Instrumentation et pilotage stratégique dans l'entreprise agricole

Résumé En Fr

About strategic monitoring tools in the farming firm In this paper, the authors investigate the long term management of the farming firm and its links with operational management. In the present context of large uncertainty, it becomes more important to analyse how strategies are expanded and reviewed. The function of strategic monitoring is to support the adjustment of strategic choices to the evolution of environment and to the conditions of firms' activities. The authors especially raise the issue of setting up strategic monitoring tools in the small firm. Using an example, they suggest a conceptual framework to guide the choice and the use of management indicators, and to modelize the links with the farmer's information system. This general framework stems from interventions by researchers and advisers, in several types of farm firms. It makes possible to formalize interactions between strategy and operational management in terms of information and décision. it leads to the design of a spécifie monitoring system, linked with the farmer's rules of reasoning and his project. the system consist of a diagram which spécifies a decisional division into "modules", diagnosis and vigilance fonctions and monitoring key-dates for each module. The originality of this approach is : i) to develop a formalization of the strategic monitoring process with the farmer himself ; ii) to evaluate the "robustness" of the process in relation to the specific uncertainty of the farmer's project. Moreover, this framework makes a dialogue between adviser and farmer possible. The authors stress the interest of this framework to support the farmer in analyzing and evaluating his own management reasoning. Lastly, the authors show how this work can open new issues for management advice and for the development of a function of "strategic accompaniment". The design of the farmer's monitoring system becomes the first step of the intervention of the adviser. It is possible to create a common knowledge between the farmer and the adviser about farm management modes ; at the same time, this construction helps to structure the advisory relationship. Rather than limited intervention, this approach leads to a management advice in a permanent way.

Dans cet article, les auteurs s'interrogent sur les modalités de mise en place d'outils pour le pilotage stratégique de l'entreprise agricole. S'appuyant sur un exemple, ils proposent un cadre conceptuel pour orienter le choix et la mise en œuvre d'indicateurs et pour modéliser la gestion de l'information. Ils soulignent l'intérêt de cette démarche pour guider l'exploitant dans une réflexion et une analyse critique sur ses propres raisonnements de gestion. Ils évoquent en même temps les pistes ouvertes par ce travail pour la mise en place de nouvelles pratiques de conseil et le développement d'une fonction d'accompagnement stratégique de l'exploitation.