Proposta de modelo para gestão de portifólio de produtos em empresa metalúrgica da Serra Gaúcha

Abstract

Product portfolio management consists of the set of techniques adopted by the company to compose the products that will be sold in order to achieve its strategic objectives. This approach has been growing in organizations to enable changes, schedule the launch of new products and improve control of administrative and production processes. The variety of products that make up a portfolio leads companies to seek tools as practical support for measuring performance, prioritizing sales of certain products, and allocating resources to the development of new projects. Defining a set of products that represent the best alternatives to compose a company's commercial offering and ensuring its sustainability is a complex task, as it encompasses several selection criteria that often diverge depending on the area of interest that is analyzing them. Therefore, the present work aims to apply a model to support the evaluation of the product performance on portfolio in a metallurgical company through a method that evaluates several parameters based on multiple criteria and that integrates in a single performance indicator. The applied method was oriented by bibliographic revision to identify the parameters usually applied to evaluating the product portfolio performance and the mathematic models to analyze and select things using multicriteria. The model purposed on this work used a hybrid approach, using the AHP method to define the criteria and their weights for the decision and the PROMETHEE II method to multicriteria evaluating and classifying the products. The implementation was supported by Virtual PROMETHEE software to emulate the results and classify the products according to performance. The product family used for the study was mechanical locks for wooden doors. The results allowed the portfolios to be separated into three categories: (T1) products candidate for market promotion, (T2) products candidate for improvement actions and (T3) products candidate to be excluded from the portfolio. Six criteria were used to evaluate: average monthly revenue (C1), average factory margin (C2), impact on productive mix (C3), productive occupancy (C4), returns x quantity sold ratio (C5) and technical impact (C6). From the classified products, this work focused on the analysis of the group within the category (T3), which was composed of 41 items. These were analyzed by the group of managers, and it was observed that they were products with some production complexity or even some marketing deficiencies, whether due to visual design, functionality, or outdated construction model. Ultimately, the model provided the group of decision-makers with a clearer view of the product family's performance, enabling them to define actions that direct the products in line with the company's strategic objectives. [resumo fornecido pelo autor]