Examinando por Materia "Industry 4.0."

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    Estudio de viabilidad financiera para el cambio de tecnología compartida a tecnología independiente para la Fábrica de Licores y Alcoholes de Antioquia (FLA)
    (Universidad EAFIT, 2025) Yepes Posada, Juan José; Gómez Salazar, Elkin Arcesio; Empresas Públicas de Medellín E.S.P.
    This study analyzes the financial and technical feasibility for the Fábrica de Licores y Alcoholes de Antioquia (FLA) to transition from a shared technological infrastructure with the Government of Antioquia to an independent technological infrastructure. Through an exhaustive financial analysis and technical evaluation of both scenarios, it was identified that maintaining the shared infrastructure (Scenario 1) is financially more viable, with lower operational costs and greater short-term profitability. However, the independent infrastructure (Scenario 2) offers significant technical advantages that can improve efficiency, productivity, and organizational well-being, aligning the Fábrica de Licores y Alcoholes de Antioquia (FLA) with the demands of Industry 4.0. This study concludes that a strategic transition toward technological independence could enhance the competitiveness of the FLA as a state-owned industrial and commercial company.
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    Proceso estratégico para la unidad de negocio de proyectos de ingeniería en Controlmática SAS, con la metodología Estramipyme
    (Universidad EAFIT, 2025-11-17) Montoya Villa, Julián; Uribe de Correa, Beatriz Amparo; Johnson García, Santiago
    This work designs a strategic process for the engineering projects business unit at Controlmática SAS, a Colombian company specialized in industrial automation, through the application of the Estramipyme methodology. Founded in 2013, Controlmática faces structural challenges derived from a business model based on one-time projects, which generates operational dependence on founding partners, variable income, and limitations for scaling the organization. The objective is to define a strategic process that allows transitioning towards a professionalized structure, with the capacity to generate recurring revenues and strengthen its competitiveness in national and international markets. The methodological design was articulated in five stages: explore, understand, analyze, formulate, and deploy. Tools such as PESTEL, Porter's Five Forces, Value Chain, Business Model Canvas, VRIO analysis, Ishikawa diagram, and Galbraith's Star Model were applied. The analysis revealed that the central problem lies in a structurally fragile business model, based on variable income from unique projects, which prevents financial planning and hinders sustainable growth. The strategic formulation is defined as an objective to achieve recurring revenues and increase EBITDA, through the implementation of an Automation as a Service model, integrating predictive maintenance, remote monitoring, and operational consulting. The strategic deployment proposes transitioning from a simple structure to a professional bureaucracy, with formal executive roles, autonomous operational cells, and incentive systems aligned with strategic indicators. The results demonstrate that Controlmática has sustainable differentiating capabilities, but requires a simultaneous evolution of the business model, organizational culture, and value proposition to ensure its sustainability in a dynamic competitive environment.