Medição de desempenho em cadeias de suprimentos: um estudo na indústria automobilística

Neto, Mário Sacomano; Pires, Sílvio Roberto Ignácio

doi:10.1590/s0104-530x2012000400006

Cited by 11 publications

(9 citation statements)

References 34 publications

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“…Performance measurement systems are a supporting element in the management of the supply chain of organizations, providing information to support decision-making [58].…”

Section: Performance Measurement Systems and Their Maturitymentioning

confidence: 99%

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Proposal for a Maturity Model in Sustainability in the Supply Chain

et al. 2020

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Sustainability has become a relevant element for organizations due to several motivators: companies adopt sustainability practices in need for regulatory compliance, anticipation of regulatory changes, understanding of limited natural resources, and a desire to limit expenditure associated with resource consumption and waste disposal. Thus, this article aims to identify the gaps present in maturity models, present an integrator theoretical model that considers the characteristic elements of the models present in the literature and affects the level of maturity in sustainability. The construction of the integrator theoretical model was based on the following stages: research questions; theoretical framework on Supply Chain Management; sustainability and concept of maturity model; maturity models and performance measurement systems; interpretation/analysis of research; and construction of the integrator theoretical model. The literature review was carried out in the Scopus and Web of Science databases. The main conclusions: maturity models focus on only one aspect or are excessively broad and do not include in detail the elements necessary to measure the level of maturity in sustainability. The proposed model aims to mitigate these gaps with the addition of the cross-sectional dimension, which offers an integrated and holistic view in relation to the other dimensions.

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“…Performance measurement systems are a supporting element in the management of the supply chain of organizations, providing information to support decision-making [58].…”

Section: Performance Measurement Systems and Their Maturitymentioning

confidence: 99%

“…The conceptual basis for performance measurement systems is applied to the "organizational" approach. However, there is a need for review and adequacy of this knowledge already built for the supply chain management area [58].…”

Section: Performance Measurement Systems and Their Maturitymentioning

confidence: 99%

Proposal for a Maturity Model in Sustainability in the Supply Chain

et al. 2020

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“…Regarding the investigations on the performance in supply chains, we cite a study by Greene t al. (2008), which investigated the influence of logistics processes in the SC strategy, resulting in a better performance in a global context, as well as a study by Sacomano & Pires (2012), which reported how performance measures upstream from the chain are strongly related to aspects such as quality, production, and quality of deliveries, while measures downstream from the chain have strategic and marketing character.…”

Section: Theoretical Reference and Hypothesesmentioning

confidence: 99%

RBV in a context of supply chain management

Filho

Moori

2020

Gest. Prod.

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The aim of this study was to evaluate the supply chain management (SCM), strategic management (SM), and resource-based view (RBV) as background to business performance (BP). The study, exploratory in nature, was divided into two phases, qualitative and quantitative. In the first phase, data from ten companies were collected, later processed by content analysis. In the second phase, there was a pre-test, with subsequent data collection from 125 national companies associated with technology, processed by structural equation modeling. The results indicated that SCM favors SM and that both SCM and SM benefit RBV, therefore increasing BP. However, SM does not influence BP positively. Thus, we concluded that, due to the competition in the supply chain, focal companies have adopted strategies to integrate and coordinate the processes of their sectors, such as production, purchase, sales, and logistics to meet the goals of business performance.

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“…This analysis is especially true in the during-phase disruption, while companies have to maintain their operations to fulfill customers' requirement. Nevertheless, authors (Chan, 2003;Cho et al, 2012;Sacomano Neto & Pires, 2012) emphasize that customer satisfaction is a result of the management of other KPIs. Due to this, customer satisfaction is the KPI that showed more connections to the elements of resilience.…”

Section: Critical Analysis Of the Findingsmentioning

confidence: 99%

Supply chain resilience and key performance indicators: a systematic literature review

Karl

Micheluzzi

Leite

et al. 2018

Prod.

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Systematic Review This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 1. Introduction According to the US Federal Emergency Management Agency (FEMA), approximately 40% of companies that are severely affected by a disruption in the supply flow go bankrupt (Federal Emergency Management Agency, 2016). Regardless of the sector and size, supply chains face a myriad of threats in global operations, which vary from cyber risks to natural disasters. As businesses enter an era of economic, geopolitical, societal, technological and environmental uncertainty (World Economic Forum, 2017), a wide range of unforeseen and unavoidable risks may incur, which might cause minor to major impacts to companies throughout supply chains. Recognizing that market instability directly affects supply chain operations, it is acknowledged that competition is no longer between individual companies, but rather between supply chains (Christopher, 2012). In this context, building resilience is an important factor for organizations, as well as for their supply chains (Hohenstein et al., 2015). In Operations Management, resilience is defined as a set of organizational capabilities to face immediate and unexpected changes in the environment with proactive and reactive actions so as to anticipate, adapt, respond, recover and learn from any disruptive event (Kamalahmadi & Parast, 2016; Ali et al., 2017). Therefore, developing skills to manage organizational resources (tangible and intangible) is fundamental to achieve resilience in the supply chain, thereby achieving a competitive advantage. Assuming that it is not possible to manage any resource that cannot be measured and that consumers are increasingly demanding, analyses and surveys regarding performance indicators have been increasing in recent

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Medição de desempenho em cadeias de suprimentos: um estudo na indústria automobilística

Cited by 11 publications

References 34 publications

Proposal for a Maturity Model in Sustainability in the Supply Chain

Proposal for a Maturity Model in Sustainability in the Supply Chain

RBV in a context of supply chain management

Supply chain resilience and key performance indicators: a systematic literature review

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