plant and Net Equipment

Rotation of Current Assets = Net income

Current active

Economic cycle

Inventory Days = Inventories * 365

Sales cost

Accounts Receivable Days = Accounts Receivable * 365

Net income

Provider Days = Suppliers * 365

Sales cost

Performance

Operating Profitability = EBIT

Total active*100

The information is presented by averages of four

or more companies in the same sector; it is

observed in table 1 that the sector that groups

more companies is that of diverse merchandise

stores and department stores with 10; that of the

food industry with 6, residential building 5,

beverage industry 4, and finally the basic iron

and steel industry with 4. Adding a total of 29

companies.

Table 1 Classification of economic sectors according to

NAICS

Source: Own elaboration based on Economic consultation

(2018)

Analysis of the results

The average correlation rates are between 0.720

and 0.520 of the 5 economic sectors analyzed;

according to figure 1 it is observed that 2 sectors

present results with considerable positive

correlation indexes; 0.720 and 0.672, various

merchandise stores and department stores and

the beverage industry respectively. The sectors

with average positive correlation indexes were

the residential building with 0.605, the food

industry with 0.570 and the basic iron and steel

industry with 0.520.

This allows to consider the

liquidity, debt, asset management and business

cycle ratios for the projections of the operating

profitability rate in companies Mexican from the

exposed sectors.

Figure 1 Strong positive correlation rates by economic

sectors in Mexico. Period: 2008-2017

Source: Self Made

Table 2 shows the average financial

ratios of each sector; It is observed that those

with the highest correlation rates are: coverage

of financial expenses, total asset turnover, short-

term debt, net working capital, turnover of net

fixed assets, turnover of current and circulating

assets. It is observed that the financial reasons

for asset management are those with the highest

correlation rates, as well as the debt and liquidity

ratios.

Average

ratios

Merchandise stores and

department stores

Beverage

industry

Residential

building

GF coverage 0.825 0.844 0.884

RotAT 0.846 0.781 0.702

DebtCP 0.738 0.735 0.679

CNT 0.652 0.744 0.678

RotAFN 0.728 0.613 0.430

RotAC 0.771 0.695 0.583

Circulating 0.741 0.696 0.649

Available 0.626 0.659 0.637

CoefSolv 0.656 0.672 0.515

CxC days 0.704 0.647 0.465

In debt 0.725 0.416 0.658

Acid 0.669 0.667 0.402

Inv days 0.573 0.406 0.634

Prov Days 0.783 0.422 0.305

End Cycle 0.646 0.000 0.574

AVERAGE 0.712 0.600 0.586

GF coverage 0.741 0.778 0.814

RotAT 0.695 0.601 0.725

DebtCP 0.502 0.672 0.665

CNT 0.497 0.662 0.647

RotAFN 0.594 0.804 0.634

RotAC 0.473 0.567 0.618

Circulating 0.354 0.574 0.603

Available 0.610 0.443 0.595

CoefSolv 0.669 0.422 0.587

CxC days 0.542 0.439 0.559

In debt 0.615 0.369 0.557

Acid 0.456 0.544 0.548

Inv days 0.547 0.460 0.524

Días Prov 0.640 0.249 0.480

End Cycle 0.571 0.410 0.440

AVERAGE 0.567 0.533 0.600

Table 2 Correlation rates between operating profitability

and financial liquidity, debt, asset management and

financial cycle ratios

Source: Self Made

Number NAICS Sectors Total

Companies

1 Merchandise stores and department stores 10

2 Food industry 6

3 Residential building 5

4 Beverage industry 4

5 Basic iron and steel industry 4

Total Companies 29

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Finally, Figure 2 is presented where it is

observed that the Corporate Fragua, which is

dedicated to the purchase and sale of medicines,

perfumery and others, with the identity of

Guadalajara Pharmacies is the one that presents

a positive correlation between the dependent

variable, operating profitability with the 15

independent variables which are all the ratios

applied to liquidity, indebtedness, asset

management and economic cycle. It is followed

in importance, the food industry with Bachoco

and merchandise store like Elektra, with 14

ratios.

Figure 2 Number of ratios by Mexican companies that

present positive correlation indexes greater than or equal

to 0.5, with Durbin Watson between 1.5 and 2.5. Period:

2008-2017

Source: Self Made

Conclusions

Operational profitability depends on the

behavior of the financial liquidity, debt, asset

management and financial cycle ratios in the five

economic sectors in Mexico analyzed, so the

hypothesis of this research is tested. All

economic sectors studied showed significant

positive correlations and means. The first were

the companies that are dedicated to various

merchandise stores and department stores and

the beverage industry.

Mention separately, the financial ratios

with the highest average correlation rates were:

coverage of financial expenses, total asset

turnover, short-term debt, net working capital,

net fixed asset turnover, current and current asset

turnover; it is observed that these results

coincide in part with the findings of Yuh &

Gerab (2012) who find that the indicators that

influence profitability are liquidity, margin and

financial debt; Arcos & Benavides in 2008

showed that the lower the cash cycles and the

better indebtedness will be the profitability.

In addition, Castillo & García in 2013

also considered liquidity as a determinant in

increasing the profit margins of businesses. The

main limitation of this work is access to the

financial information of Mexican companies.

Therefore, the information was collected based

on the accounting reports of 29 public

companies listed on the stock market in the

country represented by 5 sectors; leaving out of

the study 8 sectors for being integrated by a

single company or for not having the financial

information required for the calculation of the

ratios; reason why these averages were not

calculated.

Finally, it is recommended to carry out

future research on the design of a profitability

model for non-public and smaller companies

which represent more problems in the way of

managing and making managerial decisions; the

project would be from the main accounts of the

ratios with the highest correlation rates, which

would include the following variables: EBIT

(Earnings Before Interest and Taxes), total

assets, current assets, net fixed assets, total

liabilities, stockholders' equity, net sales and

financial expenses. Likewise, the possibility of

carrying out studies on correlations between

profitability and independent variables such as

internal control levels, company size, climate of

the organization, intangible assets, growth of the

economy, behavior of costs, of inflation prices

and indices, supported by the findings of Castillo

& García (2013), who also consider that factors

such as the size of the company and the structure

of the property explain the profitability; as well

as for Alireza, Parvis & Mina (2012) argue that

financial ratios are also predictors of financial

crises in organizations.

References

Alireza, F., Parviz, M., & Mina, S. (2012).

Evaluation of the Financial Ratio Capability to

Predict the Financial Crisis of Companies. IUP

Journal Of Behavioral Finance, 57-69.

Altman, E. (1968). Financial Ratios,

Discriminant Analysis and the Prediction of

Corporate Bankruptcy. The Journal of Finance.

Vol. 23, No. 4, pp. 589-609.

Amat, O.; Leiva, LI. & Graells, J., (2002) Ratios

sectoriales. Ediciones Gestión 2000. Barcelona.

España.

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8 87

6 65 5 5 5 5

4 4 4 4 42 2 2 2

1 1

FR

AG

UA

BA

CH

OC

O

EL

EK

TR

A

AL

TO

S H

OR

NO

S

UR

BI

WA

LM

AR

T

MIN

SA

KIM

BE

RL

Y

AR

A C

ON

SO

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BO

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ME

X

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RIA

NA

CU

LT

IBA

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EC

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BA

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Arcos M, A., & Benavides F, J. (2008). Efecto

del ciclo de efectivo sobre la rentabilidad de las

firmas Colombianas. Cuadernos de

Administración, 21(36), 167-182. Retrieved

June 27, 2014, from

http://www.scielo.org.co/scielo.php?script=sci_

arttext&pid=S0120

35922008000200008&lng=en&tlng=es. .

Argüelles Ma, L., Quijano G, A., Fajardo, J, M.,

& Magaña M, D. (2012). La supervisión, su

impacto en la rentabilidad financiera de las

pymes. sector manufacturero. (Spanish). Global

Conference On Business & Finance

Proceedings, 7(2), 870-874.

Bernal, D. D & Amat, O. (2012). Anuario de

ratios financieros sectoriales en México para

análisis comparativo empresarial. Revista

Raximhai, 8, 271-286.

Bernal, D.D. & Saavedra, G. M. (2013). “ Nivel

de uso del análisis financiero de empresas en

México y la necesidad de contar con un anuario

de ratios financieros. Congreso Anual AEDEM,

Universidad de Huelva, España.

Castillo, V, J.S. & García, C, M.C. (2013).

Análisis de los factores explicativos de la

rentabilidad de las empresas vinícolas de

Castilla- La Mancha. Rev. FCA UNCUYO.

45(2): 141-154

Delen, D.; Kuzey, C. & Uyar, A. (2013).

Measuring firm performance using financial

ratios: A decision tree approach. Expert Systems

with Applications.

http://dx.doi.org/10.1016/j.eswa.2013.01.012

Ibarra, L., Casas, E. & Barraza, K. (2013). La

Rentabilidad del Sector Industrial de la

Construcción en Hermosillo, Sonora, a partir del

Análisis Holístico de las Cinco Fuerzas

Competitivas de Porter. Revista Global de

Negocios. Volumen 1, Número 1, 2013. ISSN

2328-4641 (print).

Jiang, X. & Lee, B. (2012). Do Decomposed

Financial Ratios Predict Stock Returns and

Fundamentals Better?. Financial Review, 47(3),

531-564. doi:10.1111/j.1540-

6288.2012.00339.x

Mosqueda R. (2004). Propuesta de un ratio

ponderado de valoración empresarial. IV

Workshop de Investigación Empírica en

Contabilidad Financiera, Universidad de Sevilla.

Revisada el 22 de octubre de 2011.

http://www.aloj.us.es/arquero/docs/15.pdf

Ponikvar, N., Tajnikar, M., & Pusnik, K. (2009).

Performance Ratios for Managerial Decision-

Making in a Growing Firm. Journal Of Business

Economics And Management, 10 (2), 109-120.

Yang Y. y Chuang, H.W. (2010). A Dynamic

Financial Ratio Adjustment Model. Global

Journal of Business Research (GJBR), 4(3), 1-

10.

Yuh, H. C., y Gerab, F. (2012). Determinants Of

Financial Performance In Brazilian Companies:

A Multi-Ratio Model Using Multivariate

Statistical Method. Journal Of Global Business

& Economics, 5(1), 79-99.

Software

Economatica de México

SPSS 24

http://www.aloj.us.es/arquero/docs/15.pdf

8


Internal logistics as a control and modeling tool in the processes of organizations

La logística interna como herramienta de control y modelado en los procesos de las

organizaciones

CHACÓN-OLIVARES, Maria del Carmen1†*, RUELAS-SANTOYO, Edgar Augusto2, RICO-

CHAGOLLÁN, Mariana3 and LÓPEZ-OLIVAREZ, Jaqueline Viridiana3

Instituto Tecnológico superior de Irapuato. 1Ingeniería en Logística, 2Ingeniería Industrial, 3Ingeniería en Sistemas

Computacionales Carretera Irapuato - Silao km 12.5 Colonia El Copal. Irapuato, Guanajuato, México. 36820

ID 1st Author: Maria Del Carmen, Chacón-Olivares / ORC ID: 0000-0002-3897-0235, Researcher ID Thomson: S-4806-

2018, CVU CONACYT ID: 891518

ID 1st Coauthor: Edgar Augusto, Ruelas-Santoyo / ORC ID: 0000-0003-0515-7667

ID 2nd Coauthor: Mariana, Rico-Chagollán / Researcher ID Thomson: S-7659-2018, CVU CONACYT ID: 691659

ID 3rd Coauthor: Jaqueline Viridiana, López-Olivarez

DOI: 10.35429/JMPC.2019.16.5.8.14 Received June 10, 2019; Accepted December 30, 2019

Abstract

Nowadays, companies face scale or production volume

margins accelerated to respond and meet the needs of

international markets, logistics and supply chain is then a

key strategy to add value and competitive advantage.

Through an investigation of observation and data

collection, it was determined that there is no capacity for

response and control before the increase in production, it

is then that the objective of this work is to establish an

order in the internal flow of materials, by medium of the

implementation of an internal logistics process in a

company that produces aluminum parts. For which a

model was created that considered variables such as: the

determination of spaces, control of documented

information, creation of traceability and training record

formats, which produced the following results:

improvement in internal flows by 80%, a correct

traceability in the handling of the materials that reduced

the times by 50%, in addition to the incorporation of

programs of administrative platforms. Therefore, the

appropriate elements that make up the adoption of the

strategy and its measurement in performance indices were

determined.

Internal logistics, Traceability, Internal flow

Resumen

Hoy en día las empresas enfrentan escala o márgenes de

volumen de producción acelerados para responder y cubrir

las necesidades de los mercados internacionales, la

logística y cadena de suministro es entonces una estrategia

primordial para agregar valor y ventaja competitiva. A

través de una investigación de observación y toma de

datos, se determinó que no existe capacidad de respuesta

y control ante el incremento en la producción, es entonces

que el objetivo de este trabajo es establecer un orden en el

flujo interno de los materiales, por medio de la

implementación de un proceso de logística interna en una

compañía productora de piezas de aluminio. Para lo cual

se creó un modelo que consideró variables tales como: la

determinación de espacios, control de información

documentada, creación de formatos de registro de

trazabilidad y capacitación, el cual arrojo los siguientes

resultados: mejora en los flujos internos en un 80%, una

correcta trazabilidad en el manejo de los materiales que

redujo los tiempos en un 50 %, además de la incorporación

de programas de plataformas administrativas. Por lo cual

se determinaron los elementos adecuados que conforman

la adopción de la estrategia y su medición en índices de

desempeño.

Logística interna, Trazabilidad, Flujo interno

Citation: CHACÓN-OLIVARES, Maria del Carmen, RUELAS-SANTOYO, Edgar Augusto, RICO-CHAGOLLÁN,

Mariana and LÓPEZ-OLIVAREZ, Jaqueline Viridiana. Internal logistics as a control and modeling tool in the processes of

organizations. Journal of Microfinance Planning and Control. 2019, 5-16: 8-14




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CHACÓN-OLIVARES, Maria del Carmen, RUELAS-SANTOYO, Edgar Augusto, RICO-CHAGOLLÁN, Mariana and LÓPEZ-

OLIVAREZ, Jaqueline Viridiana. Internal logistics as a control and modeling tool in the processes of organizations. Journal of Microfinance

Planning and Control. 2019

Introduction

The growth within the company has brought the

arrival of new customers to the Irapuato plant,

such as CONTINENTAL, MAGNA,

PIERBURG, among others, this means a

significant increase in production, which is why

the internal flow control has been affected.

However, the Production and Logistics Control

area decided to create “Internal Logistics”, an

area that is responsible for controlling,

optimizing and adapting the internal flow and

rework within the company, with the main

objective of streamlining the movements of the

supply chain. production and also reduce

downtime. Once the internal logistics

department is completed, the current situation

will be analyzed and conclusions will be given,

as well as the main recommendations I will make

for development. Thus, the project for the

creation and optimization of the internal logistics

area begins, which through methods such as

KANBAN and analysis aims to move the work

in process and control the inventories.

Bibliographic review

Experiment designs are widely used within the

automotive industry to make improvements in

manufacturing processes. The work of (Huamán,

2019), shows us the design of an information

system for the improvement of the logistics

process and warehouse control using the RUP

methodology. Design methodology for cooling

channel configurations in plastic injection molds

used in the automotive sector.

Including (Palacin, 2019), with the

implementation of a computer system for the

control of fuel consumption in a heavy load

transport company, this in order to improve

processes and reduce the downtime that could be

found. In the study carried out by (Fernández,

2019), a development of the warehouse

management module is carried out to improve

the management and control of materials in the

electrical service in Santiago de Chuco.

Hidrandina SA, supporting the two articles

already mentioned.

Inventory methods

First entry, first exit (PEPS) method, last entry,

first exit (UEPS) method, first in, first out

(FIFO) method, last in first out (LIFO or UEPS)

method, nearest date to expire (FEFO) ),

What inventory?

Raw Materials. It is the identification of all

supplies of materials and raw materials to be

transformed and integrated into manufacturing

operations.

Products in manufacturing process. Serial

production or parts of a production process also

known as semi-finished or assembly product.

Finished products. Products in its composition

100%, ready for packaging and packaging and

subsequent placement in the market

Types of inventory

General physical inventory

According to Mora García (2011), Nowadays

the practice of this type of exercise is very

questioned by the implications and costs that it

entails, however, some companies still do it. The

work of counting the total of the inventories

constitutes great problems and sometimes

interrupts the normal operation of the company

for several days, in addition this type of

inventories gives an information of what there is,

not about what should be.

An inventory consists of the stocks of

physical products that are kept in a specific place

and time. Each item other than the inventory,

found somewhere, is called the stock storage

unit. Inventories exist because, for reasons of

physical and economic nature, it is impossible

for supply and demand to coincide.

(Narasimhan, 2010.)

Claudio Soriano mentions in his book of

purchases and inventories that fundamentally, in

a company the following types of inventories

exist:

‒ Raw materials: composed of simple and

elementary elements that require some

degree of transformation before it can be

considered as a product.

‒ Semi-finished products: manufactured

articles that are incorporated in a larger

article to constitute the final product;

they are also called components.

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‒ Packaging: items used to package

finished products before sale; It also

includes items that are intended for

protective packaging, both for sale and to

better preserve materials during the

period in which they remain in inventory.

‒ Consumables: they are goods that are not

incorporated in the finished product, but

that, in one way or another, are necessary

for its elaboration.

‒ Finished products: complete articles,

working and ready for sale.

Security Inventory It is the level that

faces the variations in supply and demand,

including delivery factors and administrative

and operational procedures.

Production and logistics control

One of the pillars for the company under study is

the area of production and logistics control, in it

the client's requests are analyzed, in which all the

quantities that he will need per week in a given

period of time are detailed. Once the client's

relay is received, the production at the plant is

scheduled, the daily shipments that the company

will have are controlled and in turn takes care of

the traceability of the product, among more

activities.

Internal Logistics: The main idea of this

area is to control all the internal flow that the

product has within the company, from when it

arrives in the form of liquid aluminum or ingot,

until it comes out as an acceleration body or the

head of an engine and It is sent to the customer.

Next, the area chart is presented, as well as the

internal communication line.

Figure 1 Organization chart of the production and

logistics control area

Source: Own Elaboration

Description of the activities carried out

Material handling according to the flow

between the different production processes

and warehouses:

The different materialists assigned to each of the

corresponding areas and shifts are responsible

for requesting the material from the different

production areas as "rebated or CNC" depending

on their demand to produce, the person in charge

of delivering the requested material asks the

materialist to record in the material collection

logbook, this helps to locate at what time (date

and time) the lot or box that the materialist takes

to his destination area was moved.

Material handling in Die Casting (DC) for

Shotblast:

Keep the number of parts produced in a

maximum stowage of 6 returnable boxes, the

quantity of pieces that each of the boxes will

contain to form batches is according to the WIP

internal packing standard, see reference

documents FO-LO-03- 01 WIP packing

standard, each lot will contain the fifteenth color

card corresponding to the day of production and

the route card that indicates the pieces contained,

part number, cavity, date and process through

which it has passed and is about to follow ; these

cards are the control so that the flow is in an

orderly manner respecting the PEPS system,

since they are foliated consecutively.

Material handling in Shotblast for Burring:

With the same standard of flow (PEPS) and

packaging, this material after having gone

through the Shotblast process is accommodated

in the lanes corresponding to each part number

and cavity, with it the staff in deburring

identifies the PEPS type flow and pull the first

entries to start the deburring job.

Material handling in deburring for CNC:

Once the part numbers have been worked in each

of the areas that make up Rebabados, they are

accommodated in the WIP of the same waiting

for 22 that the materialist collect the material

requested by CNC, so that the materialist can

take the part numbers that are requested in cnc

are necessary.

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CNC online material handling for GP12:

In this part of the process, for the CNC workshop

it is up to you to deliver the material to make the

distribution between the different machines that

are working during the shift, in these different

part numbers are handled specifically depending

on the production schedule, for For the part

numbers to arrive at the machines, it is necessary

for the materialist to deliver the batches directly

to each of the machines that need it, always

respecting the FIFO.

Handling GP12 material to finished product

warehouse:

The Inspection area or GP12 is ready to receive

the material that has come out proceeding with

the accommodation for inspection (last process),

the material is received according to the

aforementioned packing standard, it is important

to say that its identification must be correct.

Warehouse of Finished Product on Boarding:

This is arranged for the protection, protection

and handling of the final product, the movement

towards this warehouse is made with the forklift

or electric skate, the incoming product is

integrated by keeping PEPS in the lanes defined

for each number of part and spaces allocated to

make more effective its preparation to embark

(speed up the movements); which consists of

strapping, site and labeling according to the

packing standard, see in annexes Procedure PR-

LO-06 Shipments.

Results obtained

Modification of the LayOut:

Initially it was requested to redesign the current

layout, in order to improve internal flows in IKD

FAEZA, here the final result is presented.

Figure 2 Redesigned Lay Out IKD FAEZA


Creation of: “Material entry record sheet to

the WIP”

For the WIP of deburring (Warehouse In

Process) it was necessary to create a record of

the material entry, this in order to keep an

inventory which will support us when

controlling the production.

With the following data:

Delivery of rebates, No. of KANBAN,

No. of parts, No. of lot and delivery time.

Creation of the format: Shotblast WIP entry

sheet by:

With the need to have better control of all the

materials in process that entered the shotblast

WIP, the entry format called “Material entry

record sheet at Shotblast WIP ”, here the

operator fills different data which help to control

the outgoing production of the Die Casting area.


Date, part number, quantity, deliverable

quantity, complete or incomplete lot and

KANBAN No.

Creation of the format:

“Material movement record sheet” The burnt

area sends material to the machining area

(CNC), so it was necessary to keep track of the

material that went from one area to another, so

the following was created format in which

material movements are recorded only.

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Data of the supervisor or leader, name

and signature of the materialist, Part No. or

Cavity, Supply Machine No. and KANBAN No.

Identification of lanes by part numbers on

hanging signs:

In order to identify each part number that was

deposited in the wip it was necessary to create

hanging signs with each part number and its

corresponding lane.

Figure 6 Evidence of delimited and identified warehouses


Delimitation of lanes and rails of test pieces:

It is essential to have a control in the handling of

material and prevent it from mixing, so the test

materials (pieces to be launched on the market)

were placed in special rails, in order to avoid

confusion among workers.

Figure 7 Evidence of special lanes


Place arrows along the entire floor to

establish the normal workflow and rework

Normal and rework internal flow was signaled

on the ground so that it was more easily

identified.

Figure 8 Signaling Evidence

Source: Own elaboration

Kanban card for the CNC area created

Figure 9 Kanban card created.

Source: Own elaboration

Andon machine system

Figure 10 Screenshot, andon flag system applied in CNC


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5’s in flow

Periodic reviews are carried out at the plant in

order to analyze the situation in which the

facilities are located. This ensures that the

boundaries on the floor are in good condition, the

paint is still in good condition, and that the signs

are clean and up to date.

Traceability control

Together with the receipt area (traceability

control officers) actions were carried out in

which the control of the filling of the route card

is periodically reviewed, in this way we ensure

that the FIFO and traceability are being

controlled.

FIFO control

Special lanes were created for the reception of

material in which it is verified that each lot meets

the standards established by the customer.

ERP system management

Figure 11 ERP system screenshot


Figure 12 ERP system


In creating an internal logistics model,

the following elements must be considered:

Use of spaces.

‒ Short order cycles (as long as the nature

of the demand is established as constant)

‒ Product availability (verification sheets)

‒ Waiting time reduction (Supplier-plant)

‒ Reduction of delivery time (Plant-

customer)

‒ Access to traceability information

(production)

‒ Then according to the need and objective

of the department, weighting is assigned

to the aforementioned elements, so that,

if your priority is the use of spaces this

will have greater weight compared to the

other elements.

Proposed model.

Table 1 weighting of indicators

The company sets the percentage scale

according to the specifications and criteria

required; In the understanding that the weighting

points are established on a percentage scale to be

used and these are determined in the Internal

Logistics department, being this of its exclusive

competence.

Suggested evaluation criteria for the

space use indicator:

a) Frequency of sale according to FIFO and

PEPS.

b) Production process and warehouses

c) Stowage

d) Regulations

e) Product diversity

According to Ballesteros (2008), it can

include assumptions in the location of deposits,

demand size, product size, promised delivery

time, vehicle capacity, as indicators. It is

important to mention that the indices or

indicators are established based on averages and

historical data.

Indicator Weather

%

Cost

%

Quality% Total

Space

utilization 40 40 20 100

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Conclusions and Discussion

With the creation of the Internal Logistics area,

internal flows in the company under study were

improved by approximately 80% since all areas

of the production process were benefited, the

reduction of time in the movement of material in

50% since all material transfers were expedited,

the entrances and exits of the existing

warehouses were controlled 100% during the

three shifts, the inventories were controlled by

the 100% JIWANG ERP system, everything was

trained the staff so that they understood the

importance of the internal logistics area as well

as the internal flow. In addition to that,

shipments also benefited because by making the

material flow in a better way the response times

of each area were optimized and this caused key

areas for him to send the goods to act optimally

and complete your orders.

Therefore, it can be concluded that the

factors considered in the proposed model yielded

favorable results in the Internal Logistics

process.

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Amaro-Martínez, D. (2019). La integración de

las finanzas al flujo logístico. Aplicación:

proceso de alimentación. Ingeniería Industrial,

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Ballesteros Riveros, (2008) Importancia de la

administración logística. Scientia et technica año

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Ballou, R. H. (2004). Logística: Administración

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módulo de gestión de almacén, para mejorar la

gestión y el control de materiales, en el servicio

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González Gómez, C., Lizcano Rengifo, M. I., &

Villota Aldana, N. (2019). Propuesta de

mejoramiento de la planeación para la logística

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México: Prentice Hall.

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sistema de información para la mejora Del

Proceso de logística y control de almacén

utilizando la metodología RUP para la

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Huancabamba, Departamento de Piura.

Palacin Raraz, L. G. (2019). Implementación de

un sistema informático para el control de

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2013). Administración de la Producción.

Obtenido de

https://sistemasfifolifo.wordpress.com/2013/11/

21/ventajas-ydesventajas-de-la-herramienta-2.

Soriano Soriano Claudio, Compras e

Inventarios, Ed. Diez de Santos.

15


Analysis of the Associated Factors of the Strategic Planning in SMEs of Cancun

Análisis de los Factores Asociados de la Planeación Estratégica en Pymes de Cancún

PERALTA-MAZARIEGO, Enrique Roberto*†, MONDRAGÓN-HARO, Antonio, MARTÍN-DE LA

VEGA, César Ismael and HERNÁNDEZ-PERALTA, José Carlos Ramiro


ID 1st Author: Enrique Roberto, Peralta-Mazariego / ORC ID: 0000-0001-9197-879X

ID 1st Coauthor: Antonio, Mondragón-Haro / ORC ID: 0000-0001-7698-9175

ID 2nd Coautor: César Ismael, Martín-De la Vega / ORC ID: 0000-0003-0389-5949

ID 3rd Coauthor: José Carlos Ramiro, Hernández-Peralta / ORC ID: 0000-0001-6521-1106

DOI: 10.35429/JMPC.2019.16.5.15.20 Recibido June 26, 2019; Aceptado December 28, 2019

Abstract

Strategic planning (PE) has played a very important role in

the development of formal alternatives to improve

organizational performance in small and medium enterprises

(SMEs). The following research aims to analyze the

knowledge and application of SMEs in the city of Cancun,

Quintana Roo with respect to PE. A quantitative, descriptive

and transversal approach was carried out. 614 managers,

businessmen or SME managers participated, who voluntarily

supported us referenced by students who carried out their

professional practices in the period May-August 2018,

January-April 2019 and May-August 2019. The information

was obtained through of an instrument of own elaboration.

From the results it was found that 67.4% of SMEs do not

know what PE is. An important aspect to highlight is that

73.6% of SMEs do not consider training as a strategy for

innovation and growth of their business. Although many of

the SMEs have several years of operation, 53.6% of them do

not have any element of organizational identity,

Organizational Philosophy (mission, vision or values). It is

concluded that SMEs are willing to consider a training plan

that suits their needs as long as it does not mean unnecessary

expense. On the other hand they know the importance of

having an administrator with the necessary skills to adapt to

changes in consumers and the global market.

Innovation, Administration, Training

Resumen

La planeación estratégica (PE) ha cumplido un papel muy

importante en el desarrollo de alternativas formales para

mejorar el desempeño organizacional en las pequeñas y

medianas empresas (PYMES). La siguiente investigación

tiene como objetivo analizar el conocimiento y aplicación que

tiene las pymes de la ciudad de Cancún, Quintana Roo con

respecto a la PE. Se realizó un enfoque cuantitativo,

descriptivo y transversal. Participaron 614 gerentes,

empresarios o encargados de pymes, los cuales nos apoyaron

de manera voluntaria referenciados por estudiantes que

realizaron sus prácticas profesionales en el período de Mayo-

Agosto 2018, Enero-Abril 2019 y Mayo-Agosto 2019. La

información se obtuvo por medio de un instrumento de

elaboración propia. De los resultados se encontró que el

67.4% de las pymes no conocen lo que es la PE. Un aspecto

importante a resaltar es que un 73.6% de las pymes no

considera la capacitación como una estrategia para la

innovación y crecimiento de su negocio. A pesar de que

muchas de las pymes tienen varios años de operación el

53.6% de ellas no cuenta con algún elemento de identidad

organizacional, Filosofía Organizacional (misión, visión o

valores). Se concluye que las pymes están dispuestas a

considerar un plan de capacitación que se adapte a sus

necesidades siempre y cuando no signifique un gasto

innecesario. Por otro lado saben la importancia de tener un

administrador con las competencias necesarias para adaptarse

a los cambios de los consumidores y al mercado global.

Innovación, Administración, Capacitación

Citation: PERALTA-MAZARIEGO, Enrique Roberto, MONDRAGÓN-HARO, Antonio, MARTÍN-DE LA VEGA, César

Ismael and HERNÁNDEZ-PERALTA, José Carlos Ramiro. Analysis of the Associated Factors of the Strategic Planning in

SMEs of Cancun. Journal of Microfinance Planning and Control. 2019, 5-16: 15-20




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PERALTA-MAZARIEGO, Enrique Roberto, MONDRAGÓN-HARO, Antonio, MARTÍN-DE LA VEGA, César Ismael and HERNÁNDEZ-

PERALTA, José Carlos Ramiro. Analysis of the Associated Factors of

the Strategic Planning in SMEs of Cancun. Journal of Microfinance


Introduction

Strategic planning is the action in charge of

transporting an organization to the desired, this

implies a direct and frequent observation of the

established objectives; For this, the necessary

information must be available so that the

decision-making takes place according to the

philosophy of the organization (Santiago and

Peralta, 2015).

At present, strategic planning is a

common activity in any field. In organizations,

for example, it is used due to the great

importance of properly managing the human

resource to align it towards the fulfillment of the

stated objectives (Ascencio, Campo, Ramírez

and Zapata, 2016).

Therefore, its importance is best

appreciated when considering the place it

occupies in many well-managed organizations,

convinced that its future depends on planning

and technology (Govea, Cabral, Aguilar, Cruz,

López and García, 2016).

The EP allows organizations to design

their future, allowing them to undertake all those

activities that guarantee their control of their

destiny. This is how in an orderly and systematic

way they find a tool that allows them to continue

with the execution of all those tasks that will

strengthen and focus their efforts to achieve its

goals (Ascencio, Campo, Ramírez and Zapata,

2016). Under this argument the EP considers

elements, which should be part of every

organization:

‒ Mission

‒ Vision

‒ goals

‒ Policies

‒ Strategies

‒ Programs

On the other hand, organizations face

increasingly aggressive competition, consumers

are more demanding and complex, technology

changes rapidly, the liberation of international

markets and the emergence of economic blocs

affect what business organizations do. This

requires a high willingness to train by the high

command because every process must be

supported by the leaders of the organizations

(Cárdenas and Fecci, 2007).

On the other hand, the administration

must be seen as the effort of a social or work

group, coordinated and determined to obtain a

common goal, with the greatest efficiency and

least possible effort, considering and

potentiating the resources and talents at your

fingertips, looking for a objective and value for

the company. (Mondragón and Hernández,

2014).

From this perspective, the future of

SMEs depends on their capacity for response

and innovation, so human capital represents a

sustainable competitive advantage. Therefore,

they must systematically and explicitly manage

the activities, practices, programs and policies of

the organization, where intangible assets are

valued, which facilitates individual and

organizational learning, solve problems of

adaptation, survival and competence through

organizational processes. that combine data and

information processing with information and

communication technologies and the innovative

capacity of human capital (Delfín and Acosta,

2016).

As the way of managing the

organization's knowledge and the effects it

produces progresses, there have been substantial

changes in the conceptual models of innovation

that described it. Innovation is the future of the

development of an SME. Based on López's

research, Blanco y Guerra (2009) affirm the

following key elements for Innovation in SMEs

are: Market Orientation (OM), Creativity (CR),

Research and Development (R&D), Product

Design ( DP), Operational Efficiency (EO) and

Commercial Efficiency (EC).

In the city of Cancun, a large percentage

of SMEs are in informality, so they have not

invested in training, innovation, but they begin

to show interest in improving and having

growth. Under this argument, some studies have

been carried out with SMEs in Cancun,

obtaining the following results.

According to May, Martínez and

Aguilera (2012), their study concludes the

importance of developing training activities as a

first step to achieve development, since there is

no evidence of innovation in their processes,

lack of PE for the opening of new markets or

extension of existing ones. However, interest is

detected by those responsible for implementing

PE strategies to achieve their development.

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On the other hand, Cruz, Jimeno and

Sonda (2014) in their study conclude that staff

training is a determining activity for SMEs. In

the same way, their results show that the

implementation of technologies contribute

favorably to the growth of SMEs.

The purpose of the study

The following research aims to analyze the

knowledge and application of SMEs in the city

of Cancun, Quintana Roo regarding PE.

Methodology

A quantitative, descriptive and transversal

approach was carried out. 614 managers,

businessmen or SME managers participated,

who participated voluntarily referenced by

students who carried out their professional

practices in the period May-August 2018,

January-April 2019 and May-August 2019. The

information was obtained through an instrument

of own elaboration, which was delivered in an

envelope that they closed themselves to

guarantee the confidentiality of the information.

The statistical software SPSS 23 for Windows

was used to process the information.

Results

The results of the study are presented below.

67.4% of SMEs surveyed do not know what

strategic planning is, and only 32.6% said they

know its benefits.

On the other hand, 16.6% do not consider

the application of business planning important,

finding an area of opportunity, in SMEs that

would require support and training in this regard.

85.8% think the reports related to the

productivity of the business are important,

despite the fact that the rest is of little importance

or considered unnecessary. Regarding the

training issue, 73.6% have not considered it for

the growth of the organization, and the rest do so

sporadically.

On the subject of innovation, only 33.4%

actually consider innovation in the operation,

while in general, the other 66.6% does not take

into account the innovative aspect of their

business.

Linked to the previous response, it was

found that 63.2% do not devote any recourse to

the issue of development and innovation; only

36.6% do something about it, while 0.2%

acknowledged having no idea on the subject.

According to the managers, 74.3% have

their business improvement areas very well

identified, so the selection of training topics

could be carried out in a simpler and more direct

way. 22% say they do not have them identified,

and the remaining 3.7% consider that it is not a

matter of importance.

According to the literature review,

training is essential for the development of an

SME in this case only 52% have defined a

training and training plan. In contrast to the

above, 55.7% do not have manuals to carry out

their activities and 66.3 do not offer training to

their employees. As part of the project, questions

were asked about functional areas of the

organization (see annexes) that will be part of the

continuation of this research project, to relate the

functional areas of SMEs with training and

innovation variables.

Conclusions

From the results it was found that 67.4% of

SMEs do not know what PE is. An important

aspect to highlight is that 73.6% of SMEs do not

consider training as a strategy for innovation and

growth of their business. Although many of the

SMEs have several years of operation, 53.6% of

them do not have any element of organizational

identity (mission, vision or values). It is

concluded that SMEs are willing to consider a

training plan that suits their needs as long as it

does not mean an unnecessary expense. On the

other hand they know the importance of having

an administrator with the necessary skills to

adapt to changes in consumers and the global

market.

It is important to highlight that SMEs

expect in general and as a trend they seek to

achieve growth, since 59% expect to grow

moderately, and seek support in PE, Training,

security, and others in addition, curiously 31.1%

would be interested in opening another branch

which indicates that the interest is important on

the part of the businessman to continue growing

and expanding as well as to consider it in his

planning. It is also important to note that 9.3%

are thinking of staying the same.

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On the other hand, it is important to

mention that for SME executives, 85.8% think

the reports related to business productivity are

important, although the rest is very large due to

its lack of tools, training and management

knowledge in its general context, and on the

other hand 9.6% give it little importance or

consider it unnecessary and prefer to continue

like this.

It is necessary to specify that in this study

it was detected that for SME entrepreneurs to

teach courses on the growth and development of

the company, 73.6% have not considered the

training focused on the growth of the company,

and the rest do so sporadically and very

spontaneously and without much importance, so

it determines a very important area of

opportunity and to develop with training courses

and other means.

We think it is important to mention that

in terms of innovation, only 33.4% of SMEs

really consider innovation in the operation,

while in general, the other 66.6% does not take

into account the aspect of seeking to innovate

new products or services making growth and

development difficult due to lack of adequate

training for your business.

Similarly, it is important to mention that

for SME entrepreneurs, the areas of opportunity

for development and growth have been

identified so that 74.3% have very well

identified areas for business improvement, so the

selection of training topics they could be carried

out more simply and directly. On the other hand,

22% say they do not have them identified, and

the remaining 3.7% consider that it is not an

important issue.

References

Ascencio V., A., Campo R., J., Ramírez R., A. y

Zapata C., L. (2016). Importancia de la

planeación estratégica en las áreas de gestión

humana de las organizaciones. Revista

Fundación Universitaria Luis Amigó, 3(1), 116-

122. Recuperado de

https://www.funlam.edu.co/revistas/index.php/

RFunlam/article/view/1899/1513

Cárdenas, L., y Fecci, E. (2007). Propuesta de

un modelo de gestión para PYMEs, centrado en

la mejora continua. Síntesis tecnológica, 3(2),

59-67. Recuperado de

http://revistas.uach.cl/pdf/sintec/v3n2/art02.pdf

Cruz, O., Jimeno, R. y Sonda, R. (2014).

Relación del rendimiento de una empresa, con su

tamaño, uso de la tecnología y la capacitación:

análisis de las pymes de servicios en un destino

turístico. Recuperado de

http://risisbi.uqroo.mx/bitstream/handle/20.500.

12249/811/Cruz%2cJimeno%2cSonda.pdf?sequ

ence=1&isAllowed=y

Delfín P., F. y Acosta M., M. (2016).

Importancia y análisis del desarrollo

empresarial. Revista científica Pensamiento y

Gestión, (40). Recuperado de

http://rcientificas.uninorte.edu.co/index.php/pen

samiento/article/viewFile/8810/8595

Govea C., A., Cabral M., A., Aguilar V., A.,

Cruz H., M., López T., R., y García E., R.

(2016). APLICACIÓN DE LA PLANEACIÓN

ESTRATÉGICA Y FUNDAMENTO

NORMATIVO EN UNA EMPRESA

PROCESADORA DE CARNE. Revista

Mexicana de Agronegocios, 39 , 389-398.

Recuperado de

http://www.redalyc.org/pdf/141/14149188003.p

df

Lopez, O., Blanco, M., y Guerra, S. (2017).

Evolución de los modelos de la gestión de

innovación. Innovaciones de negocios, 5(10).

Recuperado de

http://revistainnovaciones.uanl.mx/index.php/re

vin/article/view/210/195

May, F., Martínez, m. y Aguilera, O. (2012). LA

CREATIVIDAD Y LA INNOVACIÓN COMO

ALTERNATIVAS DE SOBREVIVENCIA DE

LA MICRO EMPRESA: CASO REG. 101,

CANCÚN, QUINTANA ROO, MÉXICO.

Global Conference on Business and Finance

Proceedings, 7 (2). Recuperado de

http://eprints.uanl.mx/6150/1/6.%20ISSN-

1931-0285-V7-N2-

2012%20Costa%20Rica.pdf#page=1671

Mondragón y Hernández, (2014). Básicos de la

Administración. Editorial independiente,

México. P9.

https://www.funlam.edu.co/revistas/index.php/RFunlam/article/view/1899/1513

https://www.funlam.edu.co/revistas/index.php/RFunlam/article/view/1899/1513

http://revistas.uach.cl/pdf/sintec/v3n2/art02.pdf

http://risisbi.uqroo.mx/bitstream/handle/20.500.12249/811/Cruz%2cJimeno%2cSonda.pdf?sequence=1&isAllowed=y



http://rcientificas.uninorte.edu.co/index.php/pensamiento/article/viewFile/8810/8595

http://rcientificas.uninorte.edu.co/index.php/pensamiento/article/viewFile/8810/8595

http://www.redalyc.org/pdf/141/14149188003.pdf

http://www.redalyc.org/pdf/141/14149188003.pdf

http://revistainnovaciones.uanl.mx/index.php/revin/article/view/210/195

http://revistainnovaciones.uanl.mx/index.php/revin/article/view/210/195

http://eprints.uanl.mx/6150/1/6.%20ISSN-1931-0285-V7-N2-2012%20Costa%20Rica.pdf#page=1671



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Santiago, A., y Peralta, M. E. (2017). Educación

en ciencias Administrativas. En Barroso, F.,

Patrón, R. y Santos, R. (Eds). Las ciencias

administrativas en el fortalecimiento de las

organizaciones del tercer milenio (pp. 46-54).

Recuperado de

https://www.researchgate.net/publication/31549

4940_Las_ciencias_administrativas_en_el_fort

alecimiento_de_las_organizaciones_del_tercer_

milenio

Annexes

Figure 1Competence

Figure 2 Sales Strategies

Figure 3 Competence

Figure 4 Service Surveys

Figure 5 Price comparison

Figure 6 Service innovation

Figure 7 Company Strengths

Figure 8 Company weaknesses

Figure 9 Research in the company

https://www.researchgate.net/publication/315494940_Las_ciencias_administrativas_en_el_fortalecimiento_de_las_organizaciones_del_tercer_milenio




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Figure 10 Advertising in the company

Figure 11 Promotion

21


SMEs and social responsibility a holistic approach

Las PyMes y la responsabilidad social un enfoque holístico

BIVIANO-PÉREZ, Emma*†, SOSA-LARRAINZAR, Evelyn and GARCÍA-SÁNCHEZ, Avelina


ID 1st Author: Emma, Biviano-Pérez / ORC ID: 0000-0002-3467-3620, Researcher ID Thomson: Q-9727-2018, CVU

CONACYT ID: 370523

ID 1st Coauthor: Evelyn, Sosa-Larrainzar / ORC ID: 0000-0002-4799-9363, Researcher ID Thomson: Q-9787-2018, CVU

CONACYT ID: 266218

ID 2nd Coauthor: Avelina, García-Sánchez

DOI: 10.35429/JMPC.2019.16.5.21.26 Recibido June 26, 2019; Aceptado December 28, 2019

Abstract

The issue of Social Responsibility in companies has a lot

of its characteristics, even though it is a subject that

belongs to every entity, it cannot be promoted in the same

way nor do the results have the same impact. Discovering

the correct form implies its observation from a holistic

point of view since it goes far beyond just taking care of

the external environment but also the internal one. Each of

the elements that comprise it is part of that economic unit

and therefore it is not correct to divide the whole. In this

case, the Human Element is considered in the first

instance, secondly, the Financial Resources and thirdly the

Base Systems or processes with which small and medium-

sized enterprises (SMEs) operate. The purpose of this

study is to demonstrate the importance of considering all

the elements of an organization to promote corporate

social responsibility, identify the actions carried out

through daily interaction in the life of the entity and also

the existing interdependence to achieve positive effects. .

Likewise, the microentrepreneur's perspective is shown

before the great challenge of adopting this culture. In the

first part, the general characteristics of the SMEs are

identified, then the results corresponding to a phase of a

qualitative, descriptive investigation, carried out on a

random sample of organizations located in the Northeast

Zone of the city of Puebla, are presented through the

collection of data in situ.

Interaction, Business elements, CSR

Resumen

El tema de la Responsabilidad Social en las empresas

versa mucho de sus características, aún cuando es un tema

que compete a toda entidad no se puede promover de la

misma forma ni los resultados tienen el mismo impacto. El

descubrir cual es la forma correcta implica su observación

desde un punto de vista holístico ya que va mucho más allá

de solo cuidar el medio ambiente externo sino también el

interno. Cada uno de los elementos que lo integran forma

parte de esa unidad económica y por ende no es correcto

fraccionar el todo. En este caso se considera el Elemento

humano en primera instancia, en segundo lugar, los

Recursos financieros y en tercer lugar los Sistemas o

procesos base con que operan las pequeñas y medianas

empresas (PyMes). El presente estudio tiene como fin

evidenciar la importancia de considerar todos los

elementos de una organización para promover la

responsabilidad social empresarial, identificar las acciones

que se realizan mediante la interacción diaria en la vida de

la entidad y así mismo la interdependencia existente para

lograr efectos positivos. Así mismo se muestra la

perspectiva del microempresario ante el gran reto que

implica adoptar esta cultura. En la primera parte se

identifican las características generales de las PyMes,

posteriormente se presentan los resultados

correspondientes a una fase de una investigación

cualitativa, descriptiva, realizada a una muestra aleatoria

de organizaciones ubicada en la Zona Noreste de la ciudad

de Puebla, mediante la recolección de datos in situ.

Interacción, Elementos empresariales, RSE

Citation: BIVIANO-PÉREZ, Emma, SOSA-LARRAINZAR, Evelyn and GARCÍA-SÁNCHEZ, Avelina. SMEs and social

responsibility a holistic approach. Journal of Microfinance Planning and Control. 2019, 5-16: 21-26




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BIVIANO-PÉREZ, Emma, SOSA-LARRAINZAR, Evelyn and GARCÍA-SÁNCHEZ, Avelina. SMEs and social responsibility a holistic

approach. Journal of Microfinance Planning and Control. 2019

Introduction

The current global competitiveness requires an

enormous commitment for all business

organizations, on the one hand, consumers

require a greater diversity of products,

innovative and at a good price, on the other hand,

they find a number of similar or substitute

products and at the same time inputs, labor,

transportation and operation costs make up a

scenario that is very difficult for small and

medium-sized companies to overcome. These

aspects are recognized by any Mexican or

foreign businessman, small or large, since they

are factors that characterize the business world.

If we join to these points the increasingly

bureaucratic public policies, social problems and

corporate social responsibility that concerns any

organization given that it is part of the natural

ecosystem and of a social scheme that concerns

all human beings, the business scenario expands

its horizons and becomes a survival challenge.

When starting with the study of Corporate Social

Responsibility aligned to Small and Medium-

sized enterprises, it is important to know its

characteristics in detail.

Cajiga (2018) states that Corporate

Social Responsibility (CSR), is a concept that

implies that the company ensures that its

operations are sustainable in the economic,

social and environmental aspects, recognizing

the interests of the different groups with which it

relates to and seeks the preservation of the

environment and the sustainability of future

generations.

In the Corporate Social Responsibility

(CSR) strategy, there seems to be an implicit

assumption that “what is good for the company

is good for society” (Romero 2010, cited by

Montoya, 2012). This is a circumstantial

approach that is opposed to a reality that has

generated many negative effects on the

environment and therefore on the social

ecosystem.

Montoya's (2012) proposal to conceive

the company in a holistic and systemic way as

part of an interrelated whole to which attention

and resources must be dedicated to improve its

position in the market is a proposal to consider

in today's companies and of tomorrow.

Based on Cajiga's (2015) statement that

there are four strategic areas that allow the

presence of Corporate Social Responsibility to

be identified in the operational life of

organizations; Ethics and corporate governance,

Quality of life in the company, Bonding and

commitment to the community and its

development, Care and preservation of the

environment, it is essential to develop these

aspects within the organization considering all

the roles involved in the company.

Another interesting approach mentions

that: "Social responsibility favors any initiative

that originates in the company, facilitating the

positioning of its brand, renewing its corporate

image, capturing the preference and loyalty of its

customers ..." (Rodríguez, 2016).

From this perspective for any

organization regardless of size, adopting the role

of a socially responsible company is convenient

for its development and growth, therefore it is

essential to lay the foundations to achieve it and

Human Capital due to its importance in any

organization is one of the interest groups in

which companies should rely to promote their

professional development (López, 2016).

Now in analyzing why it is important for

an organization to be socially responsible; the

DESUR guide, (Developed Sustainable Regions

Through responsible SMEs) (2015) mentions

internal and external benefits, within the internal

considers;

Improve the confidence of potential

investors, attract and retain talented people,

Position and differentiate the brand, Capture

new customers, retain customers, Improve

corporate image, Improve relationship with the

environment. (p.7).

Regarding external benefits, it includes

motivating employees, improving the work

environment, resulting in improved productivity

and quality in service provision, improving

internal communication, obtaining loyalty and

commitment from staff, creating culture in the

organization, through the promotion of shared

values in the company (p.7).

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Under the premise that organizations are

part of a globalized world in which their success

does not depend on their profits alone, but it is

required to contribute with all those who

participate in it to make them more competitive

(Rodríguez, 2016). This is a comprehensive

approach that involves the involvement of all the

elements that make it up.

Considering that those who intervene

within organizations are Financial Resources,

Human Capital and Systems or processes, it is

necessary to specify the characteristics and

conditions that each entails.

Pierina (2012) expresses that the survival

of small companies is limited by the deficiency

of three resources; financing, labor and skilled

leadership and technology

Regarding financing, it is indisputable

that it has a direct relationship with growth and

since it is scarce in MSMEs, its chances of

success are few.

On the other hand, the small companies

that are mostly family-based, have unskilled

personnel to carry out the functions proper to

their operation, and this aspect detracts from the

productivity of the organization (Pierina, 2012).

The Mexican Center for Philanthropy,

CEMEFI, (2016), marks four areas of Corporate

Social Responsibility, Quality of life in the

company, Business Ethics, Linking the company

in the community and care and preservation of

the environment.

If these points are aligned to the elements

that make up the company, Quality of life

directly involves human Capital within its work

environment, which entails the generation of

jobs with fair and timely wages Barroso (2008),

in addition to promoting the Staff development

considering continuous training relevant to the

position held, improving communication skills,

among others.

To comply with the aspects of Business

Ethics, Linking the company in the community,

every organization requires taking care of the

environment that surrounds them, promoting

values and promoting these same aspects also

with the external agents that are related, under

the premise of win-win (Barroso, 2008).

Being aware of the economic capacity of

companies, only some organizations (medium

and large) will have the possibility of complying

with these aspects and the question remains:

What to do in small organizations? These

represent a great challenge that involves the

involvement of the industry, the government and

the institutions that are also known as the triple

helix model (Ponce, 2017).

Methodology

In order to know the elements that must be

considered in a MyPyMe to implement the

Culture of Corporate Social Responsibility with

a holistic approach, a research was developed

with a qualitative approach, with information

obtained through the application of surveys to

200 micro and small organizations located in the

Northeast area of the city of Puebla, selected by

means of a random sampling for convenience,

with an exploratory, descriptive nature, using an

instrument that served as the basis for gathering

information in situ, under the hypothesis that

states: the term corporate social responsibility

does not it only covers aspects of caring for the

environment, since the social aspect involves the

quality of life of human beings and the work

environment in which they carry out their

activities.

Results

This section shows some of the results obtained

in the on-site information gathering stage, with

the intention of showing the reality that prevails

in companies with respect to Ethics and

corporate governance, Quality of life in the

company, Bonding and commitment with the

community and its development, Care and

preservation of the environment

The results obtained in the research

carried out show that the vast majority have from

1 to 5 employees, (see graph 1) and a minority

has a range of 6 to 10 employees, therefore they

correspond to the category of micro-enterprises

(DOF, 2019 ).

24


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Graphic 1 Number of employees hired

Source: Self Made (2019)

The ages of the respondents range from

20 to 65 years, observing in the results that the

vast majority are young entrepreneurs, this

aspect is important since it allows new trends to

be implemented because they are open-minded

generations and well in the globalization

ecosystem, see Graphic 2.

Graphic 2 Age of businessmen surveyed


Ethics and corporate governance

One of the essential aspects to achieve a healthy

work environment is to have good

communication, analyzing the results of the

applied survey show that the employees who are

working consider that they have good

communication between themselves and the

employer and only in 18% they consider there is

poor communication see Graphic 3.

Graphic 3 Communication between boss-employee


In order to achieve a favorable working

climate, it is necessary to generate a good level

of coexistence within the organization, in the

majority of microenterprises there is no problem

as observed in Graphic 4, the achievement of this

objective is hindered when the workforce is

dense since it is much more difficult to control

personnel.

Graphic 4 Comunicación entre jefe- empleado


In the study carried out, it is observed

that in 90% of companies the coexistence

between employees is favorable and only 10% of

employers indicate that the relationships

between their staff are not favorable.

Quality of life

Among the aspects indicated by the ISO 26000

Standard regarding the quality of life that must

exist among its employees, it mentions that

safety and health must be considered at work,

these points are essential for the worker to have

certain stability and safety in the work and this is

achieved by decreasing the hiring of eventual

personnel and opting for indefinite contracts.

0

20

40

60

80

100

120

140

160

180

1-5 6-10

0

10

20

30

40

50

60

70

80

90

20 a 34 35 a 49 50 a 65

35%

35%

13%

18%Excelente

Buena

Regular

Mala

30%

7%

60%

3%Favorable

Desfavorable

Muy favorable

Muy

desfavorable

25


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To verify the behavior of employability

in the surveyed organizations, employers were

asked how the number of employees on their

payroll has varied, it is observed that most of

them are permanent employees and some have

even been hired. This aspect indicates that the

organizations are in development, being the

ideal time to implement new policies, including

its foray into the field of Social Responsibility

see Graphic 5.

Graphic 5 Employability level behavior


Aspects of equality in people:

It is considered that a healthy work environment

contributes to a good level of productivity in

organizations and, in addition to this, it is

essential to promote equality between

collaborators and companies must hire personnel

based on their knowledge, skills and abilities,

not by have characteristics that are not related to

their job performance (Wheelen & Hunger,

2007) mentioned by Mendoza, Ávila, Meza,

Zambrano and Chavarría (2018, p. 210).

For this aspect, it begins in the selection

of personnel to work in the companies and to

inquire at the point, the interviewees were asked

if they would hire someone who had an

impediment to listening, speaking, walking or

seeing and the answer reflects an advance in the

However, acceptance of this policy is not enough

to consider that it has permeated the culture of

social responsibility, since 57% agree to provide

an opportunity to disabled people, however, 43%

disagree or are in an uncertainty, see Graphic 6.

Graphic 6 Hiring of people with disabilities


Entrepreneurs were also asked if they

would hire someone who has HIV, only 40% of

employers expressed their agreement to hire

people with the aforementioned disease and the

remaining 60% stated that they did not agree

with it due to lack of information. of the

condition see Graphic 7.

Graphic 7 Hiring people with a history of HIV


Conclusions

Once the results obtained in the study carried out

on the sample of organizations located in the

Northeast Zone of the city of Puebla have been

interpreted, it is concluded that very few are the

actions carried out to achieve an organizational

culture with corporate social responsibility, even

when it is the current trend it has not permeated

enough.

The implementation of organizational

policies must consider aspects of corporate

governance, quality of life for the human capital

that works in them and measures for caring for

the environment.

0

20

40

60

80

100

120

140

Aumentaron Disminuyeron Siguel igual

27%

32%

18%

8%

15%

De acuerdo

Muy de acuerdo

En desacuerdo

Muy en

desacuerdo

No se

27%

10%

13%25%

25%

De acuerdo

En desacuerdo

Muy de acuerdo

Muy en desacuerdo

No se/No aplica

26


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To start with its implementation, it is

essential to formalize the status of organizations

in the legal field, and aware of the regulations

they must comply with and according to the

prevailing line of business or activity.

It is essential to start with a change

gradually as what is intended is a general new

culture within the company. The size of the

organizations will undoubtedly be a point in

favor or against to achieve effective results,

however, if it is possible to implement it in any

organization and it will obviously generate

positive changes for all the members of the entity

and its environment.

References

Barroso, T. F. (2008). La responsabilidad social

empresarial. Un estudio en cuarenta empresas de

la ciudad de Mérida, Yucatán. (Scielo, Ed.)

Contaduría y Administración (226).

Cajiga, C. J. (2015). CEMEFI. Argentina:

Trillas.

Cajiga, Calderón Juan Felipe. (01 de 08 de

2018). El concepto de Responsabilidad Social

Empresarial. Obtenido de CEMEFI:

https://www.cemefi.org/esr/images/stories/pdf/e

sr/concepto_esr.pdf

CEMEFI, Centro Mexicano para la filantropía

A.C. (2016). Guía de participación para el

proceso de obtención del Distintivo ESR . Guía

de participación para el proceso de obtención del

Distintivo ESR .

DESUR, (Developed Sustainable Regions

Through responsible SMEs. (09 de 2015).

DESUR. Obtenido de

http://responsabilidadsocialquito.com.ec/wp-

content/uploads/2015/09/DESUR-guia-final.pdf

DOF, D. O. (28 de 02 de 2019). INADEM.

Recuperado el 11 de 08 de 2019, de

https://www.inadem.gob.mx/wp-

content/uploads/2019/02/ROFNE2019_280220

19.pdf

López, S. A. (2016). La responsabilidad social

empresarial desde la percepción del

capitalhumano. Revista de Contabilidad (20),

36-46. Recuperado el 10 de 08 de 2019, de

https://reader.elsevier.com/reader/sd/pii/S11384

8911600011X?token=435249CB2EF71BC890

C4DFF3E6FB9275A845079222181D4B654D3

8D456EE2EA2BDAD55442C0B1DA8AD0ED

029D0238201

Mendoza, V. A. (2018). La responsabilidad

social y las Pymes en el Ecuador. III Congreso

Virtual Internacional sobre Desafíos de las

Epresas del Siglo XXI, 207-230.

Montoya, A. B. (2012). Responsabilidad Social

Empresarial: Una respuesta ética ante los

desafíos globales. México: Rood.

Pierina, D. R. (2012). Administración de

Pequeñas Empresas. Estado de México: Red

Tercer Milenio.

Ponce, J. I. (2017). Asociación Latino

Iberoamericano de Gestión Tecnológica.

(ALTEC, Ed.) Recuperado el 10 de 08 de 2019,

de

http://www.uam.mx/altec2017/espanol/ponenci

as.html

Rodríguez, M. A. (2016). Responsabilidad

Social Empresarial como factor de

Sustentabilidad para el mejoramiento del capital

Humano en las Empresas Mexicanas.

Contaduría y Administración. Recuperado el 10

de 08 de 2019, de

http://congreso.investiga.fca.unam.mx/docs/xxi/

docs/11.05.pdf

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Journal of Microfinance Planning and Control

“A correlational analysis of financial ratios of companies listed on the

Mexican stock market in the period 2008-2017”

BERNAL-DOMINGUEZ, Deyanira

Universidad Autónoma de Sinaloa

“Internal logistics as a control and modeling tool in the processes of

organizations”

CHACÓN-OLIVARES, Maria del Carmen, RUELAS-SANTOYO,

Edgar Augusto, RICO-CHAGOLLÁN, Mariana and LÓPEZ-

OLIVAREZ, Jaqueline Viridiana

Instituto Tecnológico superior de Irapuato

“Analysis of the Associated Factors of the Strategic Planning in SMEs of

Cancun”

PERALTA-MAZARIEGO, Enrique Roberto, MONDRAGÓN-

HARO, Antonio, MARTÍN-DE LA VEGA, César Ismael and

HERNÁNDEZ-PERALTA, José Carlos Ramiro


“SMEs and social responsibility a holistic approach”

BIVIANO-PÉREZ, Emma, SOSA-LARRAINZAR, Evelyn and

GARCÍA-SÁNCHEZ, Avelina


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