STRATEGIC OPERATIONAL OPTIMIZATION: A CASE STUDY OF A REGIONAL COFFEE MICRO-ENTERPRISE IN MANAUS/AM
DOI:
https://doi.org/10.66104/amjsqx51Keywords:
Strategic management Organizational diagnosis Micro-enterprise Balanced Scorecard Amazonian cost.Abstract
This study investigates how the application of structured strategic management tools can support decision-making in micro-enterprises in the regional coffee sector in the Amazon. The research is applied, employing a mixed (quantitative-qualitative) approach and a descriptive-exploratory design, using a single-case study at the micro-enterprise "Pão com Tucumã Café Amazônico", located in Manaus, Amazonas, Brazil. Primary data were collected through semi-structured interviews with the owner-manager, direct observation of operational processes, and document analysis. Organizational diagnosis was conducted through functional-area assessment (Administration, Operations, Human Resources, Marketing, and Finance) rated on a 1-5 Likert scale. Critical problems were prioritized using the GUT Matrix and translated into measurable strategic objectives via the Balanced Scorecard (BSC). Three PDCA cycles were designed targeting service time reduction, production standardization, and financial indicator implementation. The Balanced Scorecard and PDCA cycles are presented as intervention proposals and were not implemented or measured within the scope of the study. Findings indicate that the transition from intuition-based to structured management is feasible in micro-enterprises and has the potential to contribute to operational professionalization, financial sustainability, and competitiveness within the context of Amazonian cost constraints. The study provides a replicable framework for other small food-service businesses in the region.
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