1. M-V-V
1.1. Mission: GA is a key area which manages the enteprise´s tangible and intangible assets, supporting employees to carry out their tasks normally, and providing safe working environments with the main objective of maximizing company profit through cost control.
1.2. Vision: In 2015 G.A. will be recognized as a key area for SAMCOL, with satisfied intenal clients, delivering value to shareholders, executing flawless pocesses by a high performance team
1.2.1. Porter Analysis
1.2.1.1. Competitive Rivalry (-) +No competitors (l) +High quality differences (l) +High switching costs (l) +High customer lowalty (l) +High leaving "market" costs (l)
1.2.1.1.1. Threat of Substitution (-) +Low substitute performance (l) +High cost of change (l)
1.2.1.1.2. Supplier Power (-) +Large # of suppliers (l) +Different suppliers´sizes (l) +Supp. can be substituded (l) +Supp. low changing costs (l) +Services aren´t unique (l)
1.2.1.1.3. Threat of New Entry (other areas sharing G.A. processes) (-) +Short time / low cost entry (h) +Special knowledge needed (l) +Economies of scale are lost (l) +Lack of cost management (l) +Current pocesses don´t require special technology (h) +Organizational stucture and SOPs avoid new entrants (l)
1.2.1.1.4. Buyer Power (internal clients) (+) +Large number of buyers (h) +Large order size (h) +Price sensible (h) +Small substitute abillity (h) +High changing cost (h)
1.2.2. SWOT Analysis
1.2.2.1. STRENGTHS
1.2.2.1.1. Team work
1.2.2.1.2. Sense of urgency
1.2.2.1.3. Speed
1.2.2.1.4. Commitment
1.2.2.1.5. Know how
1.2.2.2. WEAKNESSES
1.2.2.2.1. Lack of processes normalization
1.2.2.2.2. Limited human resourses
1.2.2.2.3. Lack of roles and responsabilities asignation
1.2.2.2.4. Lack of requirements priorityzation
1.2.2.3. OPPORTUNITIES
1.2.2.3.1. Current management systems
1.2.2.3.2. New G.A. possition into organ. structure
1.2.2.3.3. Life balance: relationships, knowledge / skills, health, recreation, social contribution, spirituality, personal finances.
1.2.2.3.4. Hardware available
1.2.2.4. THREATS
1.2.2.4.1. Organ. cultural barriers "everything is urgent"
1.2.2.4.2. New processes asigned to area due to company growth
1.2.3. PESTL Analysis
1.2.3.1. Political
1.2.3.1.1. Foreign investment, stable government, internal armed conflict
1.2.3.2. Economical
1.2.3.2.1. Growing economy, low interest rate
1.2.3.3. Social
1.2.3.3.1. Low % of skilled labor
1.2.3.4. Technological
1.2.3.4.1. New technologies fast implementation and at a growing pace
1.2.3.5. Enviromental
1.2.3.5.1. Abundant natural resources, lack of government care
1.2.3.6. Legal
1.2.3.6.1. Strong regulation: patents, protection to companiesand workers
1.2.4. SAMSUNG Competencies
1.2.4.1. Challenge
1.2.4.2. Empowerment
1.2.4.3. Speed
1.2.4.4. Simplicity
1.2.4.5. Leadership
1.2.4.6. Innovation
1.2.4.7. Client knowlodge
1.2.4.8. Team work
1.2.4.9. Crisis management
1.2.4.10. Strategic focus
1.3. Values: Passion, Sense of urgency, speed, Owership, Professionalism
2. BSC
2.1. Strategic MAP
2.1.1. Strategy relationship and execution order
2.2. DB
2.2.1. Learning / growth
2.2.1.1. High Performance Team
2.2.1.1.1. GPM development
2.2.1.1.2. Samsung values aplication
2.2.1.1.3. Life / Work balance
2.2.2. Processes
2.2.2.1. Flawless Processes Execution
2.2.2.1.1. Deliver value to shareholders
2.2.3. Finantial
2.2.3.1. Cost Control
2.2.4. Customer
2.2.4.1. Key Area Awareness
3. MBO
3.1. Performance Communication
3.1.1. Monthly Report Execution
3.2. Cost Innovation
3.2.1. G/A Expenses
3.2.2. Business trip Expenses
3.3. Standardization
3.3.1. Key Processes
3.4. Offices lay out change
3.4.1. New office in Cali
3.4.2. DA, AV, HHP
3.4.3. New office in Barraquilla
4. Processes
4.1. Resources Management
4.1.1. G/A Strategic Plannning Pablo Campo
4.1.2. Processes Improvement Plan Pablo Campo
4.2. Service
4.2.1. Physical Security Mauricio Aguirre
4.2.1.1. Dispatchers Security (bodyguards)
4.2.1.2. Offices Security (guards, video)
4.2.2. Administrative purchasing Diego Silva
4.2.2.1. Office supplies
4.2.2.2. Cleanlines supplies
4.2.2.3. Transportation: taxis
4.2.2.4. Offices leasing
4.2.2.5. Cell phone purchase
4.2.2.6. Voice / data plan for cell phone
4.2.2.7. Biz cards
4.2.2.8. Gas vouchers for dispatchers
4.2.2.9. Travel agency administration
4.2.2.10. Company car insurance
4.2.3. General maintenance Juan Sanhez
4.2.3.1. Offices
4.2.3.1.1. Desks
4.2.3.1.2. Chairs
4.2.3.1.3. Lights
4.2.3.1.4. Smoke detectors
4.2.3.1.5. Sprinklers
4.2.3.1.6. Carpet cleanning
4.2.3.1.7. Painting
4.2.3.1.8. Ceiling
4.2.3.1.9. Regular offices cleanning
4.2.3.2. Company cars
4.2.4. Administrative support Ana Mery Torres
4.2.4.1. Messengers service
4.2.4.2. Mail reception
4.2.4.3. Meeting rooms administration
4.2.4.4. Installation support for dispatchers
4.2.4.5. Offices layout changes projects
4.3. Messurement-Analysis-Improvement
4.3.1. Administrative expenses control and improvement Diego Silva
4.3.1.1. Taxis
4.3.1.2. Offices supplies
4.3.1.3. Cleanlines supplies
4.3.1.4. Fixed telephony
4.3.1.5. Mobil telephony
4.3.1.6. Travel & hotel
4.3.1.7. Dispatchers gas vouchers
4.3.2. MBO Pablo Campo
4.3.3. Processes KPIs Pablo Campo
4.4. Direction Responsability
4.4.1. Action plans execution to achieve and improve MBO / KPIs Pablo Campo
5. Organization chart
5.1. President Mr. Lee
5.1.1. CFO Mr. Kim
5.1.1.1. G/A Manager Pablo Campo
5.1.1.1.1. Administrative Support Ana Mery Torres
5.1.1.1.2. Administrative Purchasing Diego Silva
5.1.1.1.3. Physical Security Colonel Mauricio Aguirre