Strategic planning in the sugar agribusiness: the case of Ledesma

Abstract

Introduction: The study analyzed strategic planning as an essential resource to guide the growth of organizations. It was emphasized that this process was not limited to a projection, but integrated long-term objectives with immediate decisions. In agro-industrial sectors, such as the Argentine sugar-alcohol industry, such planning acquired special relevance due to the nature of commodities, where cost leadership was essential to ensure sustainability.
Development: The context of the Ledesma company in Argentina was examined through tools such as PESTEL analysis, Porter's Five Forces model and the value chain. It was observed that the macroeconomic and political environment exerted strong pressures on competitiveness, while post-pandemic social changes generated new demands for more sustainable and digital consumption. It was also noted that technological innovation, with the incorporation of artificial intelligence, big data and precision agriculture, offered opportunities to optimize processes and respond to environmental demands. The analysis of the microenvironment showed a high level of rivalry among competitors and the growing threat of substitutes linked to healthy consumption trends. Internally, Ledesma consolidated competitive advantages thanks to its vertical integration, diversification and investment in innovation, human resources and social responsibility.
Conclusions: The paper concluded that strategic planning should be understood as a dynamic and adaptive process. In the sugar agribusiness, the key lay in articulating operational efficiency with innovation and sustainability, thus ensuring resilient and competitive companies in the face of changing environments.