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Sadia sound: Case study

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  1. Introduction
  2. Sadia sounds
  3. American Depositary Receipts
  4. Attilio Fontana
  5. The implementation of the management system
  6. Conclusion

Sadia was founded by Attilio Fontana in 1944 in western Santa Catarina. Over the years, its excellence in agro-industrial sector and in the production of food derived from swine, beef, chicken and turkey, as well as pasta and margarine. In recent years, Sadia specialized, increasingly, production and distribution of frozen processed foods, and cooled with higher added value.

National leader in all activities in which it operates, Sadia is also one of the largest food companies in Latin America and one of the largest exporters in the country. In the Brazilian market has a portfolio of about 680 items, which are distributed to approximately 300 000 points-of-sale. For the export market, exports about 250 products to 92 countries.

[...] The company has an industrial park with 11 industrial units, two agricultural units and distribution centers spread across 14 Brazilian states. Abroad, has commercial offices in Uruguay, England, Argentina, Chile, Germany, Russia, Turkey, UAE, Japan and Venezuela. Sadia is among the largest employers in Brazil, according to the Best and Biggest ranking, by Exame magazine. It currently has about 40,000 employees. Also maintains, through its Agricultural Development System, a partnership with about 10,000 farms integrated poultry and pork. Since the beginning of its activities, Sadia is recognized as a socially responsible company. [...]

[...] Numerous awards and initiatives distinguished the company over the years The Brazil celebrates its 500 years. Stable economy, low inflation rates, consolidated democratic institutions. Globalization is a fact and new trends take shape: mergers, joint ventures, partnerships, strategic alliances, e-commerce, logistics integrated, corporate governance, social responsibility. Sadia enters 2000 with its profile of high consolidated value-added food company, achieving greater competitiveness in the domestic market and acting more aggressively in the external. Between 1998 and 2001, the company launched 257 new items, joining unpublished food segments. [...]

[...] Globalization is the name of the game. Sadia, facing the challenges of the decade and the demands of domestic and international markets, chooses the strategy to create and offer the consumer conveniênica of products with higher added value. Deploy new management methods, Total Quality programs and new production processes, and perform a significant international expansion. It is the decade that stands out for major changes in the company's direction. The implementation of the management system and operation for total quality, with the TQS - Total Quality Sadia, began in 1991. [...]

[...] As always, Sadia continued to innovate in their products, always based on respect and the pursuit of customer satisfaction. In another pioneering move in the food industry, the company will adopt from 2000 inscriptions in Braille in their cartons, in order to make life easier and the independence of the visually impaired, reaching 100% of the cartons in Another milestone in 2000 was the inauguration of the Memorial Attilio Fontana, in the city of Concord. The cultural space was a tribute to the company's 100 years of birth of the founder of the company. [...]

[...] Sadia comes at the end of the decade, with an extraordinary expansion of its business, diversity of operations, industrial plants in the South, Southeast and Midwest regions of Brazil and its consolidated export vocation On the one hand the 80 were considered "lost decade" in the economic field, with high rates of inflation and the ineffectiveness of three economic plans that tried to stabilize the national currency, on the other hand, were years marked by significant achievements in the political sphere : closing the first stage of democratic transition, popular demonstrations demanding direct elections for president and the promulgation of the new Constitution Although affected by the unfavorable economic environment, Sadia grows in recessionary environment, combining strategies for better business efficiency, expanding its production capacity, optimizing previous investments in industrialization and increasing exports. In 1980, then a is created Sadia Trading passing to take responsibility for centralization of business operations abroad. That same year, the company's exports exceeding $ 100 million. New markets are conquered and Sadia started to export to the Far East, Japan and Hong Kong. [...]

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