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Textiles de Leon

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Juan Carlos Trinidad Calderon Caso: TEXTILES DELEÓN
Hechos Problemas a) 1952 a) No se puede tener estabilidad en la estructura de costos y Don Andoni Ibarra Padre Iñaki pone en operación un pequeño taller de competitividad, debido a la incertidumbre del entorno económico y político especialidades textiles. del país. b) En década de los 60´s La empresa ESPECIALIDADES TEXTILES DE LEON alcanzo una dimensión importante. c) Con la llegada de Echeverría El ambiente favorecedor se fue descomponiendo. d) En sexenio de Jose Lopez Portillo, -Mediante un préstamo en dólares renovó maquinaria. - A finales, existe devaluación con un tipo de cambio de $150 pesos el dólar y la empresa está técnicamente en quiebra. e) 1988 -Abren fronteras practicante a cualquier producto de importación. -Los clientes encuentran productos similares pero con mejor acabado y menor precio. -Don Andoni ve esta situación como el irremediable Final. -Iñaki se incorpora en la dirección de la empresa con gran optimismo -Iñaki innova nuevas prendas de vestir y esto significó un éxito -El mercado se llenaba de productos de importación -Iñaki opto por importar diversas líneas -las importaciones crecieron de 10% a 60% de ventas. f) 1994 -Zedillo anuncia ajuste en tipo de cambio de $3.30 a $3.83 pesos por dólar -El PIB cayó 10 % -La tazas de interés cerca del 85% anual. -La inflación se disparó hasta el 50% -Las ventas cayeron el 50% -La insolvencia del negocio era eminente. -la estrategia fue dirigir esfuerzos al mercado del sur de EEUU consiguiendo buenos resultados.

g) 2000 -La economía continua estable. -El tipo de cambio se fijaría con esquema de acuerdo a la oferta y la demanda. -Es necesario producir con alta calidad y costos bajos. -Se adquirieron equipo de mayor tecnología y se organizaron los procesos producción bajo estándares internacionales. h) 2009 -Estabilidad macroeconómica de Mexico se pone a prueba. -Existe una menor demanda. -PIB con caída del 8% -No existe inestabilidad en el país -Iñaki tiene problemas para mantener a sus clientes. -La estructura de costo afectada por factores fuera de control - Iñaki y su equipo necesitan decidir que estrategia es la más conveniente

Alternativas de Solución a) Para mejorar la estructura de costos en producción, que incluyen los procesos de adquisición de materias primas, insumos, se pueden contratar instrumentos financieros derivados (Forwards) a largo plazo entre los proveedores principales para pactar un precio y prever posibles cambios de precios por variación en Tipos de Cambio y/o devaluaciones b) El seguir importando y comercializar solamente, pudiera ser otra solución, disminuye los gastos de manufactura y activos fijos y solo se dedica a distribuir y comercializar.

Análisis de alternativas Ventajas Desventajas (Riesgos o Requerimientos) Acciones para reducir los riesgos

a) El tema de innovación de productos es una a) Con el forwards, existe un riesgo si el tipo de Es necesario asegurar un proceso de manufactura ventaja que ha sabido aprovechar, ya que esto le cambio pactado llegara a ser mayor que el real, por esbelta, donde se garantice evitar al máximo ha permito difereciarce de sus competidores. que tendría perdida. operaciones que no generen valor en la cadena de suministro, para maximizar la eficiencia de la operación y materiales, esto ayudara disminuir costos de conversión y ser competitivo en el mercado. Sí yo fuera responsable de tomar la decisión final, ésta sería: Me enfocaría más e invertiría más a la innovación, para ganar mercado. Para logra competitividad y mejorar la estructura de costos en producción, realizaría contratos de instrumentos financieros derivados (Forwards) a largo plazo, con los proveedores principales para pactar un precio a futuro donde los posibles cambios de precios por variación en Tipos de Cambio y/o devaluaciones, sean afectación menores en mi proceso.

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