BENCHMARKING NAS EMPRESAS: COMO APLICAR COM EFICIÊNCIA E ALCANÇAR RESULTADOS

Abstract

This study analyzes benchmarking as a strategic tool in organizations, highlighting its role in identifying and implementing best practices to improve processes, products, and services, promoting competitiveness and organizational innovation. It is based on the concepts of strategic management and quality management, with an emphasis on the benchmarking model and the PDCA (Plan, Do, Check, Act) Cycle, which guide continuous improvement. This is qualitative, descriptive research, based on a literature review, with materials selected according to their theoretical relevance and alignment with the study objectives. The results point to four main types of benchmarking—internal, competitive, functional, and generic—highlighting benefits such as increased operational efficiency, improved quality, stimulating innovation, and strengthening strategic planning, as well as challenges such as resistance to change and the need to adapt to the organizational context. Case studies illustrate its application in successful companies. The research offers relevant insights for managers and researchers by demonstrating the importance of benchmarking in continuous improvement, with practical implications for management and positive social impacts by fostering more innovative and adaptive organizational cultures. The study's main contribution is to reinforce benchmarking as an essential strategic tool for organizations seeking operational excellence and competitive advantage in dynamic environments.