PROPOSTA DE ESTRUTURAÇÃO ORGANIZACIONAL APLICADA À COOPER/OZIEL, GOIÁS

Abstract

Family farming plays an essential role in food supply and rural development in Goiás, even in the face of structural, productive, and market access challenges. Recent studies show that the sector is highly heterogeneous, with farms ranging from dairy production and horticulture to small-scale agro-processing. Although there are opportunities in local and institutional markets, many farmers are still unable to access these channels due to a lack of organization, information, and technical support. In this context, cooperatives emerge as fundamental mechanisms to strengthen commercialization, ensure access to public policies, and improve producers’ income. Cooper/Oziel, located in Baliza (GO), represents an example of this collective organization strategy. However, despite its social and economic relevance, the cooperative faces internal weaknesses related to the lack of an organizational structure, absence of formalized processes, unclear definition of roles, and difficulties in administrative and commercial management. These issues compromise operational efficiency, hinder communication, and weaken governance. Furthermore, there is no systematized mapping of the commercial value chain, nor performance indicators that would allow monitoring of results and support decision-making. In light of this, the present study aims to analyze the organizational structure and management processes of Cooper/Oziel, proposing a structured organizational management model oriented toward processes, governance, and technological support. This is an applied research study with a qualitative approach, developed through a case study, using semi-structured interviews, direct observation, and document analysis as data collection techniques, with triangulation of evidence. The results reveal significant gaps in the cooperative’s internal organization, especially regarding role definition, operational workflows, and managerial control mechanisms. Based on the diagnosis, it was possible to propose an organizational structuring model grounded in Business Process Management (BPM) principles, including process mapping, definition of responsibilities, and implementation of governance instruments. Additionally, a Technical-Technological Product (TTP) was developed in the form of a system prototype (MVP), aimed at supporting management, with functionalities related to financial organization, internal communication, and process control. As a contribution, the study presents a replicable model of organizational structuring applicable to family farming cooperatives, promoting improvements in management, increased operational efficiency, strengthened governance, and enhanced capacity to access institutional markets.