1.1 The Vision defined by senior management is clear. [AC] (8.0) |
.046 |
-.050 |
.052 |
.007 |
-.056 |
.083 |
.829 |
-.008 |
.132 |
.090 |
.018 |
-.073 |
.036 |
.063 |
1.2 The Mission defined by senior management considers the values of the organization, the focus on the customer, mutual respect and trust, ethical behavior, participation of people, and expectations of high performance. [AC] (8.0) |
.034 |
-.010 |
.017 |
.161 |
.019 |
-.018 |
.840 |
-.064 |
.159 |
-.076 |
.093 |
.018 |
.014 |
.063 |
1.3 The leadership style is focused on results. [AC] (6.0) |
-.046 |
.071 |
.278 |
.520 |
.009 |
.141 |
.322 |
-.020 |
-.060 |
.106 |
-.071 |
.121 |
-.044 |
.180 |
2.1 The company conducts customer satisfaction surveys (post sale). [CM] (1.5) |
.698 |
.065 |
-.069 |
.103 |
-.090 |
.254 |
-.060 |
-.128 |
.034 |
.108 |
-.292 |
-.149 |
.314 |
.062 |
2.2 Measures are taken regarding customer satisfaction and complaint surveys. [CM] (1.5) |
.732 |
.120 |
-.062 |
.095 |
-.108 |
.231 |
-.088 |
-.139 |
.061 |
.100 |
-.228 |
-.141 |
.296 |
.121 |
2.3 The company seeks partnerships with its competitors. [AC] (1.5) |
009 |
.006 |
.150 |
.036 |
-.110 |
.189 |
-.139 |
.146 |
.226 |
-.324 |
-.045 |
-.448 |
-.123 |
.316 |
2.4 The company takes action in accordance with the competitor analysis. [AC] (1.5) |
.014 |
.010 |
.754 |
.013 |
.029 |
-.098 |
.022 |
.038 |
.255 |
.093 |
.074 |
.085 |
.127 |
.105 |
2.5 The company analyzes the competitive environment in search of new opportunities. [AC] (1.5) |
-.007 |
-.033 |
.814 |
.239 |
-.019 |
.056 |
.038 |
-.002 |
-.023 |
.130 |
-.012 |
-.050 |
.027 |
.015 |
2.6 Actions are taken in relation to the analysis of the competitive environment. [AC] (1.5) |
.007 |
-.019 |
.820 |
.167 |
.092 |
-.079 |
.036 |
.055 |
-.053 |
-.023 |
-.037 |
.046 |
-.077 |
-.041 |
2.7 The company seeks partnerships with Supplier Markets. [SM] (1.5) |
.112 |
.917 |
-.005 |
-.038 |
-.079 |
.035 |
.000 |
-.014 |
-.001 |
.055 |
-.007 |
-.040 |
.056 |
.007 |
2.8 Measures are taken regarding the search for partnerships with the Supplier Markets. [SM] (1.5) |
.157 |
.891 |
-.012 |
.013 |
.003 |
.103 |
-.001 |
.027 |
.064 |
.049 |
-.016 |
-.080 |
.041 |
.015 |
3.1 The company knows the expectations and the current and future needs of the Consumer Markets (presale). [CM] (1.5) |
.801 |
.070 |
.028 |
-.013 |
.105 |
.042 |
.058 |
.160 |
-.014 |
.005 |
.070 |
-.057 |
-.019 |
-.095 |
3.2 The company evaluates and improves its product in accordance with the information from Consumer Markets. [CM] (4.0) |
.878 |
.137 |
.035 |
.023 |
.005 |
.086 |
.015 |
.013 |
-.019 |
.006 |
.028 |
.073 |
.036 |
.036 |
3.3 The company has a product line differentiated by quality. [CM] (4.0) |
.810 |
.068 |
.033 |
.001 |
-.057 |
.015 |
-.014 |
-.082 |
.099 |
.053 |
-.002 |
.195 |
-.028 |
.057 |
4.1 Are people from the workforce, suppliers, and other stakeholders aware of and involved in issues related to social and environmental responsibility? [AC] (3.0) |
.000 |
.074 |
.016 |
.169 |
-.064 |
.013 |
.142 |
-.045 |
.745 |
.086 |
-.102 |
.041 |
.092 |
-.043 |
4.2 The company has an established code of conduct. [AC] (3.0) |
.036 |
-.031 |
.058 |
-.007 |
-.006 |
.079 |
.172 |
.001 |
.743 |
.009 |
.075 |
-.077 |
-.137 |
.135 |
4.3 Does the company communicate to society the impacts and corresponding information associated with products, processes, and facilities? [A] (3.0) |
.117 |
.147 |
-.003 |
.008 |
-.030 |
.911 |
.082 |
-.034 |
.079 |
.002 |
.002 |
.064 |
-.043 |
.062 |
4.4 Has the community's degree of satisfaction with the company been identified and evaluated? [A] (3.0) |
.219 |
.150 |
-.119 |
-.009 |
-.019 |
.894 |
.013 |
.018 |
.032 |
.040 |
.038 |
-.022 |
.011 |
-.010 |
5.1 Information about competitors is used by the company. [AC] (2.0) |
.097 |
-.003 |
.365 |
-.048 |
.106 |
.059 |
-.021 |
.014 |
.420 |
.194 |
.392 |
-.066 |
-.017 |
-.176 |
5.2 Information about product quality is used by the company. [AC] (2.0) |
.108 |
.038 |
.036 |
.051 |
.053 |
.014 |
-.024 |
-.007 |
.085 |
.785 |
-.001 |
.058 |
.076 |
.258 |
5.3 Information about customers is used by the company. [CM] (3.0) |
.861 |
.058 |
-.037 |
-.043 |
.057 |
-.002 |
.083 |
.037 |
-.013 |
.004 |
.090 |
-.016 |
-.140 |
.005 |
5.4 Information about operational performance is used by the company. [AC] (2.0) |
-.005 |
-.035 |
.188 |
.190 |
-.010 |
.064 |
.074 |
.178 |
.055 |
.731 |
.090 |
-.022 |
-.074 |
-.065 |
5.5 Information about financial performance is used by the company. [AC] (3.0) |
.063 |
.009 |
.114 |
.402 |
.132 |
-.036 |
-.093 |
.062 |
.341 |
.386 |
-.043 |
.126 |
-.226 |
-.177 |
6.1 People are satisfied with what they do. [AC] (4.5) |
.079 |
-.013 |
.069 |
.729 |
.126 |
.020 |
.053 |
.097 |
.044 |
.122 |
.080 |
-.008 |
-.068 |
-.026 |
6.2 The Business area has autonomy to act. [AC] (4.5) |
-.022 |
-.044 |
.140 |
.601 |
-.030 |
-.004 |
.126 |
.082 |
-.049 |
.131 |
.292 |
-.119 |
.085 |
-.265 |
6.3 The Production area has autonomy to act. [AC] (4.5) |
.012 |
-.022 |
-.025 |
.179 |
-.103 |
.040 |
.113 |
-.045 |
-.046 |
.051 |
.797 |
-.062 |
.056 |
.056 |
6.4 Communication between the Business and Production areas is clear, objective, and without interference. [AC] (4.5) |
.-.036 |
.014 |
.018 |
.364 |
.042 |
-.009 |
-.133 |
-.097 |
.251 |
-.070 |
.445 |
.235 |
.215 |
.460 |
7.1 Best average price paid when purchasing raw material (Supplier Market). [G] (4.5) |
.006 |
-.037 |
.065 |
-.017 |
.243 |
-.050 |
.051 |
.153 |
-.065 |
-.024 |
.101 |
.058 |
.797 |
-.106 |
7.2 Best average price received when selling raw material in the product (Consumer Market). [G] (4.5) |
-.008 |
-.041 |
.028 |
.047 |
.894 |
-.014 |
-.033 |
-.031 |
.058 |
.066 |
-.027 |
-.040 |
-.043 |
-.024 |
7.3 Value added to the product (Final sale price of product / cost of the raw material acquired). [G] (4.5) |
.046 |
-.050 |
.031 |
.055 |
.852 |
.008 |
.013 |
.078 |
-.019 |
.058 |
-.005 |
.049 |
.301 |
-.060 |
7.4 Lead time for delivery (time elapsed from the moment the buyer confirms the purchase until receiving it). [CM] (4.5) |
.235 |
-.110 |
.114 |
.070 |
.008 |
.101 |
-.100 |
.128 |
.010 |
.018 |
-.073 |
.776 |
.028 |
.023 |
7.5 The criteria used to select and train suppliers are clear and well defined. [AC] (4.0) |
.045 |
.095 |
.047 |
.041 |
.018 |
.059 |
.304 |
.027 |
-.016 |
.241 |
.031 |
-.104 |
-.158 |
.681 |
8.1 The company satisfied all the expectations and needs of the Consumer Market. [CM] (20.0) |
.700 |
-.001 |
-.006 |
.026 |
-.004 |
-.012 |
.035 |
.084 |
.021 |
-.071 |
.029 |
.388 |
-.100 |
-.086 |
8.2 Profitability. [G] (22.0) |
-.022 |
.071 |
.077 |
.063 |
.545 |
-.057 |
-.021 |
.349 |
-.117 |
-.074 |
-.060 |
.059 |
.020 |
.143 |
8.3 Physical share (physical sales). [G] (8.0) |
.036 |
.014 |
.045 |
.036 |
-.057 |
-.018 |
-.039 |
.878 |
-.020 |
.044 |
.009 |
.102 |
.152 |
-.016 |
8.4 Financial share (financial sales). [G] (8.0) |
.025 |
-.002 |
.021 |
.099 |
.292 |
.016 |
-.032 |
.792 |
.009 |
.123 |
-.052 |
-.030 |
-.034 |
.005 |
8.5 The Company has an excellent organizational climate. [AC] (6.0) |
.041 |
-.022 |
.134 |
.748 |
.008 |
-.055 |
-.020 |
.004 |
.151 |
-.026 |
.029 |
.061 |
.060 |
.208 |
8.6 Ranking of the Companies that negotiated best with the Supplier Market. [SM] (10.0) |
.122 |
.812 |
-.045 |
-.018 |
.029 |
.149 |
-.049 |
.005 |
-.008 |
-.113 |
-.028 |
.011 |
-.128 |
.059 |
8.7 Considering all of the items evaluated, what score would you give the Company? [A] (16.0) |
.535 |
.421 |
.161 |
.115 |
.052 |
.377 |
-.004 |
.049 |
-.067 |
.105 |
.135 |
.049 |
-.032 |
.029 |