SVARCONSULTING establishes an organizational north and generates reinforcements in the strategy and support processes that allow better decision making for greater productivity and competitiveness, in order to abate the turbulences of the environment. 

Our main mission is to fully satisfy the needs of our clients, through advice of optimal quality provided in an integral, efficient, timely and with international quality standards. We are a group of professionals with a renewed vision, focused on solving the concerns of our clients and responding in a clear, concise and useful way to their questions.


Business model

Known as Business Design and is the planning that a company or organization makes with respect to the income and benefits that it tries to obtain. In a business model, guidelines are established to follow to attract customers, define offers of products or services and implement operational and marketing strategies. It constitutes one of the main elements for the business model, establishing the differentiating components of the product or service with respect to the established market, introducing a unique value proposal for the client. A second important element is the added or innovative value that the customer receives and perceives for acquiring the product or service. In short, the big question is how to revolutionize the market? The entire model must be supported in a planning that allows the business to have sustainability and sustainability over time, for which the relevant model must be developed and that structure transferred to objectives, and these, be operationalized through the processes of the company. organization. The support of experts who concentrate on these concepts with knowledge of the environments and the needs demanded by the stakeholders constitutes a substantial mechanism to allow the development of methods and options that allow the development and growth of the company or organization.

Construction of the strategic plan and structure of the BSC

The great turmoil caused by changing environments has disturbed companies and has moved them from their comfort state to strange and sometimes unmanageable situations. This context leads to establishing a North and adhering to it, in a strategic planning process that identifies the direction based on a clear diagnosis, the unveiling of a culture for a strategic process, the identification of strategic budgets and the measurement of the scope of the strategic objectives. These criteria, which establish competitive advantages and the need to optimize scarce resources, are the main drivers of the need to manage on the basis of the strategy and promote the alignment of the entire organization to it. We deepened these schemes in organizations, the idea of ​​aligning and integrating the various components in a larger system that is synergistic and potentializes the results makes our work of alignment, measurement and improvement for customers relevant.


  • Development of the strategic plan, operational plan and budget.
  • Construction and application of the Balanced Scorecard (BSC)
  • Alignment of strategy and operations.
  • Evaluation of business management based on the BSC.
  • Implementation of systems for decision making.
Design of organizational structure by processes

A process is a sequence of activities arranged logically for some specific result. Through the processes the strategy is consolidated and are mechanisms that allow the implementation of productivity schemes. The search of the operative process that allows to increase the profitability producing more and lowering costs, is a question of analysis and continuous work, that is why action systems are designed that help in certain way to guarantee the success of the companies. The design of the PROCESS MANAGEMENT MODEL begins with the identification of the Value Chain and the macroprocesses that are defined in it. This constitutes a first level of the set of chained actions that the institution must carry out, in order to fulfill its statutory and legal function, the Mission set and the projected Vision. In order to specify their objectives, in terms of the results required for the satisfaction of the clients or groups of interest, the Macroprocesses are derived in Processes / Subprocesses / Procedures. Hence, the Process Management Model establishes the identification of the company’s processes, their respective interactions and the realization of activities that make them operational and allow continuous improvement, in a sequence that adds value to the fulfillment of the company’s objectives. In turn, each activity uses resources and is managed in order to allow its inputs to be transformed into results, thus contributing to the fulfillment of organizational objectives.

 Our services include:

  • Survey and documentation of processes depending on the client.
  • Alignment with the objectives of the organization.
  • Determination of information flows and resources.
  • Process improvement schemes and methodologies.
  • Periodic evaluation of resource utilization and optimization.
  • Assurance for compliance with the PHVA cycle.
  • Conceptual design of technological solutions.
  • Conduction of projects.
Financial management
Issuance of Financial Statements:

The management of accounting information, cash flows and issuance of financial statements does not have to be limited to compliance with legal requirements; rather, it should be aimed at strengthening the strategy and achieving the objectives and goals. Through the obtaining of financial statements, the management must have information that will guide the decision-making, therefore, the policies applied, the methods and the opening of accounts, although it must consider the legal norms, it must first of all take take into account the information needs of shareholders, management and stakeholders. As part of financial management, indicators of the current status, projection of the company and risks faced must be obtained.

  • General accounting and issuance of financial statements.
  • Compliance with tax obligations.
  • Treasury
  • Quarterly financial reports with recommendations.
  • Budget evaluation
  • Analysis of financial risks.
Gestión de costos
Estructura de costos:

La empresa debe establecer como un procedimiento permanente la gestión de los costos en que incurre, sea para la fabricación de productos o para el desarrollo de servicios. Ello constituye una herramienta gerencial para un adecuado control de las operaciones y la determinación de costos y precios unitarios; así como, un instrumento adecuado que facilite la elaboración, ejecución y control del presupuesto de la organización.

El precio de los productos y servicios lo marcan los mercados, por lo que la necesidad de controlar los costos de producción se torna importante para ser competitivo y es a través de este instrumento lo que permitirá el perfeccionamiento de los procesos.

  • Evaluación de situación actual del área de costos.
  • Análisis costo-volumen-utilidad.
  • Validación de sistema de costeo.
  • Costos históricos y costos presupuestados.
  • Aplicación de costeo a servicios.
  • Reportes de costos.
Human resource management

HR Management is the administration of personnel from the bottom of the organizational chart to the management level in each of the different areas. The management of people hired by an organization involves the employment of the workforce, the design and development of the related resources and, most importantly, the use and compensation of their services to optimize the profitability of the business through the performance of the employees, in such a way that it helps the areas and the organization itself to achieve the established goals.

  • Planning of human resources.
  • Recruitment and staff selection.
  • Induction of new personnel.
  • Description, evaluation and classification of positions.
  • Numerical evaluation of personnel, their quality and effectiveness.
  • Person untying.
    Competence model

    The organizations demand of specialists in Human Talent that they develop and make grow the most important capital that they possess: “The Human Capital” and this one constitutes in capital for the organization only if this one impacts in the strategy and in the attainment of the goals of the company and creating more value for its stakeholders.  The change of the focus of the Human Resources Management towards the creation of HUMAN CAPITAL, is executed guaranteeing the speed in the execution of the strategy through the people. It must be understood that the difference between Human Resource Management and Human Capital creation is the same as between “Performance and Effectiveness”. When we establish quantity terms we are defining “performance” of people, but when we institute value creation and alignment for the execution of the strategy, we institute “effectiveness” in the organization. 


    • Strategic alignment of people.
    • Organization of career and succession plans.
    • Performance evaluation • Compensation: fixed and variable.
    • Development of training and coaching.
    • Climate and Organizational Culture.
    • Implementation of coaching schemes.
    • Management and Implementation of Occupational Health and Industrial Safety.
    • Communication.
    Risk management

    At present, risk management is an essential element of good governance and accountability of organizations. It is a systemic approach that covers the entire organization and supports the achievement of its strategic objectives, through the determination, evaluation, assessment, setting priorities and risk control proactively throughout the company. The objective of risk management is to help ensure the sustainability of a company and make it possible to achieve its objectives. 

    • Identification and Evaluation.
    • Strategy Design.
    • Implementation and risk management.

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