Desempenho econômico de um sistema de produção de biomassa da cana energia

O uso da biomassa como fonte de energia elétrica corresponde a uma alternativa de grande importância para o planejamento estratégico do crescimento econômico de diversos países. A vasta extensão territorial e o clima favorável ao desenvolvimento da agricultura no Brasil trazem como vantagem o poder de planejar sua matriz energética utilizando variadas fontes primárias renováveis. A cana-de-açúcar destaca-se pela rusticidade e grande produtividade. O bagaço como um subproduto resultante do processamento da cana é utilizado como fonte para a cogeração de energia e pode contribuir significativamente para a descentralização das fontes de energia nacional. Com o desenvolvimento da tecnologia de etanol de segunda geração, a busca pela maior produção de biomassa ganha relevância. Os programas de melhoramento identificaram que se caso com redução de 25 a 35% da sacarose na cana, a planta teria um potencial de aumento de mais de 100% da biomassa. Os híbridos derivados de programas de melhoramento da espécie Saccharum spp., direcionados exclusivamente para a produção de biomassa, foram denominados de cana energia. Tendo em vista o potencial de produtividade da cultura e consequentemente de geração de energia, torna-se necessário conhecer se esse potencial se traduz em resultado econômico. Com esse enfoque, o objetivo deste trabalho foi analisar a viabilidade econômica da produção de biomassa da cana energia. Para tanto foi desenvolvido um modelo em planilha eletrônica e o modelo foi empregado na simulação de cenários e alternativas. A planilha integra modelos de balanço hídrico, produtividade da cultura e distribuição de chuvas, e suas relações com aspectos econômicos e produtivos. O preço de venda da biomassa, a produtividade da cultura e a distância de transporte se mostraram como os itens que mais influem sobre os indicadores de viabilidade econômica. Diferentemente da eficiência gerencial, a eficiência de campo corresponde a um fator de grande importância a ser considerado para reduzir o custo de produção. A análise da área de colheita como uma variável crítica indicou que existem módulos ideais para a utilização de máquinas agrícolas, reduzindo o seu custo operacional devido ao uso melhor atribuído das máquinas na propriedade. A análise da textura do solo como variável crítica mostrou que o cultivo da planta em diferentes tipos de solos reflete em diferentes custos operacionais, produtividade potencial e no montante de investimento. O ano de reforma corresponde a um fator crítico para a viabilização da atividade. Para o cenário base, o indicador de atratividade financeira apresenta um Valor Presente Líquido de 6,4 milhões de reais e uma Taxa Interna de Retorno de 15,2%, com um horizonte de 20 anos de produção. As análises de sensibilidade mostram que as variáveis que mais impactam nos indicadores de viabilidade econômica financeira são o preço de venda da biomassa e a produtividade média da lavoura.

Los espacios turísticos de la Comunidad Valenciana: ¿planificación territorial del turismo o evolución espontánea? Los planes regionales y el caso de Peñíscola

La ordenación territorial es la práctica que resulta imprescindible para organizar el uso turístico del espacio. Sin embargo, el objetivo pendiente de algunas autonomías continúa siendo la interrelación entre planificación territorial y planificación turística, dando paso al urbanismo como técnica de ordenación territorial del turismo. Este estudio plantea determinar si la ordenación territorial del turismo en la Comunidad Valenciana a escala autonómica, local e interrelación entre ambas, se encuentra en una etapa integradora o espontanea, y de igual modo, plasmar la problemática de la conceptualización del turismo desde la perspectiva territorial. Mediante la integración de los catorce indicadores propositivos, que Exceltur extrajo de Planes de Ordenación Territorial de distintas autonomías insulares y del litoral mediterráneo, se comprobaron las buenas prácticas en planificación territorial del turismo de la Estrategia Territorial, el Plan de Espacios Turísticos de la Comunidad Valenciana, así como del Plan General de Ordenación Urbana de Peñíscola. Asimismo un hecho que afecta a la elaboración, redacción y consecución de los planes territoriales y/o turísticos valencianos, es la conceptualización sesgada del término turismo, tal y como muestran los resultados de diversas entrevistas en profundidad realizadas a actores especializados en planificación. Los hallazgos de este estudio sugieren que la planificación territorial del turismo en la Comunidad Valenciana continúa su etapa espontánea, mientras que los municipios mantienen su independencia a la hora de gestionar la ordenación y la gestión territorial del turismo.

Expeditionary logistics : --a strategic plan for Navy and Marine Corps 21st century logistics.

Mode of access: Internet.

CBDCOM, strategic plan, FY 1997-2003.

Mode of access: Internet.

2007 Illinois suicide prevention strategic plan.

In 2007, an alliance was formed between the Illinois Suicide Prevention Strategic Planning Committee and the Illinois Suicide Prevention Coalition, unifying the strengths of the groups to continue to advance the plan. The joint mission of this alliance is "to reduce suicide and its stigma throughout Illinois by collaboratively working with concerned stakeholders from the public and private sectors to increase awareness and education, provide opportunities to develop individual and organizational capacity in addressing suicide prevention, and advocate for access to treatment."

Proposal writing : the basic steps in planning and writing a successful grant application /

"Published in September 1998 and revised in Aug. 2006 by the Illinois Department of Commerce and Economic Opportunity."

Proposal writing : the basic steps in planning and writing a successful grant application.

"Published in September 1998, and reprinted in Aug. 2006 and revised in 2008 by the Illinois Department of Commerce and Economic Opportunity's Entrepreneurship Network Business Information Center."

Strategic plan update.

"IEPA/ENV/02-018."

Production and logistics strategic plan.

At head of title: Assistant Secretary of Defense.

Managing knowledge in tourism planning: How to assess your capability

This paper explores the theme of strategic planning in a State Tourism Organization (STO) from a knowledge management perspective. It highlights the value of knowledge in strategy making and the importance of an organisation's knowledge management agenda in facilitating a strategic planning process. In particular, it considers the capability of an STO to implement knowledge management as the key to a successful strategic planning exercise. In order to develop greater insight into the factors that impact on planning competence, the key aim of this paper is to develop a framework on which the capability of a STO to implement a knowledge-based agenda in strategic planning can be assessed. Research on knowledge management in the field of tourism is limited and there is little practical account of the application of knowledge management principles in tourism planning. Further, there is no apparent tool or instrument that allows for the assessment of an STO's capability to implement knowledge management in planning initiatives. Based on a literature review, a three-point framework of assessment is developed. The three elements of the framework are identified as: 1. Integration of knowledge management objectives with strategic imperatives; 2. A planning approach that balances top-down (outcome focused) with bottom-up (process focused) planning processes; and 3. Organisational capacity, including leadership, people and culture, process, technology, content and continuous improvement. The framework is tested through application to a practical case study - a planning initiative undertaken by a leading tourism STO in Australia. The results demonstrate that the framework is a useful means to evaluate organisational capability in knowledge-led strategic planning exercises and would be of practical value as a point of reference for future knowledge- based strategic planning projects. Copyright © by The Haworth Press, Inc. All rights reserved.

A composite framework for the strategic alignment of information systems development

Information systems are corporate resources, therefore information systems development must be aligned with corporate strategy. This thesis proposes that effective strategic alignment of information systems requires information systems development, information systems planning and strategic management to be united. Literature in these areas is examined, breaching the academic boundaries which separate these areas, to contribute a synthesised approach to the strategic alignment of information systems development. Previous work in information systems planning has extended information systems development techniques, such as data modelling, into strategic planning activities, neglecting techniques of strategic management. Examination of strategic management in this thesis, identifies parallel trends in strategic management and information systems development; the premises of the learning school of strategic management are similar to those of soft systems approaches to information systems development. It is therefore proposed that strategic management can be supported by a soft systems approach. Strategic management tools and techniques frame individual views of a strategic situation; soft systems approaches can integrate these diverse views to explore the internal and external environments of an organisation. The information derived from strategic analysis justifies the need for an information system and provides a starting point for information systems development. This is demonstrated by a composite framework which enables each information system to be justified according to its direct contribution to corporate strategy. The proposed framework was developed through action research conducted in a number of organisations of varying types. This suggests that the framework can be widely used to support the strategic alignment of information systems development, thereby contributing to organisational success.

An examination of the appropriateness of the contemporary strategic management models for the Greek small manufacturing enterprises

The starting point of the project was the observation that strategic management is absent in small businesses. The first objective of the project was to examine the reasons causing this situation in Greece, the second one, to examine the appropriateness of the contemporary models of strategic planning for the Greek S.M.E.s, and the third to examine the appropriateness of the alternative approaches to strategic management for the Greek S.M.E.s. The term appropriateness includes (a) the ability of managers to use the models and (b) the ability of the models to assist the managers. The results of the research indicate that none of the two above conditions exists, hence, it is suggested that the contemporary models of strategic management are inappropriate for the Greek S.M.E.s. Many previous research projects on the topic suggest that since the strategic decision making process in S.M.E.s is informal, the whole process is absent or ineffective. Current trends in S.M.E.s' strategic management do not consider the informality of the strategic decision making process as a kind of managerial illness, but as a managerial characteristic. The use of sophisticated data collection and analytical methods does not indicate successful strategic decisions, but it indicates the method large firms use to manage their strategy. According to the literature review, the S.M.E.s' managers avoid the use of the contemporary models of strategic management, because they do not have the knowledge, the resources or the time. Another thesis, expressed by some firms' specialists, suggests that small firms are different from large ones, hence their practice of strategic management should not follow the large firm's prototypes.

The need for and improvement of budgetary planning in a multinational corporation

The aim of this research is to improve the planning methodology of Dunlop via an analysis of their annual planning system. This was approached via an investigation of how the plans were developed; extensive interviews, which analysed divisional attitudes and approaches to planning; an analysis of forecast accuracy; and participation in the planning system itself. These investigations revealed certain deficiencies in the operating of the system. In particular, little evidence of formal planning could be found, and some divisions were reacting ex post to the market, rather than planning ex ante. The resulting plans tended to lack resilience and were generally unrealistic, partly because of imposed targets. Similarly, because the links between the elements of the system were often inefficient, previously agreed strategies were not always implemented. The analysis of forecast accuracy in the plans revealed divisions to be poor at most aspects of forecasting. Simple naive models often outperformed divisional forecasts, and much of the error was attributed to systematic, and therefore eliminable factors. These analyses suggested the need for a new system which is proposed in the form of Budgetary Planning. This system involves conceptual changes within the current planning framework. Such changes aim to revise tactical planning in order to meet the needs placed on it by. in particular, strategic planning. Budgetary Planning is an innovation in terms of the current planning literature. It is a total system of annual planning aimed at implementing and controlling the iteratively agreed strategies within the current environment. This is achieved by the generation of tactical alternatives, variable funding and concentration of forecast credibility, all of which aid both the realism and the resilience of planning.

Strategic decision making in small businesses:implications for strategic flexibility and strategic adaptation

Strategic decision making (SDM) in a small business is an informal, highly personalised cognitive process which is emergent in nature. SDM determines the extent to which decision makers generate innovative decision-making options, and is therefore critical in order for small businesses to achieve strategic flexibility to enable strategic adaptation to turbulent environments. By examining SDM in small businesses, this research has the potential to address a major criticism of the extant literature in that it has been pre-occupied with measuring the formality of strategic planning and has neglected the informal, highly personalised and cognitive nature of strategic decision making in a small businesses.