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Abstract
This work focuses on the strategic management of mechanical engineering projects in Ecuador when no physical infrastructure is available, a situation that in practice is becoming increasingly common due to the high costs of maintaining facilities and the constant need to adapt to dynamic environments. The purpose was to propose and validate a model that allows projects to be carried out through external alliances, in such a way that efficiency, quality, and sustainability of results are ensured. To achieve this objective, a quantitative approach was applied with a non-experimental and cross-sectional design, using structured surveys administered to engineering professionals and SMEs in the sector. The questionnaire consisted of 20 Likert-scale questions, and the data processed in SPSS confirmed the reliability of the instrument; in addition, Spearman’s correlation determined a positive and significant relationship. Based on these results, a management model was proposed, composed of six components and seven stages, and supported by the principles of flexibility, sustainability, trust, and innovation. In conclusion, the study demonstrates that, the lack of physical infrastructure can be understood as an opportunity to rethink project management in Ecuador through the use of external alliances.
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