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
Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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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Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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
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
Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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
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).
5
Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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
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
Source: Own elaboration in SPSS based on results
‒ 74% of tourists believed that the carts are
not in adequate condition 204 (Graphic 3).
Graphic 3 Road conditions in the state of Michoacán
Source: Own elaboration in SPSS based on results
- 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
Source: Own elaboration in SPSS based on results
Independent Variable 3: Diversification
of the tourist offer:
‒ 53.7% of foreign tourists visited only one
hotel.
6
Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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
‒ 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
Source: Own elaboration in SPSS based on results
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
Source: Own elaboration in SPSS based on results
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
Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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
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
Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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
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
Article Journal of Microfinance Planning and Control December 2020 Vol.6 No.18 1-9
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
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.
* Correspondence to the Author (Email: [email protected]) † Researcher contributing as first author.
© ECORFAN-Spain www.ecorfan.org/spain
11
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
- 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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
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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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
‒ 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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
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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21
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 10-21
ISSN: 2444-5037 ECORFAN® Todos los derechos reservados
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
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22
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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.
DOI: 10.35429/JMPC.2020.18.6.22.32 Received: July 10; Accepted: December 30, 2020
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.
* Correspondence to the Author (Email: [email protected]) † Researcher contributing as first author.
© ECORFAN-Spain www.ecorfan.org/spain
23
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
- 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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
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%
Not implemented More than a year
25%
75%
Not implemented More than a year
50%50%
Not implemented More than a year
75%
25%
Not implemented More than a year
27
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
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
75% of the companies in the San
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
implement this indicator.
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
implement this indicator.
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%
Not implemented More than a year
75%
25%
Not implemented More than a year
25%
75%
Not implemented More than a year
50%50%
Not implemented More than a year
25%
75%
Not implemented More than a year
28
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
Graphic 11 Percentages of the unplanned urgent
production KIP
100% of the companies in the San
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
50% of the companies in the San
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.
100% of the companies in the San
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%
Not implemented More than a year
25%
75%
Not implemented More than a year
50%50%
Not implemented More than a year
25%
75%
Not implemented More than a year
29
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
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
50% of the companies in the San
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%
Not implemented More than a year
75%
25%
Not implemented More than a year
75%
25%
Not implemented More than a year
50%50%
Not implemented More than a year
30
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
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%
More than 1 year Not implemented
31
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
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%
More than 1 year Not implemented
32
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 22-32
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
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 33-39
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
DOI: 10.35429/JMPC.2020.18.6.33.39 Received: July 25; Accepted: December 30, 2020
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.
* Correspondence to the Author (Email: [email protected]) † Researcher contributing as first author.
© ECORFAN-Spain www.ecorfan.org/spain
34
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 33-39
ISSN: 2444-5037 ECORFAN® All rights reserved.
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 33-39
ISSN: 2444-5037 ECORFAN® All rights reserved.
MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA,
Saúl. Optimization of the supply chain through decision
models in aggregate planning. Journal of Microfinance
Planning and Control. 2020
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 33-39
ISSN: 2444-5037 ECORFAN® All rights reserved.
MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA,
Saúl. Optimization of the supply chain through decision
models in aggregate planning. Journal of Microfinance
Planning and Control. 2020
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 33-39
ISSN: 2444-5037 ECORFAN® All rights reserved.
MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA,
Saúl. Optimization of the supply chain through decision
models in aggregate planning. Journal of Microfinance
Planning and Control. 2020
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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 33-39
ISSN: 2444-5037 ECORFAN® All rights reserved.
MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA,
Saúl. Optimization of the supply chain through decision
models in aggregate planning. Journal of Microfinance
Planning and Control. 2020
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
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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
Article Journal of Microfinance Planning and Control
December 2020 Vol.6 No.18 33-39
ISSN: 2444-5037 ECORFAN® All rights reserved.
MUÑOZ-HERNANDEZ, Raquel & RANGEL-LARA,
Saúl. Optimization of the supply chain through decision
models in aggregate planning. Journal of Microfinance
Planning and Control. 2020
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:
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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.
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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.”
CHAVEZ-SAMANIEGO, Rosendo, GUTIERREZ-MUÑOZ, Israel
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