Proposta de Planejamento Estratégico com aplicação do Balanced Scorecard: estudo de caso em uma construtora

Abstract

The construction sector faces significant challenges in strategic management due to its high competitiveness, operational complexity, and fluctuating demand. In this context, this study proposes a Strategic Planning Model using the Balanced Scorecard (BSC) in a medium-sized construction company located in Manaus, Brazil. The primary objective is to structure and implement a strategic model based on BSC, assessing its effectiveness in optimizing organizational processes and improving the company's economic and financial performance. The methodology follows a case study approach with both qualitative and quantitative analyses, employing tools such as PESTEL, Value Chain, 5W1H, and the Value Curve for strategy formulation and evaluation. The strategic planning was structured according to the four Balanced Scorecard perspectives—financial, customer, internal processes, and learning & growth—with the definition of 11 key performance indicators (KPIs) for monitoring and control. The results indicate that implementing the BSC facilitated greater alignment across organizational areas, improved operational efficiency, optimized resource allocation, and enhanced competitiveness in the industry. Furthermore, the study underscores the importance of continuous performance monitoring and organizational learning as critical factors for the company's sustainability and growth. This research contributes to the field of strategic management by providing a structured approach to applying the Balanced Scorecard in the construction sector.