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Assim como o dashboard de um avião, que apresenta ao piloto as informações necessárias para este chegar ao destino com sucesso, os dashboards em contexto organizacional ajudam o gestor a conduzir a empresa, departamentos ou unidade de negócio a atingir os objetivos estipulados. Dada a importância desta ferramenta, é relevante fazer uma análise de um caso real do processo de desenvolvimento de dashboards. Este trabalho tem por base um estágio curricular realizado no departamento de non-trade procurement da COFCO International, uma empresa multinacional especializada na comercialização de bens essenciais (como café e açúcar). O estágio consistiu na gestão de dois dashboards e no desenvolvimento de um terceiro dashboard. Estes dashboards servem de ferramenta de auxílio à gestão das compras feitas pelo departamento de procurement. Com a análise dos três dashboards e com a análise critica da literatura alusiva ao processo de desenvolvimento de dashboards foi possível perceber que existe espaço para melhoramentos no processo de desenvolvimento de dashboards. Em especial no que toca (1) à identificação dos indicadores chave, (2) às relações de causa-efeito entre os indicadores e, por fim, (3) no que toca à adoção do dashboard pela equipa. Do conhecimento adquirido e da análise aos dashboards surgiu uma série de recomendações para a empresa implementar no seu processo de desenvolvimento de dashboards.
Like the dashboard of the airplane, which presents the pilot with the necessary information to reach the destination successfully, dashboards in organizational context help managers lead the company, department, or business unit to their main objectives. Given the importance of this tool, it becomes relevant to analyze a real case of the dashboard development’s process. An internship in the non-trade procurement department, promoted by COFCO International, a multinational company specializing in the trading of commodities, resulted in the following study regarding the dashboard development’s process. The internship consisted of managing two dashboards and developing a third one. These dashboards serve as helping tool to the management team of the non-trade procurement department to manage the purchases and the process of purchases made by the department. With the analysis of the two existing dashboards and the interpretation of the literature related to the dashboard development process, it was possible to perceive an opportunity for improvements in the dashboard development process present in the organization, especially regarding (1) the identification of key indicators, (2) the cause-effect relationships between the key indicators and (3) finally concerning the adoption of the dashboard by the team. From the knowledge acquired and the analysis of the dashboards, a series of recommendations emerged for the company to implement in its dashboard development process.
Like the dashboard of the airplane, which presents the pilot with the necessary information to reach the destination successfully, dashboards in organizational context help managers lead the company, department, or business unit to their main objectives. Given the importance of this tool, it becomes relevant to analyze a real case of the dashboard development’s process. An internship in the non-trade procurement department, promoted by COFCO International, a multinational company specializing in the trading of commodities, resulted in the following study regarding the dashboard development’s process. The internship consisted of managing two dashboards and developing a third one. These dashboards serve as helping tool to the management team of the non-trade procurement department to manage the purchases and the process of purchases made by the department. With the analysis of the two existing dashboards and the interpretation of the literature related to the dashboard development process, it was possible to perceive an opportunity for improvements in the dashboard development process present in the organization, especially regarding (1) the identification of key indicators, (2) the cause-effect relationships between the key indicators and (3) finally concerning the adoption of the dashboard by the team. From the knowledge acquired and the analysis of the dashboards, a series of recommendations emerged for the company to implement in its dashboard development process.
Descrição
Palavras-chave
Dashboard Business analytics Procurement Processo Indicadores chave Medidas de performance Balanced scorecard Process Key performance indicators Performance measure