A disponibilidade de energia a preços competitivos é fundamental para a competitividade dos produtos da indústria nacional, que está imersa num ambiente concorrencial interno e externo. Essa indústria tem inserção maciça no cotidiano de toda sociedade, contribuindo decisivamente para o bom andamento da economia brasileira. O Modelo Setorial permite a um grande consumidor optar pela contratação de energia de forma regulada ou livre, pelo que a análise da melhor estratégia de contratação torna-se fundamental. No presente trabalho, é realizado o mapeamento da composição dos preços praticados no Ambiente de Contratação Livre (ACL) e Ambiente de Contratação Regulado (ACR). As regras são definidas através da análise da legislação setorial e do comportamento observado dos agentes de mercado. Após essa etapa, são realizadas simulações, partindo de premissas macroeconômicas e setoriais, que fornecem projeções de preços para ambos os ambientes e, por fim, realizadas comparações entre as diversas estratégias de contratação. / The availability of electrical energy at competitive prices is of fundamental importance for the competitiveness of products in each industry field, considering the strong competition in internal and external markets. The industry production plays an important role in society everyday life, contributing decisively to the smooth running of the Brazilian economy. Taking into account this perspective, the Brazilian electrical sector institutional model allows a big consumer to have the option to satisfy his energy needs in the regulated or free market. Therefore, the analysis of the best contracting strategy becomes crucial. In this work, the energy pricing in Regulated Contracting Market (ACR) and in the Free Contracting Market (ACL) is deeply analyzed. The rules are defined through the analysis of the electrical sector legislation and the observed behavior of market players. After this stage, simulations are performed considering sector and macroeconomic assumptions, which provide spot prices forecast and long term energy prices forecast for both environments and, finally, comparisons between the different contracting strategies are established.

A disponibilidade de energia a preços competitivos é fundamental para a competitividade dos produtos da indústria nacional, que está imersa num ambiente concorrencial interno e externo. Essa indústria tem inserção maciça no cotidiano de toda sociedade, contribuindo decisivamente para o bom andamento da economia brasileira. O Modelo Setorial permite a um grande consumidor optar pela contratação de energia de forma regulada ou livre, pelo que a análise da melhor estratégia de contratação torna-se fundamental. No presente trabalho, é realizado o mapeamento da composição dos preços praticados no Ambiente de Contratação Livre (ACL) e Ambiente de Contratação Regulado (ACR). As regras são definidas através da análise da legislação setorial e do comportamento observado dos agentes de mercado. Após essa etapa, são realizadas simulações, partindo de premissas macroeconômicas e setoriais, que fornecem projeções de preços para ambos os ambientes e, por fim, realizadas comparações entre as diversas estratégias de contratação. / The availability of electrical energy at competitive prices is of fundamental importance for the competitiveness of products in each industry field, considering the strong competition in internal and external markets. The industry production plays an important role in society everyday life, contributing decisively to the smooth running of the Brazilian economy. Taking into account this perspective, the Brazilian electrical sector institutional model allows a big consumer to have the option to satisfy his energy needs in the regulated or free market. Therefore, the analysis of the best contracting strategy becomes crucial. In this work, the energy pricing in Regulated Contracting Market (ACR) and in the Free Contracting Market (ACL) is deeply analyzed. The rules are defined through the analysis of the electrical sector legislation and the observed behavior of market players. After this stage, simulations are performed considering sector and macroeconomic assumptions, which provide spot prices forecast and long term energy prices forecast for both environments and, finally, comparisons between the different contracting strategies are established.

半導體及光電產業快速發展，已成為台灣賴以與國際競爭之兩大經濟產業，為維持台灣既有之製造優勢及實力，並加強設計創新能力，政府擬定「新世紀兩兆雙星產業發展計畫」，明確勾勒出我國對於半導體及平面顯示器兩大產業之發展方向。邁入二十一世紀，新興國家快速崛起，台灣產業發展面臨強大的競爭，尤其在中國大陸，各廠為維持既有的競爭優勢及提昇市場佔有率，唯有加速持續投資建廠，一則創造規模經濟以降低生產成本，另一方面更以領先技術築高競爭者之進入障礙。 近年來，國內各大廠積極建置規劃12吋晶圓廠及TFT-LCD八代廠，由於均屬於高資本之投資，擬定發包策略，故強化採購人員的談判技巧及遴選合適的承攬廠商，以最短的時間及最少的預算來完成建廠，將成為建廠業者主要的政策。 本研究乃在探究哪些關鍵因素足以影響建廠廠商之採購發包策略，再以工程承攬商的觀點提出應對，發展出本身之承攬策略。由於有關建廠發包策略之相關文獻不多，故本研究主要採實地專家訪談，訪談半導體廠及TFT-LCD廠廠務及採購主管對於建廠採購發包之看法，配合文獻所提之各要點發展問卷，透過問卷了解高階主管、廠務人員及採購人員對發包有何不同觀點，同時面對不同之發包型態與關鍵影響因素，利用層級分析法（Analytical Hierarchy Process；AHP），發展適用於不同類型採購發包決策人員之各構面及次準則指標之權重，並與其他相關研究做比較，探討差異所在及原因，綜合研究建廠廠商高階主管、廠務人員及採購人員對於新建廠務系統發包之需求，進而擬定出承攬商因應之承攬策略，以提供決策者進行執行決策之參考。 關鍵字：半導體產業、光電產業、工程承攬、發包策略、承攬策略 / As the developments in semiconductor and opto-electronic industries grow rapidly, they have become two major economic industries of Taiwan to compete globally. In order to keep Taiwan’s exiting advantages in manufacturing and its strength and also to improve its design and innovation abilities, Taiwan government has proposed “The New Century Two Trillions Double Stars Industries Development Plan” and the plan has clearly outlined the development directions for both semiconductor and flat panel display industries in Taiwan. While stepping into 21st century, the developments in Taiwan industries have faced enormous competition due to the sharp rising of emerging countries, China especially. For maintaining its competition advantages and upgrading its market shares, every enterprise only has to accelerate on making investments to the plant construction. By doing so, it aims to create economic scale to lower the product costs and it also aims to increase the entry barriers for competitors through its leading advanced technologies. In recent years, major enterprises in Taiwan have aggressively engaging in 12” fab construction and TFT-LCD 8th generation plant construction planning. Since both are the investments required high capital, the enhancement in procurement professionals’ negotiation skills and the selections of qualified contractors, the drawing up for the contracting strategies and the completion of the plant construction within shortest time with minimum budget are the major policies for the enterprises of the plant construction. This paper aims at probing into what are the key factors that will have influence on the procurement and contracting strategies made by the enterprises of the plant construction and followed by responding proposals provided from the contractors’ of the plant construction points of view and also the developments of the contracting strategies made by them. Since there are not many researches about the topic on the contracting strategies of the plant construction, the study is mainly from live interviews with experts and through interviews with facility managers and procurement mangers of semiconductor and TFT-LCD plants to understand their points of views on the procurement and contracting strategies of the plant construction. In addition, also matching up with major points in bibliographies, the questionnaire has been developed and the questionnaire survey has revealed various points of views about contracting from top management, facility professionals and procurement professionals and the key influential factors when facing different types of contracting meanwhile. By using Analytical Hierarchy Process, it has applied on every aspect and the percentages of the secondary indexes for the decision makers’ of different types of procurement and contracting and the results have also been compared with other related researches in order to figure out the differences and their causes. Combined with the study on the demand from top management, facility professionals and procurement professionals of the enterprises of the plant construction for the contracting of new plant construction systems, the contractors’ can draw up the responding contracting strategies and provide them to decision makers as the reference whiling they are making judgments. Key words: Semiconductor industries, Opto-electronic industries, Contracting work, Procurement strategies, Contracting strategies.

[pt] À medida que o mundo enfrenta a urgente questão das mudanças climáticas, a energia eólica se destaca como uma fonte crítica de energia limpa. No entanto, realizar seu pleno potencial depende da otimização dos layouts de parques eólicos, especialmente à luz do complexo efeito de esteira. Esta dissertação adentra na Otimização de Layout de Parques Eólicos (WFLO, na sigla em inglês) usando o Modelo de Efeito de Esteira de Bastankhah. O escopo deste estudo vai além do design de layout; abrange a intrincada tarefa de mitigar o impacto do efeito de esteira, juntamente com a busca por uma estratégia de negociação com aversão ao risco e maximização de valor. Para contabilizar a aversão ao risco, uma combinação entre o Valor Esperado e os funcionais de medida de risco baseados no quantil esquerdo, a medida de Valor em Risco Condicional (CVaR). Para apoiar esta pesquisa, um pacote de código aberto OptimalLayout.jl foi desenvolvido. Este pacote co-otimiza o posicionamento das turbinas eólicas para mitigar o impacto do efeito de esteira e a estratégia de contratação de um agente/gerador avesso ao risco. Através de uma série de estudos de casos práticos em diversos ambientes dinâmicos, esta pesquisa ilustra a aplicabilidade do WFLO no mundo real. Estas investigações examinam detalhadamente a sua influência na produção de energia e na dinâmica das receitas, oferecendo informações valiosas sobre soluções energéticas sustentáveis. / [en] As the world confronts the pressing issue of climate change, wind power stands out as a critical source of clean energy. However, realizing its full potential relies on the optimization of wind farm layouts, particularly in light of the complex wake effect. This dissertation delves into Wind Farm Layout Optimization (WFLO) using the Bastankhah Wake Model. The scope of this study goes beyond layout design; it encompasses the intricate task of mitigating the wake effect s impact along with the seek for a risk-averse-value maximizing trading strategy. To account for risk-averseness, a combination between Expected Value and the left-side-quantile-based risk-measure functionals, the Conditional Value-at-Risk (CVaR) measure. To support this research, an opensource package OptimalLayout.jl was developed. This package co-optimizes the positioning of wind turbines to mitigate wake effect impact,and the contracting strategy of a Risk-Averse agent/generator. Through a series of practical case studies across diverse dynamic environments, this research illustrates the real-world applicability of WFLO. These investigations intricately examine its influence on power production and revenue dynamics, offering valuable insights into sustainable energy solutions.

Abstract in English with Afrikaans and SeTswana translation / Evidence from relevant literature indicates that abandoned and failed projects have become prevalent in the Botswana context. Poor stakeholder management has been identified as a salient contributor to this challenge. To this end, various stakeholder management (SM) frameworks, models and methodologies have been developed. Nevertheless, the increasing incidence of project failure and abandonment in the Botswana construction industry indicates significant underperformance of these SM methodologies. A cursory appraisal of SM models highlights the linearity of the stakeholder relationship management (SRM) curve, i.e. between the client, consultants and contractors, with SRM responsibilities being domiciled with the client or their representative in most cases. Also, the dynamics associated with changes in stakeholder attributes during project delivery are not catered for by extant SM and relationship management models. In addition, extant SM models focus on the relationship between the project stakeholders on the one hand and the external stakeholders on the other, and others cater for project stakeholders alone. This implies that the models currently deployed for SM in the Botswana construction context remain defective. Contracting organisations (contractors) have been blamed for their inability to manage relationships with projects and external stakeholders during project delivery. Yet, these entities are not at the epicentre of SRM on construction projects. This study provides answers to the gaps highlighted. As its central objective, this study set out to develop and validate a contractor-driven stakeholder relationship management framework (CSRMF) for the Botswana construction industry. The emergent framework which leverages on the attributes of the customer relationship model (CRM) overcomes the shortcomings mentioned previously. An interpretivist philosophical paradigm was adopted in this qualitative case study research study based on pre-determined case selection criteria. Owing to the need to attain analytic generalisation through adherence to replication logic, a multi-case study research design was utilised. Six contractor organisations categorised according to scale and operating within Gaborone were selected. The unit of analysis centred on the relationship between the contracting organisations and other project stakeholders on selected projects being procured and delivered under a diverse range of contracting strategies. Data was collected through a sequential multi-method approach in which semi-structured interviews were conducted with project managers representing these construction contracting organisations on the selected projects. To enable replication, care was taken to select two contracting organisations per level – large, medium and small according to prevalent grades. Samples across the different sizes of the contractors allowed for better generalisability. Relevant projects and organisational documents were reviewed. Furthermore, data from the various stages was analysed using the qualitative content analysis technique. The findings of the study show that most of the contractors in Botswana related to their project stakeholders without a model or framework when handling relationship management with project stakeholders. These findings are a reflection of the small, medium and large construction contractors in the Botswana construction industry. There was further indication that the small, medium and large contractors had a way of managing stakeholder relationships and resolving conflicts, and thus the level of experience and knowledge within the contracting firm had a significant influence on how they managed their project stakeholder relationships in the course of project procurement and delivery. In addition, the study findings demonstrate that the nature of contracting strategy had a significant influence on how various categories of contractors related to their stakeholders on construction projects. The traditional method was found to be the main procurement strategy used in the Botswana construction industry, and this approach was fairly rigid to implement effective contractor-driven stakeholder relationship management. Other procurement strategies, such as design-and-build, and construction management are used in Botswana with their positive and negative impacts on contractors’ capability to manage their project stakeholder relationships and related matters effectively. Further evaluation of the findings led to the identification of key success factors for CSRMF development to foster effective contractor-stakeholder relationship management. These key success factors are effective communication, collaboration, engagement and cooperation among clients and contractors and consultants’ commitment; employee (stakeholder) engagement and satisfaction and capacity building; in-depth understanding of all project stakeholders and their importance and influence; and strategies to manage their relationship effectively in the course of project design, procurement and delivery. Based on the evaluation of formulated propositions and analysis of empirical data and results tested in this study, the findings also support the following analytical generalisations: the construction contracting organisations in Botswana do not have any SRM frameworks in place for engaging with stakeholders in their different projects; contractors in Botswana recognise the need to do better in managing their project stakeholder relationships; and there is an apparent gap in technical skills and limited ability of contractors to manage relationships with project stakeholders. Premised on the findings, a contractor-driven stakeholder relationship management framework was developed. The CSRMF was validated by two focus groups, namely sampled project managers from the semi-structured interviews, and relevant professionals and other academics in the industry. The validation was done to assess the relevance of the CSRMF in their management of relations. The CSRMF will provide guidance for bridging the gaps identified. It will be adopted and utilised by contractors to achieve efficiencies in the management of relationships with stakeholders, thus saving time and costs and securing improved quality and, most of all, client satisfaction. / Volgens die literatuur misluk die meeste projekte in Botswana. Swak bestuur deur die belanghebbendes in die projekte is die hoofrede hiervoor. Talle raamwerke, modelle en metodologieë gemik op doeltreffende bestuur van belanghebbendes (BB) is as oplossing vir hierdie probleem voorgestel. Dat al hierdie BB-metodologieë egter gebrekkig is, blyk uit ʼn toename in die aantal mislukte projekte in die konstruksiebedryf wat laat vaar is. ʼn Oppervlakkige ondersoek van die BB-modelle het aan die lig gebring dat die belanghebbendeverhoudingsbestuur- (BVB) kromme afgeplat is. Hierdie kromme gee ʼn aanduiding van die verhouding tussen die kliënt, konsultante en kontrakteurs. Belanghebbendeverhoudingsbestuur berus meestal by kliënte of hulle verteenwoordigers. Die bestaande BB- en verhoudingsbestuurmodelle maak geensins vir veranderinge in die eienskappe van belanghebbendes tydens die lewering van ʼn projek voorsiening nie. Hierbenewens fokus sommige BB-modelle op die verhouding tussen eksterne belanghebbendes en projekbelanghebbendes, en party slegs op projekbelanghebbendes. Om hierdie rede is die modelle wat tans in Botswana se konstruksiebedryf toegepas word, ontoereikend. Kontrakteurorganisasies word dikwels daarvan beskuldig dat hulle nie tydens die lewering van ʼn projek in staat is om hulle verhouding tussen eksterne en projekbelanghebbendes te bestuur nie. Hierdie groepe staan egter nie in die brandpunt van konstruksieprojekte se BVB nie. Hierdie studie poog om oplossings te bied vir die tekortkomings wat aangetoon is. Die oogmerk is ʼn raamwerk vir kontrakteurgedrewe belanghebbendeverhoudingsbestuur (RKBVB) vir die konstruksiebedryf in Botswana. Hierdie raamwerk steun op die kliënteverhoudingsmodel (KVM) om die gemelde tekortkomings te verbeter. Hierdie kwalitatiewe gevallestudie berus op vooraf vasgestelde kriteria vir die keuse van gevalle. Daarby word ʼn interpretatiewe filosofiese paradigma in hierdie studie gevolg. Aangesien analitiese veralgemening volgens die eise van replikasielogika die doelwit was, behels die navorsingsontwerp veelvuldige gevallestudies. Ses kontrakteurorganisasies in Gaborone wat volgens ʼn skaal gekategoriseer is, is gekies. Die verhouding tussen hierdie kontrakteurorganisasies en die belanghebbendes in projekte wat volgens ʼn verskeidenheid kontrakstrategieë verkry en gelewer is, was die ontledingseenheid. Data is volgens ʼn sekwensiële multimetodebenadering ingewin, en halfgestruktureerde onderhoude is met die projekbestuurders van hierdie ix konstruksiemaatskappye gevoer. Om replisering te vergemaklik, is twee kontrakteurorganisasies volgens hulle vlak – groot, middelslag en klein en graad gekies. Die onderskeid op grond die grootte van die kontrakteurs het tot veralgemening meegehelp. Insae is in die projek- en maatskappydokumente verkry. Die data wat in elke stadium ingewin is, is volgens die kwalitatiewe tegniek ontleed. Op grond van die bevindings het die meeste kontrakteurs sonder enige model of raamwerk hulle verhouding met die projekbelanghebbendes bestuur. Hulle verteenwoordig alle klein, middelslag en groot konstruksiekontrakteurs in Botswana. Die gebrek aan kennis en ervaring in die bestuur van hulle verhouding met belanghebbendes en die beslegting van geskille in die verkryging en lewering van projekte was ooglopend. Daar is voorts bevind dat die aard van die kontraktuele strategie ʼn beduidende invloed gehad het op hoe die onderskeie kategorieë van kontrakteurs verhoudings met die belanghebbendes in konstruksieprojekte aanknoop. Verder is bevind dat die konstruksiebedryf tradisionele verkrygingstrategie meestal volg. Hierdie strategie is taamlik rigied en bevorder nie juis kontrakteurgedrewe belanghebbendeverhoudingsbestuur nie. Ander verkrygingstrategieë, soos die ontwerp-en-boustrategie, en konstruksiebestuur word in Botswana toegepas, en kan kontrakteurs se vermoë om hulle verhouding met die belanghebbendes in projekte en aanverwantesake doeltreffend te bestuur, enersyds bevorder en andersyds belemmer. Verskeie suksesfaktore vir kontakteur-belanghebberverhoudingsbestuur (KBVB) is op grond van die bevindings onderskei, te wete effektiewe kommunikasie, medewerking, betrokkenheid en samewerking tussen kliënte en kontrakteurs asook konsultante se verbintenis; werknemer (belanghebbendes) se betrokkenheid, bevrediging en kapasiteitsbou; ʼn grondige begrip van alle belanghebbendes in ʼn projek en van hulle belang en invloed; en strategieë om verhoudings effektief in die ontwerp, verkryging en lewering van ʼn projek effektief te bestuur. Die bevindings, wat op die beoordeling van die geformuleerde voorstelle en ʼn ontleding van die empiriese data berus, het tot die volgende analitiese veralgemenings gelei: konstruksiemaatskappye in Botswana het geen BVB-raamwerk waarvolgens hulle met belanghebbers in projekte omgaan nie; hulle besef dat hulle hul verhouding met belanghebbendes in projekte beter behoort te bestuur; en kontrakteurs beskik blykbaar nie oor die tegniese vaardighede en vermoëns om hulle verhouding met belanghebbendes in projekte te bestuur nie. x ʼn Raamwerk vir kontrakteurgedrewe belanghebberverhoudingsbestuur (RKBVB) is op grond van die bevindings ontwikkel. Die RKBVB is deur twee fokusgroepe gevalideer, naamlik projekbestuurders enersyds en beroepslui en akademici in die bedryf andersyds, ten einde die relevansie van die RKBVB te toets. Die raamwerk help kontrakteurs om die genoemde probleme op te los. Aangesien dit kontrakteurs sal help om hulle verhouding met belanghebbendes doeltreffend te bestuur, sal dit nie alleen tyd en geld spaar nie, maar ook die gehalte van hulle werk en bowenal kliënttevredenheid verbeter. / Bosupi go tswa mo dikwalong tse di maleba bo supa gore diporojeke tse di phuagantsweng le tse di padileng di dintsi kwa Botswana. Go supilwe botsamaisi jo bo bokoa jwa baamegi jaaka setshwaedi se segolo mo kgwetlhong eno. Ka ntlha ya seno, go tlhamilwe matlhomeso a le mmalwa a botsamaisi jwa baamegi (SM), dikao le mekgwa. Le fa go le jalo, koketsego ya ditiragalo tsa go pala le go phuaganngwa ga diporojeke mo indasetering ya kago kwa Botswana e supa tiragatso e e bokowa thata ya mekgwa eno ya SM. Tshekatsheko ya ka bonako ya dikao tsa SM e bontsha tatelano ya segoro sa botsamaisi jwa dikamano le baamegi (SRM), k.g.r. magareng ga modirelwa, baemedi le bakonteraka, mme maikarabelo a SRM a patagantswe le badirelwa gongwe baemedi ba bona mo mabakeng a le mantsi. Gape dintlha tse di amanang le diphetogo mo diponagalong tsa baamegi mo tsamaong ya tlamelo ya porojeke ga di a akarediwa mo dikaong tsa ga jaana tsa SM le botsamaisi jwa dikamano. Go tlalaletsa foo, dikao tsa ga jaana tsa SM di totile dikamano magareng ga baamegi ba diporojeke ka fa letsogong je lengwe, le baamegi ba kwa ntle ka fa go je lengwe, mme tse dingwe di lebelela baamegi ba diporojeke fela. Seno se kaya gore dikao tse di dirisiwang ga jaana mo dikonterakeng tsa Botswana ga di a siama. Ditlamo tsa kago (bakonteraka) di latofalediwa go palelwa ke go tsamaisa dikamano tsa diporojeke le baamegi ba kwa ntle ka nako ya tsamaiso ya diporojeke. Fela, ditheo tseo ga di mo mookong wa SRM mo diporojekeng tsa kago. Thutopatlisiso e neela dikarabo tsa ditlhaelo tse di supilweng. Maikaelelomagolo a thutopatlisiso e ne e le go tlhamela le go tlhomamisetsa indaseteri ya kago ya Botswana letlhomeso la botsamaisi jwa dikamano tsa baamegi (CSRMF) le le tsamaisiwang ke mokonteraka. Letlhomeso le le tlhagelelang le le dirisang diponagalo tsa sekao sa dikamano tsa badirisi (CRM) le fenya ditlhaelo tse di kailweng fa pejana. Go dirisitswe mokgwa wa filosofi o o ikaegileng ka go ranola le go tlhaloganya mo thutopatlisisong eno e e lebelelang mabaka mme go dirisitswe mokgwa wa go tlhopha dikgetse o o sweditsweng pele. Ka ntlha ya botlhokwa jwa go lebelela gore a diphitlhelelo tsa tshekatsheko di ka fetisega ka go obamela ntlha ya ntsifatso, go dirisitswe thadiso ya thutopatlisiso ya dikgetsidintsi. Go tlhophilwe ditheo di le thataro tsa dikonteraka tse di arogantsweng go ya ka seelo mme di dira kwa Gaborone. Tokololo e ne e ikaegile ka dikamano magareng ga ditheo tsa kago le baamegi ba bangwe ba diporojeke mo diporojekeng tse di tlhophilweng tse di rebotsweng le go xii diragadiwa ka ditogamaano tse di farologaneng tsa kago. Go kokoantswe data ka molebo wa mekgwamentsi o o dirang ka tatelano moo go dirilweng dipotsolotso tse di batlileng di rulagane le batsamaisi ba diporojeke ba ba neng ba emetse ditheo tseno tsa kago mo diporojekeng tse di tlhophilweng. Go kgontsha ntsifatso, go etswe tlhhoko gore go tlhophiwa ditheo tse pedi tsa kago mo legatong lengwe le lengwe – le legolo, le le magareng le le lennye go ya ka dikaroganyo tse di gona. Go dirisa disampole go ralala dikonteraka tsa bogolo jo bo farologaneng go dirile gore go akaretsa go nne botoka. Go sekasekilwe diporojeke le dikwalo tse di maleba tsa ditheo Mo godimo ga moo, go lokolotswe go tswa mo dateng ya magato a a farologaneng go dirisiwa thekeniki ya go lokolola diteng go lebeletswe mabaka. Diphitlhelelo tsa thutopatlisiso di bontsha gore bontsi jwa dikonteraka mo Botswana bo amana le baamegi ba diporojeke kwa ntle ga sekao gongwe letlhomeso fa bo tsamaisa dikamano le baamegi. Diphitlhelelo tseno di bontsha dikonteraka tse dinnye, tse dimagareng le tse dikgolo mo indasetering ya kago ya Botswana. Gape go na le sesupo se sengwe sa gore dikonteraka tse dinnye, tse dimagareng le tse dikgolo di na le tsela ya go tsamaisa dikamano le baamegi le go rarabolola dikgotlhang, mme ka jalo seelo sa maitemogelo le kitso mo difemeng tsa kago se na le tlhotlheletso mo go reng di tsamaisa jang dikamano tsa tsona le baamegi ba diporojeke mo tsamaong ya theko le tiragatso ya porojeke. Go tlaleletsa, diphitlhelelo tsa thutopatlisiso di bontsha gore mofuta wa togamaano ya konteraka o na le tlhotlheletso e e bonalang mo go reng dikarolo tsa dikonteraka di amanang jang le baamegi ba tsona mo diporojekeng tsa kago. Mokgwa wa tlwaelo o fitlhetswe e le togamaano e kgolo ya theko e e dirisiwang mo indasetering ya kago ya Botswana, mme mokgwa ono o tsepame thata go ka diragatsa botsamaisi jo bo nonofileng jwa kamano ya baamegi e e tsamaisiwang ke mokonteraka. Go dirisiwa ditogamaano tse dingwe tsa go reka di tshwana le thadisa-o-age, le botsamaisi jwa kago mo Botswana ka ditlamorago tsa tsona tse di siameng le tse di sa siamang mo bokgoning jo bo nonofileng jwa mokonteraka go tsamaisa dikamano tsa gagwe tsa baamegi ba porojeke le dintlha tse dingwe tse di amanang. Tshekatsheko e nngwe ya diphitlhelelo e lebisitse kwa go supiweng ga dintlha tsa botlhokwa tsa katlego tsa go tlhamiwa ga CSRMF gore go nne le botsamaisi jo bo bokgoni jwa kamano ya mokonteraka le baamegi. Dintlha tseno tsa botlhokwa tsa katlego ke tlhaeletsano e e bokgoni, tirisanommogo, therisano le tirisano magareng ga badirelwa le bakonteraka mmogo xiii le maitlamo a moemedi; therisano le badiri (baamegi) le kgotsofalo mmogo le katiso; go tlhaloganya go go boteng ga baamegi botlhe ba porojeke mmogo le botlhokwa le tlhotlheletso ya bona; le ditogamaano tsa go tsamaisa dikamano ka bokgoni mo tsamaong ya thadiso ya porojeke, theko le tiragatso. Go ikaegilwe ka tshekatsheko ya ditshitshinyo tse di dirilweng le tokololo ya data ya maitemogelo le dipholo tse di tlhatlhobilweng mo thutopatlisisong eno, diphitlhelelo di tshegetsa dikakaretso tse di latelang: ditheo tsa dikonteraka kwa Botswana ga di na matlhomeso ape a SRM go rerisana le baamegi mo diporojekeng tse di farologaneng; bakonteraka ba Botswana ba lemoga tlhokego ya go dira botoka go tsamaisa dikamano tsa bona le baamegi ba diporojeke; mme go na le phatlha e e bonalang ya bokgoni jwa setegeniki le bokgoni jo bo lekanyediitsweng jwa bakonteraka go tsamaisa dikamano tsa bona le baamegi ba diporojeke. Go ikaegilwe ka diphitlhelelo, go tlhamilwe letlhomeso la botsamaisi jwa dikamano tsa baamegi tse di tsamaisiwang ke mokonteraka. Letlhomeso (CSRMF) le tlhomamisitswe ke ditlhopha tse pedi tse go buisanweng natso, e leng, batsamaisi ba diporojeke ba ba neng ba le mo sampoleng go tswa mo dipotsolotsong tse di batlileng di rulagane, le baporofešenale ba ba maleba mmogo le barutegi ba bangwe mo indasetering. Tlhomamiso e ne e direlwa go sekaseka bomaleba jwa CSRMF mo tsamaisong ya dikamano. Letlhomeso (CSRMF) le tlaa tlamela ka kaedi ya go fokotsa phatlha e e supilweng. Le tlaa amogelwa le go dirisiwa ke bakonteraka go fitlhelela dinonofo mo tsamaisong ya dikamano le baamegi, mme ka go rialo ba boloka nako le ditshenyegelo le go netefatsa boleng jo bo tokafetseng le, go feta tsotlhe, kgotsofalo ya badirelwa. / Business Management / D. B. L.