A comprehensive business process management application to evaluate and improve the importations practices on big-box stores
Big-box or chain stores are massive retailers that sell all types of products to final consumers. Managing business processes that integrate information systems is a critical issue in big-box stores nowadays. Commercial initiatives have focused on optimizing internal processes to enhance productivit...
- Autores:
-
Chams-Anturi, Odette
Chams-Anturi, Odette
Milton Soto-Ferrari
Soto-Ferrari, Milton
Anamaria P. Gomez
Gomez, Anamaria P
Juan P. Escorcia-Caballero
Escorcia-Caballero, Juan P.
Romero-Rodriguez, Daniel
Maureen Casile
Casile, Maureen
- Tipo de recurso:
- Article of investigation
- Fecha de publicación:
- 2022
- Institución:
- Corporación Universidad de la Costa
- Repositorio:
- REDICUC - Repositorio CUC
- Idioma:
- eng
- OAI Identifier:
- oai:repositorio.cuc.edu.co:11323/13410
- Acceso en línea:
- https://hdl.handle.net/11323/13410
http://doi.org/10.31387/oscm0490338
https://repositorio.cuc.edu.co/
- Palabra clave:
- Business Process Management (BPM)
Big-box stores
Importations process
- Rights
- openAccess
- License
- Atribución-NoComercial 4.0 Internacional (CC BY-NC 4.0)
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A comprehensive business process management application to evaluate and improve the importations practices on big-box stores |
| title |
A comprehensive business process management application to evaluate and improve the importations practices on big-box stores |
| spellingShingle |
A comprehensive business process management application to evaluate and improve the importations practices on big-box stores Business Process Management (BPM) Big-box stores Importations process |
| title_short |
A comprehensive business process management application to evaluate and improve the importations practices on big-box stores |
| title_full |
A comprehensive business process management application to evaluate and improve the importations practices on big-box stores |
| title_fullStr |
A comprehensive business process management application to evaluate and improve the importations practices on big-box stores |
| title_full_unstemmed |
A comprehensive business process management application to evaluate and improve the importations practices on big-box stores |
| title_sort |
A comprehensive business process management application to evaluate and improve the importations practices on big-box stores |
| dc.creator.fl_str_mv |
Chams-Anturi, Odette Chams-Anturi, Odette Milton Soto-Ferrari Soto-Ferrari, Milton Anamaria P. Gomez Gomez, Anamaria P Juan P. Escorcia-Caballero Escorcia-Caballero, Juan P. Romero-Rodriguez, Daniel Maureen Casile Casile, Maureen |
| dc.contributor.author.none.fl_str_mv |
Chams-Anturi, Odette Chams-Anturi, Odette Milton Soto-Ferrari Soto-Ferrari, Milton Anamaria P. Gomez Gomez, Anamaria P Juan P. Escorcia-Caballero Escorcia-Caballero, Juan P. Romero-Rodriguez, Daniel Maureen Casile Casile, Maureen |
| dc.subject.proposal.eng.fl_str_mv |
Business Process Management (BPM) Big-box stores Importations process |
| topic |
Business Process Management (BPM) Big-box stores Importations process |
| description |
Big-box or chain stores are massive retailers that sell all types of products to final consumers. Managing business processes that integrate information systems is a critical issue in big-box stores nowadays. Commercial initiatives have focused on optimizing internal processes to enhance productivity and react to fluctuating business environmental forces. This research proposes a comprehensive business process management (BPM) design and application for the importations process on a big-box store located in Colombia, highly integrated with basic and advanced information systems. Big-box stores use advanced information systems that synchronize with multiple essential internal processes. We modeled the importations process phases with a robust graphical framework for BPM methods and flexible automation. We evaluate the actual process time performance and contrast its current state with the novel BPM model implementation benefits. The application of the proposed BPM model contemplates a 43% reduction in the execution times of process activities with a projected 30% decrease in default costs. |
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2022 |
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2022 |
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2024-09-27T16:18:53Z |
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2024-09-27T16:18:53Z |
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Artículo de revista |
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http://purl.org/coar/resource_type/c_2df8fbb1 |
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Chams-Anturi, O., Soto-Ferrari, M., Gomez, A., Escorcia-Caballero, J., & Romero-Rodriguez, D., & Casile, M. (2022). A Comprehensive Business Process Management Application to Evaluate and Improve the Importations Practices on Big-box Stores. Operations and Supply Chain Management: An International Journal, 15(2), 164-173. |
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1979-3561 |
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https://hdl.handle.net/11323/13410 |
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http://doi.org/10.31387/oscm0490338 |
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2759-9363 |
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Corporación Universidad de la Costa |
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REDICUC - Repositorio CUC |
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https://repositorio.cuc.edu.co/ |
| identifier_str_mv |
Chams-Anturi, O., Soto-Ferrari, M., Gomez, A., Escorcia-Caballero, J., & Romero-Rodriguez, D., & Casile, M. (2022). A Comprehensive Business Process Management Application to Evaluate and Improve the Importations Practices on Big-box Stores. Operations and Supply Chain Management: An International Journal, 15(2), 164-173. 1979-3561 2759-9363 Corporación Universidad de la Costa REDICUC - Repositorio CUC |
| url |
https://hdl.handle.net/11323/13410 http://doi.org/10.31387/oscm0490338 https://repositorio.cuc.edu.co/ |
| dc.language.iso.none.fl_str_mv |
eng |
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eng |
| dc.relation.ispartofjournal.none.fl_str_mv |
Operations and Supply Chain Management |
| dc.relation.references.none.fl_str_mv |
Aversano, L., Grasso, C. and Tortorella, M. (2016) ‘Managing the alignment between business processes and software systems’, Information and Software Technology, 72, p. 171–188 Castillon-Mendoza, J. and Solorzano-Aranzamendi, O. G. (2012) ‘Aplicación de buenas prácticas de tecnologías de información en la mejora del proceso del mantenimiento de los sistemas de información en una institución pública’, (Doctoral dissertation). Universidad Peruana de Ciencias Aplicadas. Lima, Perú Cernauskas, D. and Tarantino, A. (2009) ‘Operational risk management with process control and business process modeling’, The Journal of Operational Risk, 4(2), p. 3. Chams-Anturi, O., Escorcia-Caballero, J.P., Gomez, A.P. and Soto-Ferrari, M. (2020) ‘A systematic business process management application of an imports process on a commercial company’, In Proceedings of the International Conference on Industrial Engineering and Operations Management, p. 223-233. Chams-Anturi, O., Gomez, A.P., Escorcia-Caballero, J.P. and Soto-Ferrari, M. (2020) ‘Assessing organizational behavior: A case study in a Colombian retail store’, Ibima Business Review, p. 1–12 Chang, J. (2016) ‘Business process management systems: Strategy and implementation’, Taylor & Fran-cis Group. New York. Dani, V., Freitas, C. and Thom, L. (2019) ‘Ten years of visualization of business process models: A systematic literature review’, Computer Standards & Interfaces, p. 1–26. Danilova, K. (2019) ‘Process owners in business process management: A systematic literature review’, Business Process Management Journal, 25(6), p. 1377-1412. Daultani, Y., Goyal, K. and Pratap, S. (2020) ‘An empirical investigation of the relationship between store attributes and customer satisfaction: A retail operations perspective’, Operations and Supply Chain Management: An International Journal, 14(1), p. 100– 110. Escorcia-Caballero, J.P., Moreno-Luzon, M. and ChamsAnturi, O. (2019) ‘Supply chain integration capability: An organizational routine perspective’, International Journal of Supply Chain Management, 8(4), p. 39. Fera, M., Macchiarolia, R., Fruggiero, F., Lambiasec, A. and Miranda, S. (2017) ‘Application of a business process model (BPM) method for a warehouse RFID system implementation’, International Journal of RF Technologies, 8(1), p. 57–77. Goetz, S. and Rupasingha, A. (2006) ‘WalMart and social capital’, American Journal of Agricultural Economics, 88, p. 1304–1310. Grau, C. and Moormann, J. (2014) ‘Investigating the relationship between process management and organizational culture: Literature review and research agenda’, Management and Organizational Studies, 1(2), p. 1–17. Harmon, P. and Wolf, C. (2014) ‘The state of business process management 2014’, BPTrends. Havey, M. (2005) ‘Essential business process modeling’, 1st ed., O’Reilly Media, Sebastopol, CA. Hill, J., Sinur, J., Flint, D. and Melenovsky, M. (2006) ‘Gartner’s position on business process management’, Business Issues, Gartner, Stamford. Holzmüller-Laue, S., Schubert, P., Göde, B. and Thurow, K. (2013) ‘Visual simulation for the BPM-based process automation’, In International Conference on Business Informatics Research. Springer, Berlin, Heidelberg., p. 48–62. Hrabal, M., Tuček, D., Molnár, V. and Fedorko, G. (2020) ‘Human factor in business process management: Modeling competencies of BPM roles’, Business Process Management Journal, 27(1), p. 275-305. Huang, Q., Ohmori, S. and Yoshimoto, K. (2020) ‘Incorporating transportation mode decisions into production-shipping planning: Considering shipping consolidation’, Operations and Supply Chain Management: An International Journal, 14(1), p. 62–72 Kaptelinin, V., Nardi, B., Bødker, S., Carroll, J., Hollan, J., Hutchins, E. and Winograd, T. (2003) ‘Panel: Postcognitivist HCI: Second-Wave theories’, Paper presented at the computer-human interaction, Ft. Lauderdale, Florida, USA. Keates, O. (2019) ‘Integrating IoT with BPM to provide value to cattle farmers in Australia’, In International Conference on Business Process Management. Springer, Cham., p. 119–129. Lahajnar, S. and Rožanec, A. (2016) ‘The evaluation framework for business process management methodologies’, Management: Journal of Contemporary Management Issues, 21(1), p. 47–69. Matejaš, M. and Fertalj, K. (2019) ‘Building a BPM application in an SOA-based legacy environment’, Computer Science and Information Systems, 16(1), p. 45–74. Do Nascimento, A., de Lima Baldam, R., Costa, L. and Junior, T. D. P. C. (2019) ‘Applications of business governance and the Unified BPM Cycle in public credit recovery activities’, Business Process Management Journal, 26(1), p. 312-330. Sansone, C., Hilletofth, P. and Eriksson, D. (2020) ‘Critical operations capabilities for competitive manufacturing in a high-cost environment: A multiple case study’, Operations and Supply Chain Management: An International Journal, 13(1), p. 94–107. Silva, J. C. D., Longaray, A. A., Munhoz, P. R. and Castelli, T. M. (2019) ‘Using the view of Business Process Management (BPM) for process improvement in the shipping industry and offshore construction sector: A case study of the Rio Grande (RS) naval pol’, Gestão & Produção, 26 Simangunsong, E. and Subagyo, I. (2021) ‘Investigation and analysis of omnichannel logistics models: A study in the electronic retail industry in Indonesia’, Operations and Supply Chain Management: An International Journal, 14(2), p. 221–231. Sinur, J. and Bell, T. (2003) ‘A BPM taxonomy: Creating clarity in a confusing market’, technology, 18, p. 9669. Smith, H and Fingar, P. (2003a) ‘BPM’s Third Wave’, World War II, (1–10). Smith, H. and Fingar, P. (2003b) ‘Business process management: The third wave’, Tampa: Meghan-Kiffer Press, 1. Sun, X. (2007) ‘Dataflow analysis and workflow design in business process management’, (Doctoral dissertation). University of Arizona. Tucson, Arizona. Suša Vugec, D., Ivančić, L. and Milanović Glavan, L. (2019) ‘Business process management and corporate performance management: Does their alignment impact organizational performance’, Interdisciplinary Description of Complex Systems: INDECS, 17(2), p. 368–384. Suša Vugec, D., Tomičić-Pupek, K. and Vukšić, V. (2018) ‘Social business process management in practice: Overcoming the limitations of the traditional business process management’, International Journal of Engineering Business Management, 10, p. 1-10. Swan, B. (2007) ‘The effects of business process management cognitive resources and user cognitive differences on outcomes of user comprehension’, (Doctoral dissertation), Virginia Tech. Blacksburg, Virginia. Trkman, P. (2010) ‘The critical success factors of business process management’, International Journal of Information Management, 30(2), p. 125–134. Tsagkani, C. and Tsalgatidou, A. (2022) ‘Process model abstraction for rapid comprehension of complex business processes’, Information Systems, 103, p. 101818. Van der Aalst, W. (2004a) ‘Business process management: A personal view’, Business Process Management Journal, 10(2). Van der Aalst, W. (2004b) ‘Business process management demystified: A tutorial on models, systems and standards for workflow management’, Lecture Notes in Computer Science, Lectures on Concurrency and Petri Nets, 3098, p. 1–65. Van der Aalst, W., Ter Hofstede, A. and Weske, M. (2003) ‘Business process management: A survey’, Proceedings of the International Conference on Business Process Management. Eindhoven, The Netherlands, p. 1-65. Wang, M., Wu, Y., Chen, B. and Evans, M. (2020) ‘Blockchain and supply chain management: A new paradigm for supply chain integration and collaboration’, Operations and Supply Chain Management: An International Journal, 14(1), p. 111–122. Zhang, L., Long, Y., Chao, T., Chang, H. and Sayah, J. (2004) ‘Adaptive integration activity management for on-demand business process collaboration’, Information Systems and E-Business Management, 2(1), p. 149–166. ZhenHua, W., Yousen, H., ZiYun, D. and Wei, Z. (2009) ‘SOA—BPM based information system for promoting agility of third party logistics’, In 2009 IEEE International Conference on Automation and Logistics, p. 248–252. Zota, R. and Ciovica, L. (2015) ‘Designing software solutions using business processes’, Procedia Economics and Finance, 20, p. 695–699. |
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© 2020 - All Rights Reserved - OSCM Journal. |
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Atribución-NoComercial 4.0 Internacional (CC BY-NC 4.0) |
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Atribución-NoComercial 4.0 Internacional (CC BY-NC 4.0)© 2020 - All Rights Reserved - OSCM Journal.https://creativecommons.org/licenses/by-nc/4.0/info:eu-repo/semantics/openAccesshttp://purl.org/coar/access_right/c_abf2Chams-Anturi, OdetteChams-Anturi, Odettevirtual::27-1Milton Soto-FerrariSoto-Ferrari, Miltonvirtual::28-1Anamaria P. GomezGomez, Anamaria Pvirtual::29-1Juan P. Escorcia-CaballeroEscorcia-Caballero, Juan P.virtual::30-1Romero-Rodriguez, DanielMaureen CasileCasile, Maureenvirtual::31-12024-09-27T16:18:53Z2024-09-27T16:18:53Z2022Chams-Anturi, O., Soto-Ferrari, M., Gomez, A., Escorcia-Caballero, J., & Romero-Rodriguez, D., & Casile, M. (2022). A Comprehensive Business Process Management Application to Evaluate and Improve the Importations Practices on Big-box Stores. Operations and Supply Chain Management: An International Journal, 15(2), 164-173.1979-3561https://hdl.handle.net/11323/13410http://doi.org/10.31387/oscm04903382759-9363Corporación Universidad de la CostaREDICUC - Repositorio CUChttps://repositorio.cuc.edu.co/Big-box or chain stores are massive retailers that sell all types of products to final consumers. Managing business processes that integrate information systems is a critical issue in big-box stores nowadays. Commercial initiatives have focused on optimizing internal processes to enhance productivity and react to fluctuating business environmental forces. This research proposes a comprehensive business process management (BPM) design and application for the importations process on a big-box store located in Colombia, highly integrated with basic and advanced information systems. Big-box stores use advanced information systems that synchronize with multiple essential internal processes. We modeled the importations process phases with a robust graphical framework for BPM methods and flexible automation. We evaluate the actual process time performance and contrast its current state with the novel BPM model implementation benefits. The application of the proposed BPM model contemplates a 43% reduction in the execution times of process activities with a projected 30% decrease in default costs.10 páginasapplication/pdfengSepuluh Nopember Institute of Technology (ITS)Indonesiahttps://journal.oscm-forum.org/publication/article/a-comprehensive-business-process-management--application-to-evaluate-and-improve-the--importations-pA comprehensive business process management application to evaluate and improve the importations practices on big-box storesArtículo de revistahttp://purl.org/coar/resource_type/c_2df8fbb1Textinfo:eu-repo/semantics/articlehttp://purl.org/redcol/resource_type/ARTinfo:eu-repo/semantics/publishedVersionhttp://purl.org/coar/version/c_970fb48d4fbd8a85Operations and Supply Chain ManagementAversano, L., Grasso, C. and Tortorella, M. (2016) ‘Managing the alignment between business processes and software systems’, Information and Software Technology, 72, p. 171–188Castillon-Mendoza, J. and Solorzano-Aranzamendi, O. G. (2012) ‘Aplicación de buenas prácticas de tecnologías de información en la mejora del proceso del mantenimiento de los sistemas de información en una institución pública’, (Doctoral dissertation). Universidad Peruana de Ciencias Aplicadas. Lima, PerúCernauskas, D. and Tarantino, A. (2009) ‘Operational risk management with process control and business process modeling’, The Journal of Operational Risk, 4(2), p. 3.Chams-Anturi, O., Escorcia-Caballero, J.P., Gomez, A.P. and Soto-Ferrari, M. (2020) ‘A systematic business process management application of an imports process on a commercial company’, In Proceedings of the International Conference on Industrial Engineering and Operations Management, p. 223-233.Chams-Anturi, O., Gomez, A.P., Escorcia-Caballero, J.P. and Soto-Ferrari, M. (2020) ‘Assessing organizational behavior: A case study in a Colombian retail store’, Ibima Business Review, p. 1–12Chang, J. (2016) ‘Business process management systems: Strategy and implementation’, Taylor & Fran-cis Group. New York.Dani, V., Freitas, C. and Thom, L. (2019) ‘Ten years of visualization of business process models: A systematic literature review’, Computer Standards & Interfaces, p. 1–26.Danilova, K. (2019) ‘Process owners in business process management: A systematic literature review’, Business Process Management Journal, 25(6), p. 1377-1412.Daultani, Y., Goyal, K. and Pratap, S. (2020) ‘An empirical investigation of the relationship between store attributes and customer satisfaction: A retail operations perspective’, Operations and Supply Chain Management: An International Journal, 14(1), p. 100– 110.Escorcia-Caballero, J.P., Moreno-Luzon, M. and ChamsAnturi, O. (2019) ‘Supply chain integration capability: An organizational routine perspective’, International Journal of Supply Chain Management, 8(4), p. 39.Fera, M., Macchiarolia, R., Fruggiero, F., Lambiasec, A. and Miranda, S. (2017) ‘Application of a business process model (BPM) method for a warehouse RFID system implementation’, International Journal of RF Technologies, 8(1), p. 57–77.Goetz, S. and Rupasingha, A. (2006) ‘WalMart and social capital’, American Journal of Agricultural Economics, 88, p. 1304–1310.Grau, C. and Moormann, J. (2014) ‘Investigating the relationship between process management and organizational culture: Literature review and research agenda’, Management and Organizational Studies, 1(2), p. 1–17.Harmon, P. and Wolf, C. (2014) ‘The state of business process management 2014’, BPTrends.Havey, M. (2005) ‘Essential business process modeling’, 1st ed., O’Reilly Media, Sebastopol, CA.Hill, J., Sinur, J., Flint, D. and Melenovsky, M. (2006) ‘Gartner’s position on business process management’, Business Issues, Gartner, Stamford.Holzmüller-Laue, S., Schubert, P., Göde, B. and Thurow, K. (2013) ‘Visual simulation for the BPM-based process automation’, In International Conference on Business Informatics Research. Springer, Berlin, Heidelberg., p. 48–62.Hrabal, M., Tuček, D., Molnár, V. and Fedorko, G. (2020) ‘Human factor in business process management: Modeling competencies of BPM roles’, Business Process Management Journal, 27(1), p. 275-305.Huang, Q., Ohmori, S. and Yoshimoto, K. (2020) ‘Incorporating transportation mode decisions into production-shipping planning: Considering shipping consolidation’, Operations and Supply Chain Management: An International Journal, 14(1), p. 62–72Kaptelinin, V., Nardi, B., Bødker, S., Carroll, J., Hollan, J., Hutchins, E. and Winograd, T. (2003) ‘Panel: Postcognitivist HCI: Second-Wave theories’, Paper presented at the computer-human interaction, Ft. Lauderdale, Florida, USA.Keates, O. (2019) ‘Integrating IoT with BPM to provide value to cattle farmers in Australia’, In International Conference on Business Process Management. Springer, Cham., p. 119–129.Lahajnar, S. and Rožanec, A. (2016) ‘The evaluation framework for business process management methodologies’, Management: Journal of Contemporary Management Issues, 21(1), p. 47–69.Matejaš, M. and Fertalj, K. (2019) ‘Building a BPM application in an SOA-based legacy environment’, Computer Science and Information Systems, 16(1), p. 45–74.Do Nascimento, A., de Lima Baldam, R., Costa, L. and Junior, T. D. P. C. (2019) ‘Applications of business governance and the Unified BPM Cycle in public credit recovery activities’, Business Process Management Journal, 26(1), p. 312-330.Sansone, C., Hilletofth, P. and Eriksson, D. (2020) ‘Critical operations capabilities for competitive manufacturing in a high-cost environment: A multiple case study’, Operations and Supply Chain Management: An International Journal, 13(1), p. 94–107.Silva, J. C. D., Longaray, A. A., Munhoz, P. R. and Castelli, T. M. (2019) ‘Using the view of Business Process Management (BPM) for process improvement in the shipping industry and offshore construction sector: A case study of the Rio Grande (RS) naval pol’, Gestão & Produção, 26Simangunsong, E. and Subagyo, I. (2021) ‘Investigation and analysis of omnichannel logistics models: A study in the electronic retail industry in Indonesia’, Operations and Supply Chain Management: An International Journal, 14(2), p. 221–231.Sinur, J. and Bell, T. (2003) ‘A BPM taxonomy: Creating clarity in a confusing market’, technology, 18, p. 9669.Smith, H and Fingar, P. (2003a) ‘BPM’s Third Wave’, World War II, (1–10).Smith, H. and Fingar, P. (2003b) ‘Business process management: The third wave’, Tampa: Meghan-Kiffer Press, 1.Sun, X. (2007) ‘Dataflow analysis and workflow design in business process management’, (Doctoral dissertation). University of Arizona. Tucson, Arizona.Suša Vugec, D., Ivančić, L. and Milanović Glavan, L. (2019) ‘Business process management and corporate performance management: Does their alignment impact organizational performance’, Interdisciplinary Description of Complex Systems: INDECS, 17(2), p. 368–384.Suša Vugec, D., Tomičić-Pupek, K. and Vukšić, V. (2018) ‘Social business process management in practice: Overcoming the limitations of the traditional business process management’, International Journal of Engineering Business Management, 10, p. 1-10.Swan, B. (2007) ‘The effects of business process management cognitive resources and user cognitive differences on outcomes of user comprehension’, (Doctoral dissertation), Virginia Tech. Blacksburg, Virginia.Trkman, P. 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ara ejercer estos derechos sobre la Obra tal y como se indica a continuación:</p>
    <ol type="a">
      <li>Reproducir la Obra, incorporar la Obra en una o más Obras Colectivas, y reproducir la Obra incorporada en las Obras Colectivas.</li>
      <li>Distribuir copias o fonogramas de las Obras, exhibirlas públicamente, ejecutarlas públicamente y/o ponerlas a disposición pública, incluyéndolas como incorporadas en Obras Colectivas, según corresponda.</li>
      <li>Distribuir copias de las Obras Derivadas que se generen, exhibirlas públicamente, ejecutarlas públicamente y/o ponerlas a disposición pública.</li>
    </ol>
    <p>Los derechos mencionados anteriormente pueden ser ejercidos en todos los medios y formatos, actualmente conocidos o que se inventen en el futuro. Los derechos antes mencionados incluyen el derecho a realizar dichas modificaciones en la medida que sean técnicamente necesarias para ejercer los derechos en otro medio o formatos, pero de otra manera usted no está autorizado para realizar obras derivadas. Todos los derechos no otorgados expresamente por el Licenciante quedan por este medio reservados, incluyendo pero sin limitarse a aquellos que se mencionan en las secciones 4(d) y 4(e).</p>
  </li>
  <br/>
  <li>
    Restricciones.
    <p>La licencia otorgada en la anterior Sección 3 está expresamente sujeta y limitada por las siguientes restricciones:</p>
    <ol type="a">
      <li>Usted puede distribuir, exhibir públicamente, ejecutar públicamente, o poner a disposición pública la Obra sólo bajo las condiciones de esta Licencia, y Usted debe incluir una copia de esta licencia o del Identificador Universal de Recursos de la misma con cada copia de la Obra que distribuya, exhiba públicamente, ejecute públicamente o ponga a disposición pública. No es posible ofrecer o imponer ninguna condición sobre la Obra que altere o limite las condiciones de esta Licencia o el ejercicio de los derechos de los destinatarios otorgados en este documento. No es posible sublicenciar la Obra. Usted debe mantener intactos todos los avisos que hagan referencia a esta Licencia y a la cláusula de limitación de garantías. Usted no puede distribuir, exhibir públicamente, ejecutar públicamente, o poner a disposición pública la Obra con alguna medida tecnológica que controle el acceso o la utilización de ella de una forma que sea inconsistente con las condiciones de esta Licencia. Lo anterior se aplica a la Obra incorporada a una Obra Colectiva, pero esto no exige que la Obra Colectiva aparte de la obra misma quede sujeta a las condiciones de esta Licencia. Si Usted crea una Obra Colectiva, previo aviso de cualquier Licenciante debe, en la medida de lo posible, eliminar de la Obra Colectiva cualquier referencia a dicho Licenciante o al Autor Original, según lo solicitado por el Licenciante y conforme lo exige la cláusula 4(c).</li>
      <li>Usted no puede ejercer ninguno de los derechos que le han sido otorgados en la Sección 3 precedente de modo que estén principalmente destinados o directamente dirigidos a conseguir un provecho comercial o una compensación monetaria privada. El intercambio de la Obra por otras obras protegidas por derechos de autor, ya sea a través de un sistema para compartir archivos digitales (digital file-sharing) o de cualquier otra manera no será considerado como estar destinado principalmente o dirigido directamente a conseguir un provecho comercial o una compensación monetaria privada, siempre que no se realice un pago mediante una compensación monetaria en relación con el intercambio de obras protegidas por el derecho de autor.</li>
      <li>Si usted distribuye, exhibe públicamente, ejecuta públicamente o ejecuta públicamente en forma digital la Obra o cualquier Obra Derivada u Obra Colectiva, Usted debe mantener intacta toda la información de derecho de autor de la Obra y proporcionar, de forma razonable según el medio o manera que Usted esté utilizando: (i) el nombre del Autor Original si está provisto (o seudónimo, si fuere aplicable), y/o (ii) el nombre de la parte o las partes que el Autor Original y/o el Licenciante hubieren designado para la atribución (v.g., un instituto patrocinador, editorial, publicación) en la información de los derechos de autor del Licenciante, términos de servicios o de otras formas razonables; el título de la Obra si está provisto; en la medida de lo razonablemente factible y, si está provisto, el Identificador Uniforme de Recursos (Uniform Resource Identifier) que el Licenciante especifica para ser asociado con la Obra, salvo que tal URI no se refiera a la nota sobre los derechos de autor o a la información sobre el licenciamiento de la Obra; y en el caso de una Obra Derivada, atribuir el crédito identificando el uso de la Obra en la Obra Derivada (v.g., "Traducción Francesa de la Obra del Autor Original," o "Guión Cinematográfico basado en la Obra original del Autor Original"). Tal crédito puede ser implementado de cualquier forma razonable; en el caso, sin embargo, de Obras Derivadas u Obras Colectivas, tal crédito aparecerá, como mínimo, donde aparece el crédito de cualquier otro autor comparable y de una manera, al menos, tan destacada como el crédito de otro autor comparable.</li>
      <li>
        Para evitar toda confusión, el Licenciante aclara que, cuando la obra es una composición musical:
        <ol type="i">
          <li>Regalías por interpretación y ejecución bajo licencias generales. El Licenciante se reserva el derecho exclusivo de autorizar la ejecución pública o la ejecución pública digital de la obra y de recolectar, sea individualmente o a través de una sociedad de gestión colectiva de derechos de autor y derechos conexos (por ejemplo, SAYCO), las regalías por la ejecución pública o por la ejecución pública digital de la obra (por ejemplo Webcast) licenciada bajo licencias generales, si la interpretación o ejecución de la obra está primordialmente orientada por o dirigida a la obtención de una ventaja comercial o una compensación monetaria privada.</li>
          <li>Regalías por Fonogramas. El Licenciante se reserva el derecho exclusivo de recolectar, individualmente o a través de una sociedad de gestión colectiva de derechos de autor y derechos conexos (por ejemplo, los consagrados por la SAYCO), una agencia de derechos musicales o algún agente designado, las regalías por cualquier fonograma que Usted cree a partir de la obra (“versión cover”) y distribuya, en los términos del régimen de derechos de autor, si la creación o distribución de esa versión cover está primordialmente destinada o dirigida a obtener una ventaja comercial o una compensación monetaria privada.</li>
        </ol>
      </li>
      <li>Gestión de Derechos de Autor sobre Interpretaciones y Ejecuciones Digitales (WebCasting). Para evitar toda confusión, el Licenciante aclara que, cuando la obra sea un fonograma, el Licenciante se reserva el derecho exclusivo de autorizar la ejecución pública digital de la obra (por ejemplo, webcast) y de recolectar, individualmente o a través de una sociedad de gestión colectiva de derechos de autor y derechos conexos (por ejemplo, ACINPRO), las regalías por la ejecución pública digital de la obra (por ejemplo, webcast), sujeta a las disposiciones aplicables del régimen de Derecho de Autor, si esta ejecución pública digital está primordialmente dirigida a obtener una ventaja comercial o una compensación monetaria privada.</li>
    </ol>
  </li>
  <br/>
  <li>
    Representaciones, Garantías y Limitaciones de Responsabilidad.
    <p>A MENOS QUE LAS PARTES LO ACORDARAN DE OTRA FORMA POR ESCRITO, EL LICENCIANTE OFRECE LA OBRA (EN EL ESTADO EN EL QUE SE ENCUENTRA) “TAL CUAL”, SIN BRINDAR GARANTÍAS DE CLASE ALGUNA RESPECTO DE LA OBRA, YA SEA EXPRESA, IMPLÍCITA, LEGAL O CUALQUIERA OTRA, INCLUYENDO, SIN LIMITARSE A ELLAS, GARANTÍAS DE TITULARIDAD, COMERCIABILIDAD, ADAPTABILIDAD O ADECUACIÓN A PROPÓSITO DETERMINADO, AUSENCIA DE INFRACCIÓN, DE AUSENCIA DE DEFECTOS LATENTES O DE OTRO TIPO, O LA PRESENCIA O AUSENCIA DE ERRORES, SEAN O NO DESCUBRIBLES (PUEDAN O NO SER ESTOS DESCUBIERTOS). ALGUNAS JURISDICCIONES NO PERMITEN LA EXCLUSIÓN DE GARANTÍAS IMPLÍCITAS, EN CUYO CASO ESTA EXCLUSIÓN PUEDE NO APLICARSE A USTED.</p>
  </li>
  <br/>
  <li>
    Limitación de responsabilidad.
    <p>A MENOS QUE LO EXIJA EXPRESAMENTE LA LEY APLICABLE, EL LICENCIANTE NO SERÁ RESPONSABLE ANTE USTED POR DAÑO ALGUNO, SEA POR RESPONSABILIDAD EXTRACONTRACTUAL, PRECONTRACTUAL O CONTRACTUAL, OBJETIVA O SUBJETIVA, SE TRATE DE DAÑOS MORALES O PATRIMONIALES, DIRECTOS O INDIRECTOS, PREVISTOS O IMPREVISTOS PRODUCIDOS POR EL USO DE ESTA LICENCIA O DE LA OBRA, AUN CUANDO EL LICENCIANTE HAYA SIDO ADVERTIDO DE LA POSIBILIDAD DE DICHOS DAÑOS. ALGUNAS LEYES NO PERMITEN LA EXCLUSIÓN DE CIERTA RESPONSABILIDAD, EN CUYO CASO ESTA EXCLUSIÓN PUEDE NO APLICARSE A USTED.</p>
  </li>
  <br/>
  <li>
    Término.
    <ol type="a">
      <li>Esta Licencia y los derechos otorgados en virtud de ella terminarán automáticamente si Usted infringe alguna condición establecida en ella. Sin embargo, los individuos o entidades que han recibido Obras Derivadas o Colectivas de Usted de conformidad con esta Licencia, no verán terminadas sus licencias, siempre que estos individuos o entidades sigan cumpliendo íntegramente las condiciones de estas licencias. Las Secciones 1, 2, 5, 6, 7, y 8 subsistirán a cualquier terminación de esta Licencia.</li>
      <li>Sujeta a las condiciones y términos anteriores, la licencia otorgada aquí es perpetua (durante el período de vigencia de los derechos de autor de la obra). No obstante lo anterior, el Licenciante se reserva el derecho a publicar y/o estrenar la Obra bajo condiciones de licencia diferentes o a dejar de distribuirla en los términos de esta Licencia en cualquier momento; en el entendido, sin embargo, que esa elección no servirá para revocar esta licencia o que deba ser otorgada , bajo los términos de esta licencia), y esta licencia continuará en pleno vigor y efecto a menos que sea terminada como se expresa atrás. La Licencia revocada continuará siendo plenamente vigente y efectiva si no se le da término en las condiciones indicadas anteriormente.</li>
    </ol>
  </li>
  <br/>
  <li>
    Varios.
    <ol type="a">
      <li>Cada vez que Usted distribuya o ponga a disposición pública la Obra o una Obra Colectiva, el Licenciante ofrecerá al destinatario una licencia en los mismos términos y condiciones que la licencia otorgada a Usted bajo esta Licencia.</li>
      <li>Si alguna disposición de esta Licencia resulta invalidada o no exigible, según la legislación vigente, esto no afectará ni la validez ni la aplicabilidad del resto de condiciones de esta Licencia y, sin acción adicional por parte de los sujetos de este acuerdo, aquélla se entenderá reformada lo mínimo necesario para hacer que dicha disposición sea válida y exigible.</li>
      <li>Ningún término o disposición de esta Licencia se estimará renunciada y ninguna violación de ella será consentida a menos que esa renuncia o consentimiento sea otorgado por escrito y firmado por la parte que renuncie o consienta.</li>
      <li>Esta Licencia refleja el acuerdo pleno entre las partes respecto a la Obra aquí licenciada. No hay arreglos, acuerdos o declaraciones respecto a la Obra que no estén especificados en este documento. El Licenciante no se verá limitado por ninguna disposición adicional que pueda surgir en alguna comunicación emanada de Usted. Esta Licencia no puede ser modificada sin el consentimiento mutuo por escrito del Licenciante y Usted.</li>
    </ol>
  </li>
  <br/>
</ol>
 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