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Abstract(s)
O setor do fast fashion, cada vez mais competitivo, imprevisível e dinâmico, exige a melhoria constante dos processos, especialmente de controlo de gestão. O orçamento é considerado como o sistema predominante de controlo de gestão das organizações, revelando-se uma ferramenta de planeamento estratégico que proporciona aos gestores informações úteis para a monotorização e análise de desvios da empresa. No entanto, é uma das ferramentas mais criticadas, tanto na literatura como por gestores, levando à adoção de melhorias nos processos tradicionais ou a uma reformulação profunda que poderá conduzir ao seu abandono. A presente tese de mestrado é o resultado de um estudo de caso, realizado após um estágio em ambiente organizacional, entre setembro de 2018 e janeiro de 2019, na área de controlo de gestão financeira, na empresa Barata & Ramilo, S.A., detentora da marca Parfois, empresa portuguesa líder no setor do fast fashion. Neste contexto, o estudo visa conhecer, compreender e descrever as práticas de controlo de gestão utilizadas na empresa. O modelo de controlo de gestão da Parfois assenta na estratégia e no plano estratégico com horizonte temporal a três anos, suportado por um orçamento anual e completado com análises semanais, mensais e forecasts trimestrais. O objetivo principal passa por compreender o que motiva a empresa a usar esta ferramenta, quais as limitações que esta apresenta e se o modelo da Parfois mitiga as críticas encontradas na literatura. Com o propósito de responder a estas questões, foram analisados documentos e textos fornecidos pela empresa e, ainda, realizadas entrevistas presenciais a oito elementos da empresa, com contacto direto com o Controlo de Gestão, tendo por base as funções e as limitações do orçamento referidas na revisão de literatura. As conclusões estão em concordância com o que é referido na literatura, uma vez que a empresa adota medidas de melhoria, contrariando as limitações e desvantagens da ferramenta. O impacto é um alinhamento entre o curto prazo e longo prazo, na medida em que se baseia na estratégia e no plano com horizonte temporal a três anos para a construção do orçamento anual; recorre, ainda, a ferramentas complementares, como o forecast, que permitem adaptar-se a alterações na envolvente, uma vez que prevê, analisa e revisa o orçamento, baseando-se na situação atual e determina, também, objetivos, compensando os colaboradores com base nesta ferramenta. Porém, é reconhecido um excesso de tempo despendido neste processo e um foco excessivamente financeiro, característico de um controlo de gestão focado no orçamento. Conclui-se que o impacto da ferramenta é positivo pelos fatores anteriormente mencionados. Este estudo permite concluir que o orçamento é uma ferramenta vantajosa, apesar das críticas evidentes e que os processos de melhorias mitigam as limitações.
The fast fashion sector, increasingly more competitive, unpredictable and dynamic, demands a constant improvement of the processes, mainly in what concerns management control. Budget is viewed as the predominant system of organizations’ management control, revealing itself as a strategic planning tool, which gives managers useful information for the monitoring and analysis of the company’s deviations. Being, however, one of the most criticized tools, in literature and by managers, budget is often subjected to the adoption of improvements in the traditional processes or to a deep reformulation; finally, it may, even, be driven to abandonment. The present report is the result of a case study, carried out after an internship in an organizational environment, from September 2018 to January 2019, in the financial management control area, that integrates Barata & Ramilo, S.A. company, owner of Parfois’ brand, a Portuguese leader of the fast fashion sector. In this context, the study aims to know, understand and describe the management control practices used by the company. Their management control system is based on strategy and on the 3 years strategic plan, supported by an annual budget and completed with weekly and monthly analysis and quarterly forecasts. The main goal is to understand what motivates the company to use this tool, which limitations it presents and if Parfois’ system mitigates the critiques found in literature. In order to answer these questions, documents and texts provided by the company were analysed, face-to-face interviews to eight elements directly connected with management control, were made, based on the budget’s functions and limitations, referred on the literature review. The conclusions agree with the literature references, as the company adopts improvement measures, countering the tool’s limitations and disadvantages. impact is an alignment between short-term and long-term, once it is based on strategy and on the 3 year plan for the construction of the annual budget; it, also, uses complementary tools, such as forecast, which allows an adaptation to changes in the environment, since it forecasts, analyses and reviews the budget, taking the present situation as a basis and it, also, determines, goals, compensating the collaborators. However, it is recognised the excess of time spent in this process, as well as the overly financial focus, characteristic of a management control centered on the budget. It can be concluded that the tool’s impact is positive, due to the factors previously mentioned. This study case allows the following conclusions: budget is an useful tool, despite all the criticism; improvement processes mitigate the limitations.
The fast fashion sector, increasingly more competitive, unpredictable and dynamic, demands a constant improvement of the processes, mainly in what concerns management control. Budget is viewed as the predominant system of organizations’ management control, revealing itself as a strategic planning tool, which gives managers useful information for the monitoring and analysis of the company’s deviations. Being, however, one of the most criticized tools, in literature and by managers, budget is often subjected to the adoption of improvements in the traditional processes or to a deep reformulation; finally, it may, even, be driven to abandonment. The present report is the result of a case study, carried out after an internship in an organizational environment, from September 2018 to January 2019, in the financial management control area, that integrates Barata & Ramilo, S.A. company, owner of Parfois’ brand, a Portuguese leader of the fast fashion sector. In this context, the study aims to know, understand and describe the management control practices used by the company. Their management control system is based on strategy and on the 3 years strategic plan, supported by an annual budget and completed with weekly and monthly analysis and quarterly forecasts. The main goal is to understand what motivates the company to use this tool, which limitations it presents and if Parfois’ system mitigates the critiques found in literature. In order to answer these questions, documents and texts provided by the company were analysed, face-to-face interviews to eight elements directly connected with management control, were made, based on the budget’s functions and limitations, referred on the literature review. The conclusions agree with the literature references, as the company adopts improvement measures, countering the tool’s limitations and disadvantages. impact is an alignment between short-term and long-term, once it is based on strategy and on the 3 year plan for the construction of the annual budget; it, also, uses complementary tools, such as forecast, which allows an adaptation to changes in the environment, since it forecasts, analyses and reviews the budget, taking the present situation as a basis and it, also, determines, goals, compensating the collaborators. However, it is recognised the excess of time spent in this process, as well as the overly financial focus, characteristic of a management control centered on the budget. It can be concluded that the tool’s impact is positive, due to the factors previously mentioned. This study case allows the following conclusions: budget is an useful tool, despite all the criticism; improvement processes mitigate the limitations.
Description
Keywords
Controlo de gestão Processo orçamental Métodos de orçamentação Fast fashion Management control Budget process Budgeting methods Fast fashion