Ejemplo de la Análisis interno CEMEX
Enviado por 25649 • 5 de Diciembre de 2017 • Documentos de Investigación • 3.891 Palabras (16 Páginas) • 478 Visitas
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PROJECT”S NAME
“FINAL PROJECT OF CEMEX”
Jesús Alberto Araujo Verduzco
Ingeniería en Gestión Empresarial
Ciudad Obregón, Sonora: November, 27 of 2017
INDICE
1- Executive summary (one page, you have to do it after and finish your project) 4
2- Company s profile 5
2.1- background 5
2.2- values 8
2.3- objectives 9
2.4- policies 9
2.5- competitive advantage 10
11
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12
3.2- SWOT analysis 12
3.3- PESTEL analysis 13
3.4- Corporate culture 14
3.5- Corporate social responsibility 14
4- Functional strategy formulation (the ones you created, for the three areas in the company that you selected) 15
4.1- HRM strategies 15
4.2- Marketing strategies 15
16
4.4- Finances strategies 16
4.5- Production strategies 16
4.6- Logistics strategies 17
5- Functional strategy implementation (what needs to be done to put the strategies in action: Budget, special requirements, employees, machinery, etc.) 17
5.1- HRM strategies 17
5.2- Marketing strategies 18
18
5.4- Finances strategies 18
5.5- Production strategies 19
5.6- Logistics strategies 20
6- Strategy evaluation (scorecards, feedback, progresses check, meetings; Is the where you select the correct ones; do you more budget?, Do you need you modify something?, Adapt?, Change if eliminate the Strategy?, etc.) 20
6.1- HRM strategies 20
6.2- Marketing strategies 21
21
6.4- Finances strategies 21
6.5- Production strategies 22
6.6- Logistics strategies 23
8- references (APA Formato) 24
9- Appendix 24
Executive summary (one page, you have to do it after and finish your project)
The objective of this work is to determine an internal methodological study of the CEMEX company, it is worth mentioning that the concrete company is the leader in its field in Mexico and in the world, its good economic structure, its machinery and personnel make it the preference of Consumers, that is why today is in constant development because they want to become the best concrete brand in the world.
For CEMEX to achieve the integral development of its country is a pride, that is why it has presence of its products in all the states of the Mexican Republic and presence in ASIA, EUROPE, AFRICA, SOUTH AMERICA AND NORTH AMERICA, the work team and franchise schemes have made CEMEX available in almost every place in the world.
Company s profile
2.1- background
1906 | CEMEX is founded in 1906 with the opening of the Cementos Hidalgo plant in northern Mexico. |
1920 | 1920 Cementos Portland Monterrey started operations with an annual production capacity of 20,000 tons. |
1948 | CEMEX’s annual production capacity reaches 124,000 tons, a nearly fourfold increase from 1906. |
1966 | CEMEX grew into a regional player by acquiring Cementos Maya in Merida and building a new plants in Ciudad Valles and Torreon between 1966 – 1967. |
1976 | In 1976 CEMEX made an initial public offering at the Mexican Stock Exchange. Later that year, CEMEX became Mexico’s market leader with the acquisition of Cementos Guardalajara. |
1985 | For the first time, CEMEX’s annual sales exceed 6.7 million tons of cement and clinker, and the annual sales of three cement plants–Monterrey, Guadalajara and Torréon–each surpass 1 million tons. |
1986 | Through co-investments with North American cement companies, CEMEX consolidates its export program. |
1987 | 1987 saw the acquisition of Cementos Anahua and started the implementation of a satellite system, CEMEXNet to connect the company’s facilities. With the acquisition of Cementos Tolteca, Mexico’s largest cement producer, CEMEX became one of the ten largest cement producers in the world. |
1992 | CEMEX acquired Spain’s two largest cement plants. |
1994 | CEMEX acquired Venezuela’s largest cement company, which was ideally positioned for exports. CEMEX then expanded into the USA operations by acquiring a cement plant in Texas and entered Panama with the acquisition of Cemento Bayano and ended 1995 having acquired Cementos Nacionales in Dominican Republic. |
1994 | CEMEX launches its alternative fuels strategy and begins converting its plants to enable them to use petroleum coke. |
1994 | CEMEX formally establishes its eco-efficiency program, the cornerstone of its sustainable development strategy. |
1996 | CEMEX became the third largest cement company in the world with the acquisition of Cementos Diamante and Samper in Colombia.. |
1998 | Between 1998 – 1999 CEMEX acquired 25% interest in Indonesia’s largest cement producer. It also purchased APO Cement in the Philippines and an additional 40% economic interest in Rizal Cement. |
1999 | CEMEX lists on the New York Stock Exchange under the ticker symbol “CX”. Also in 1999 CEMEX formed CEMEX Asia Holdings (CAH), created to develop new partnerships and cement related business in Southeast Asia. We consolidated our presence in Central America and the Caribbean by acquiring Costa Rica’s largest cement producer and by the end of the 1999 CEMEX had also acquired Assiut Cement Company of the cement producer leaders in Egypt. |
2000 | CEMEX formalised the construction of a new grinding mill in Bangladesh. We also became North America’s largest cement producer by acquiring the USA based Southdown.Inc. |
2000 | The company launches its CEMEX Way initiative to identify, incorporate and execute standardized best practices throughout the organization. |
2000 | Standard & Poor’s upgrades CEMEX’s credit rating to investment grade. |
2001 | CEMEX enter the Thai cement market by acquiring Saraburi Cement Company and in 2002 enhanced its position in the Caribbean by acquiring Puerto Rican Cement Company. |
2005 | CEMEX doubles its size with the acquisition of RMC, adding 20 mainly European markets. This integration strengthened CEMEX’s presence in Europe and positioned the company all the way through the industry value chain. |
2006 | More than 50,000 CEMEX employees celebrate the company’s 100th anniversary. |
2007 | CEMEX initiates the integration of Rinker. |
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