Custos de mudança em serviços logísticos

Abstract

Os custos relacionados às dificuldades inerentes à troca de um fornecedor para outro, também chamados de Custos de Mudança, estão presentes em todas as relações entre empresas. No entanto, o tema carece de estudos que analisem a inserção desses custos no processo de decisão de compra de compradores empresariais. O presente estudo explora o tema da troca de fornecedor nas empresas e os Custos de Mudança a ela associados, objetivando identificar a percepção dos gestores sobre os Custos de Mudança e como procuram minimizar estes custos. Uma pesquisa exploratória que coletou dados por meio de entrevistas em profundidade com compradores de serviços logísticos de indústrias químicas e petroquímicas do Estado de São Paulo foi conduzida. Os dados coletados foram analisados e interpretados segundo a técnica de análise de conteúdo. Os resultados mostram que os Custos de Mudança são de naturezas diversas, proporcionando impactos diferentes na decisão de compra. Uma parte destes custos tem caráter subjetivo, sendo, portanto, de difícil quantificação monetária. A pesquisa identificou que a percepção dos Custos de Mudança é afetada por fatores, como satisfação em relação ao serviço prestado pelo fornecedor atual e a complexidade do bem comprado. As empresas buscam evitar estes custos fazendo mudanças graduais e procurando não estabelecer cláusulas de garantias com penalidades monetárias para a quebra de contratos, a menos que existam investimentos específicos da relação em jogo.

Proximity as a key factor to narrow the relationship between supplier and its customer – a case study in the auto industry

“…Aymard e Brito (2009) confirm this consideration saying that the customer decision in relation to a given supplier can be made solely because of proximity. Bennett e Klug (2012) reinforce the concept proposing that proximity narrows the trust between the automaker and its suppliers.…”

“…Besides, the life cycle of those products can be forecast, not requiring higher time buckets and involving very low risk of production interruption due to obsolescence (PACHECO et al 2012). These principles allied to the supplier proximity improve significantly the relationship with potential customers, as a way to respond to increasing competitiveness levels resulting from the international trade integration (AYMARD; BRITO, 2009). In this context, the geographical distances and a better potential localization define a slim line between the minimum cost of a new plant and a maximum service level to the customer (BENNET; KLUG, 2009;LEE;LEE, 2011).…”

Boca a boca negativo nas mídias sociais e o comportamento do consumidor: estudo com pais de alunos de escolas particulares de Belo Horizonte

“…Because they are of different types, switching costs generate different impacts on consumer's purchase decision. Furthermore, perception of these costs is influenced by the degree of complexity of the purchased good and the degree of satisfaction with the current supplier (Aymard & Brito, 2009). found that satisfaction influences the consumer's decision to continue buying from the company, but switching costs are stronger on customer retention.…”

Benefits of Cooperation between Buyers and Providers: a study in the field of information and communications technology<br>DOI: 10.7819/rbgn.v15i47.1354

“…It is worth pointing out, however, that respondent represented a company that worked with relatively few dealers, predominantly retailers that add value, that is, had a greater selectivity in their distribution. In fact, according to the literature, a factor that could cause an imbalance of power would be the relative dependence Benefits of Cooperation between Buyers and Providers: a study in the field of information and communications technology or interdependence asymmetry between the parties (ANDERSON AND NARUS, 1990; KIM, KK ET AL., 2010;SCHEER;STEENKAMP, 1995;REVE;STERN, 1979) and a way to measure this would be dependent on the alternative options available for each piece (KIM, KK et al, 2010) and switching costs (switching costs) to replace the partner (AYMARD; BRITO, 2009;HEIDE, JOHN, 1988). Thus, if the manufacturer has many retailers making the distribution, it is less dependent on each separately, and the side of resale, if it is a multibrand retail and / or add value to the product, that depends less on specific manufacturer, as reported by one respondent: "Depending on the situation, has a balance of power in the business relationship.…”