Po Posi%on and Ins%tu%on in Brazil Dr Eliciane Maria da Silva - - PowerPoint PPT Presentation

Po Posi%on and Ins%tu%on in Brazil

Dr Eliciane Maria da Silva – Email: emmsilva@unimep.br

• Assistant Professor at the Methodist University of Piracicaba (UNIMEP) in

São Paulo, Brazil.

• PhD in ProducCon Engineering at the Engineering School of São Carlos

(EESC), University of São Paulo (USP). (2008)

• Subject of research: concepts of capabiliCes, operaConal strategy, operaCons and

business performance

• VisiCng Scholar at the University of Bath, UK. (2013-2014)
• Subject of research: supply chain risk management and miCgaCon capabiliCes
• Published in Journal Cleaner ProducCon.
• Research project funded by the Research Agency from the

State of Sao Paulo (FAPESP)

Workshop: “Indicators and Metrics for Socially Inclusive Waste Management and Resource Efficiency in Supply Chain Measuring and ReporEng to Embed Sustainability in Policy and PracEce”

Fi Findings of previous research

ArEcle 1: Jabbour, C. J. C., Silva, E. M. d., Paiva, E. L., & Santos, F. C. A. (2012). Environmental management in Brazil: Is it a completely compeCCve priority? Journal of Cleaner ProducCon, 21(1), 11-22.

Findings: Environmental management presents a prevenCve approach, focused on eco-efficiency, what potenCally do not to create a compeCCve advantage. Environmental management may influence posiCvely the four manufacturing prioriCes: cost, quality, flexibility and delivery

ArEcle 2: SILVA, EM. PAIVA EL, SQUIRE B. A triangulaCon method for development of capabiliCes: operaConal pracCces and interorganizaConal

• collaboraCon. ArCcle submi`ed to TransportaCon research part e: logisCcs and

transportaCon review (2016 – R1)

Fi Findings of previous research

Case 1: T2←T1←OEM and T1←Distributor (Chemical and AutomoEve industries)

• Supply chain prac-ces

T1←OEM: Strategic Quality management prac-ces: Lean Six Sigma; (b) Informa-on technologies prac-ces: ConCnuous replenishment program to control stocks: Vendor Managed Inventory (VMI)

• Supply chain collabora-on

T1←OEM: Deep, Narrow (a) Inter-cross func-on teams; (b) Collabora-ve communica-on; (c) Long term partnership

• Informa-on sharing and knowledge transfer: BidirecConal, Tacit and Explicit
• Opera-onal Capabili-es

Opera&onal Capabili&es of improvement in the buyer firm (OEM): T1←OEM (a) ability to improve processes conCnuously; and (b) to reduce waste and variance

Findings

OPERATIONAL PRACTICES IN SUPPLY CHAIN

Total quality management (H1a, H1b, H1c, H1d) New Product development (H2a, H2b, H2c, H2d) InformaCon Technologies (H3a, H3b, H3c, H3d)

OPERATIONAL CAPABILITIES Improvement CustomizaCon Responsiveness CooperaCon INTER-ORGANIZATIONAL COLLABORATION

(H4a, H4b, H4c, H4d) (H5a, H5b, H5c, H5d) (H6a, H6b, H6c, H6d) (H7a, H7b, H7c, H7d)

ArEcle 2: SILVA, EM. PAIVA EL, SQUIRE B. A triangulaCon method for development of capabiliCes: operaConal pracCces and interorganizaConal collaboraCon. ArCcle submi`ed to TransportaCon research part e: logisCcs and transportaCon review (2016 – R1)

Fi Findings of previous research

Findings

• OperaConal capabiliCes of improvement and responsiveness can be achieved

through quality management pracCces

• NPD pracCces have a posiCve and direct impact on four operaConal capabiliCes
• InformaCon technology pracCces have a direct and posiCve influence on

responsiveness

• ModeraCng effects of inter-organizaConal collaboraCon on the relaConship

between operaConal pracCces and capabiliCes were posiCve and significant for IT and three operaConal capabiliCes (customizaCon, responsiveness and cooperaCon)

Current proje ject

1 - “Governance of Labour and LogisCcs for Sustainability (GOLLS - Governança do Trabalho e da Logís-ca para a Sustentabilidade). supported by CAPES/NUFFIC – Project number: 052/13 The objecCve of the GOLLS project is to promote labour rights and human security along and within global value chains linking Brazil and Holland.

Av Avenues for collabora%on with colleagues in the workshop tha that t I will will lik like to explo plore

Research Proposal#1: To invesCgate the influence of power and value appropriaCon

• n strategies in sustainable supply chain management.

(1) What are the different governance mechanism that enable strategies in sustainable supply chain management? (2) How do buyers and suppliers appropriate value? (3) How do the appropriate value affect the strategies in sustainable supply chain management?

Supplier management: supplier evaluaCon, selecCon and development Strategies in Sustainable supply chain management

RISK-ORIENTED STRATEGY

• Reduce and manage risks/costs
• ReputaCon management, risk reducCon
• Regulators, press/media
• Purchasing
• Supplier evaluaCon and selecCon
• TerminaCon of supplier-buyer relaConship

in case of non-compliance OPPORTUNITY-ORIENTED STRATEGY

• Develop more sustainable pro

(life-cycle improved)

• Becoming a market leader,

fostering R&D

• Customers/consumers
• MarkeCng, R&D
• Supplier development
• Dialogue with supplier, trainin

wer Bases

iated ward: Stronger partner has the ility to reward the other when aker partner acts as expected ercion: Stronger partner has the ility to punish the other, the weaker partner does t act in desired way gal LegiEmate: Stronger partner as judiciary rights to influence

• ther party
• Mediated

pert: Strong partner has

• wledge and skills that

e targeted by the other firm ferent: Weaker partner wants idenCfied with the strong artner giEmate: Weaker partner lieves that strong partner has atural (or legal) right to exert (Seuring and Müller, 2008)

• ni & Benton, 2000; French and

n , 1959; Terpend and Ashenbaum, 2012).

Supplier management: supplier evaluaCon, selecCon and development Strategies in Sustainable supply chain management

RISK-ORIENTED STRATEGY

• Reduce and manage risks/costs
• ReputaCon management, risk reducCon
• Regulators, press/media
• Purchasing
• Supplier evaluaCon and selecCon
• TerminaCon of supplier-buyer relaConship

in case of non-compliance OPPORTUNITY-ORIENTED STRATEGY

• Develop more sustainable pro

(life-cycle improved)

• Becoming a market leader,

fostering R&D

• Customers/consumers
• MarkeCng, R&D
• Supplier development
• Dialogue with supplier, trainin

Value CreaEon and AppropriaEon in Buyer– upplier RelaEonships

Value is created within the undaries of the supplier’s portunity cost and the stomer’s willingness to pay TP) (Brandenburger Stuart, 1996).

• rganizaCons engage in

peated transacCons, firms ed to contemplate other ains, such as social results, putaCon, innovaCon, d technical capabiliCes velopment that might not sult in profitable gains in the

• rt term but rather

the long term (Lindgreen & ynstra, 2005). (Seuring and Müller, 2008)

Av Avenues for collabora%on with colleagues in the workshop tha that t I will will lik like to explo plore

Research Proposal#2

• To discuss the trade-offs between environmental and

resilient performance

(1) Which are the divergences and commitments between the environmental and resilient performance? (2) Do tradiConal and emergent compeCCve prioriCes (quality, cost, flexibility, responsiveness and robustness) support the environmental and resilient performance?

Thank you for your aCen%on!

Eliciane Maria da Silva Email: elicianems@gmail.com