Impactos da sofisticação logística de empresas industriais nas motivações para terceirização

Abstract

O objetivo desta pesquisa é avaliar o impacto das diferentes dimensões de sofisticação da organização logística das empresas brasileiras do setor industrial, nas motivações para a terceirização de atividades logísticas. Para isto, foram definidas e operacionalizadas, com base em revisão de literatura, variáveis relacionadas à sofisticação da organização logística e aos principais motivos relacionados à decisão de terceirização. Foram enviados questionários para 218 empresas do setor industrial, listadas no Ranking da Revista Exame. A partir dos 93 questionários recebidos, foi possível identificar dois grupos distintos de empresas e suas diferentes motivações para a terceirização: (1) empresas com maiores níveis de formalização organizacional e baixos níveis de adoção de tecnologias de informação; e (2) empresas com menores níveis de formalização organizacional e adoção intensiva de tecnologias de informação. Os resultados são discutidos sob o prisma de oportunidades para um posicionamento mais adequado dos prestadores de serviço logístico, na oferta de seus serviços a estes dois grupos de empresas.

A system dynamics approach to logistics outsourcing policies and decisions

“…There are many important studies that describe outsourcing (Vernalha & Pires, 2005;Paiva & Souza, 2012) or logistics outsourcing processes (costs, causes, failures, decision-making, attributes, etc.) (Wanke, 2004;Bandeira et al, 2012;Maloni & Carter, 2006) Besanko et al (2000) describe how many companies consider outsourcing their manufacturing, transportation and warehousing activities because they believe that their partners are more efficient than they are and are in a position to contribute to the needs of several companies to achieve economies of scope and scale and to develop a level of service competence to reduce their transaction and switching costs.…”

“…The activities performed in this process are highly complex because several functional areas must be involved and internal and external factors must be considered (Wanke, 2004). In addition, the timing of the processes, such as the evaluation, planning and implementation periods; the transaction costs (Williamson, 1985); and the switching costs (Klemperer, 1987) must be considered.…”

“…Internal factors, such as delays in the outsourcing evaluation process and decision-making, may also influence the end results. According to McCray & Clark Junior (1999) and Wanke (2004), exposing the relations between internal and external factors, regardless of their controllability, is essential for modeling the logistics outsourcing process. The inclusion of internal and external factors in a system dynamics model encourages considering the system as the cause and the effect of its own behavior.…”

Alignment Between the Supply, Manufacturing and Distribution Strategies and the Business Strategy

“…Supply-related decisions are still eminently operational in a large number of companies. With the emergence of the supply chain management approach, there was a change of focus in relation to supply activities, which became a strategic area of business performance (Lee, Kwon & Severance, 2007;tan, Kannan & Handfield, 1998;Vaart & Van Donk, 2006 The Distribution Strategy the distribution strategy involves a number of decisions which are intended to determine how the company will serve the market and customers with its products and services (Pagh & Cooper, 1998;Stock & Lambert, 2001;Wanke, 2004 Strategic alignment became a focus of study when it was found that companies in which the organizational structures were suitably adjusted to the business strategy performed better than others (Chandler, 1962;Rumelt, 1974). Since then, specific studies have been carried out on the alignment of resources and internal processes with business strategy and competitive advantage (Croteau & Bergeron, 2001;Decoene & Bruggeman, 2006;Defee & Stank, 2005;Edelman, Brush & Manolova, 2005;Scherpereel, 2006;Sussland, 2003;Venkatraman, 1989).…”

Diferenciação Para Prestadores De Serviço Logístico (Psl): Uma Análise Sobre Fatores Operacionais

“…O Prestador de Serviços Logísticos (PSL) não pode ser visto tão somente como uma simples terceirização ou quarteirização de serviços logísticos, mas sim, como uma relação de negócio comprometido com o negócio do cliente (SAHAY, 2003;WANKE;.…”