CIMED BUSINESS DIAGNOSIS: AN ANALYSIS OF ORGANIZATIONAL STRUCTURE AND STRATEGY

• DOI: https://doi.org/10.22533/at.ed.2165112519082

• Palavras-chave: Business diagnosis; organizational structure; organizational strategy; CIMED.

• Keywords: Business diagnosis; organizational structure; organizational strategy; CIMED.

• Abstract:

  Cimed, founded in 1977, is currently the third largest pharmaceutical company in Brazil and one of the few 100% Brazilian companies in the sector, operating with the purpose of promoting health and well-being for all Brazilians. Its strategic plan is focused on expanding production, diversifying its portfolio to consumer segments such as hygiene, beauty, and supplements, and geographic growth with the goal of reaching R$ 10 billion by 2030. The organization adopts a vertical and predominantly centralized departmentalization model. However, there are plans to decentralize part of this production through the implementation of a new factory in the Northeast, seeking greater proximity to strategic markets and logistical gains. Its governance combines characteristics of a family business and professional management, with a clear separation between ownership, family, and administration, the adoption of meritocratic criteria, and the participation of independent advisors. The macroenvironmental analysis of the company, in light of the PESTEL model, indicates a rigorous political and regulatory environment, typical of the pharmaceutical sector, requiring compliance with ANVISA standards and investments in management systems. In the economic sphere, Cimed has been attracting significant investments, including foreign capital, and recording accelerated growth. In terms of technology, the use of data governance solutions and investments in artificial intelligence stand out. The sociocultural dimension is strengthened by advertising campaigns and sports sponsorships, while in the environmental sphere, the company adopts sustainability and reverse logistics practices. Although the company does not disclose its official organizational chart, a functional structure can be inferred, with research and development, production, logistics, distribution, and administrative areas integrated by digital systems. The process flowchart is strongly oriented toward vertical integration, from product development to delivery to the point of sale. Tools such as 5W2H are applied in the planning of strategic initiatives, clearly defining what will be done, why, where, when, by whom, how, and at what cost, especially in new projects and products, as well as benchmarking techniques. This combination of growth strategy and technological modernization makes Cimed a relevant case study for academic research on organization, planning, and competitiveness in the Brazilian pharmaceutical sector.