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Operations

Operational Efficiency

A methodology has been developed to successfully address a restructuring, business transformation or operational improvement, according to the needs of each company:

  • Diagnosis of the current situation (financial, commercial and operational).
  • Identification and design of initiatives to reduce fixed and variable costs.
  • Improvement of business processes. 
  • Negotiation with suppliers.
  • Optimization of assets and inventories.
  • Implementation of a planning system, management control and business monitoring.
  • Accompaniment in the implementation and obtaining of improvements.

As for public institutions, and following the policy guidelines for the modernization of the public administration, we advise and provide technical assistance to  public entities in relation to the improvement of their management systems, as well as on how to develop and update their management documents (e.g. the Table of Job Positions of the Entity (CPE, for its acronym in Spanish), the Procedures Manual (MAPRO, in Spanish), the Regulation on the Organization and Functions (ROF, for its acronym in Spanish), the  Organization and Functions Manual (MOF, for its acronym in Spanish), Single Text of Administrative Procedures (TUPA,  for its acronym in Spanish), and Manual of Job Profiles (MPP, for its acronym in Spanish).

In line with the above, we also develop and update job profiles, recommend optimal sizes and organizational structures; we analyze and propose actions to improve the processes involved in the provision of public goods and services, among other activities that focus on the improvement of the management of public services.

Operational models of public intervention, management dashboards or scorecards, review of key performance indicators (KPI), among other activities, are also performed as part of the results-based management approach we take.

Private sector experiences

Public sector experiences

Evaluation of the ProDescentralization III Program commissioned by USAID

At the request of the United States Agency for International Development (USAID), the final evaluation of the ProDescentralization Program III (2012-2017) was carried out. The objective of this program was to improve the decentralized management of the prioritized services (distribution of educational materials, CRED, APN, GIRS and environmental education) in the target regions (Amazonas, Loreto, San Martin, Ucayali and Madre de Dios). We analyze and learn from the design, approach, methodology, tools and activities of the program to continue advancing in the improvement of decentralized management. Special emphasis was placed on analyzing the design and implementation factors that contributed or limited the development of the program, understand the results found and decipher the pending policies regarding decentralization.

Study for the improvement of regulations and simplification of administrative procedures that hinder investment

As requested by the National Comptroller’s Office, this study identified and recommended improvement opportunities in the regulations and management of administrative procedures of five economic sectors that are crucial for competitiveness (i.e. mining, oil, energy, transportation, and telecommunications). We subsequently analyzed the legal framework and international experiences, as well as the institutional feasibility of the proposed recommendations.

Evaluation of the procurement process of the Qali Warma Program

Processes and sub-processes of the National School Lunch Program Qali Warma were identified at the regulatory level, i.e. based on the regulatory framework, manuals and other available instruments of the program, and at a field-work level, based on primary information collected among the most relevant stakeholders. Thus, we verified the program’s compliance with the current regulatory framework, and we identified opportunities for improvement. Similarly, we analyzed the strengths and obstacles encountered the process, risks and bottlenecks, and then proposed recommendations for the improvement of these processes. To complement these recommendations, we developed a table of indicators to facilitate program monitoring.

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