The role of collaboration in reducing quality variability in Brazilian breweries

Prim, Alexandre Luis; Sarma, Violina

doi:10.1080/09537287.2021.1992528

Cited by 8 publications

(10 citation statements)

References 73 publications

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“…Global supply chains may encounter more disruptive changes than local supply chains, which would point to the importance of research on frequency, rhythm, cycles, and kind of disruptions (Connelly et al 2013). Success requires overcoming collective strategies through vertical and horizontal collaboration among firms, government, and civil society (Prim et al 2021).…”

Section: Methodological Gapsmentioning

confidence: 99%

With major risks comes great resilience: the COVID-19 effect on SMEs in a developing country

Prim¹,

Birou

2023

Oper Manag Res

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As small companies do not have abundant resources and their mitigation and preparation capabilities for large impacts are minimal, this study presents an alternative that can be adopted to face crises resulting from pandemics and develop resilience to respond and recover from major disruptions. The study contributes to the supply chain resilience literature in investigating the gap related to supply chain capabilities for small and medium enterprises' resilience in developing countries. The focus was on micro, small and medium-sized Brazilian breweries. The growth in the number of breweries in Brazil has been a trend in recent years in all country regions. This trend represents an opportunity to develop the local market by generating jobs and strengthening small and medium cities economies. The research objective was twofold: analyze the adoption of resilience strategies from a minimal but possible perspective for small and medium companies (visibility, collaboration, and flexibility), and measure their capacity to anticipate, respond, recover, and learn/ grow from the pandemic's impact. Findings demonstrate the need for visibility and investments in digital transformation and flexibility for workforce reconfiguration and to adjust production to demand. Supply chain collaboration was demonstrated in re-negotiating credit with existing suppliers, finding new suppliers, and getting specific credit lines from the State and Federal Government. These pieces of evidence empirically support previous research findings, although most prior studies were concentrated on large organizations in developed countries. Future research should investigate emergent technologies for small and medium companies to handle supply chain outbreaks in developing countries.

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Section: Methodological Gapsmentioning

confidence: 99%

With major risks comes great resilience: the COVID-19 effect on SMEs in a developing country

Prim¹,

Birou

2023

Oper Manag Res

Self Cite

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“…Despite these issues, brewers are motivated towards CP (Yu, 2014) but there needs to be goal congruence amongst participants prior to collaboration with vertical supply chain partners (Ramjaun et al, 2022). In the interests of maintaining certain aspects of autonomy, our research participants are open to exploring alternative collaboration opportunities, including: shared logistics (Prim et al, 2021), joint sales (Kraus et al, 2019), joint festival participation (Lotfi et al, 2022) and joint retail outlets. Another key initiative for craft breweries is knowledge sharing, which can lead to efficiency savings through new product development, process improvement and market insights (Kraus et al, 2019;McGrath et al, 2019;Prim et al, 2021).…”

Section: Collaborative Procurement Of Craft Breweriesmentioning

confidence: 99%

“…In the interests of maintaining certain aspects of autonomy, our research participants are open to exploring alternative collaboration opportunities, including: shared logistics (Prim et al, 2021), joint sales (Kraus et al, 2019), joint festival participation (Lotfi et al, 2022) and joint retail outlets. Another key initiative for craft breweries is knowledge sharing, which can lead to efficiency savings through new product development, process improvement and market insights (Kraus et al, 2019;McGrath et al, 2019;Prim et al, 2021). Such collaboration can be accelerated if the cluster becomes more homogeneous (Dorn et al, 2016) and autonomy is not compromised (Cragg et al, 2020;Provan et al, 2007).…”

Section: Collaborative Procurement Of Craft Breweriesmentioning

confidence: 99%

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Strength in numbers: collaborative procurement and competitiveness of craft breweries

Ramjaun

Pullman

Kumar

et al. 2023

IJOPM

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PurposeThis article aims to investigate collaborative procurement as a sourcing strategy amongst competing small enterprises in an effort to reduce their material supply costs through increased efficiencies, bargaining power and economies of scale.Design/methodology/approachA case study approach is applied to a network of breweries that are regionally clustered. Interview data from producers, suppliers and industry experts is inductively interpreted to understand the viability, organisational impact and benefits/limitations of joint procurement activities.FindingsThe craft brewing industry follows a market place strategy of differentiation to achieve competitive advantage. This has supply chain implications that promote raw material diversity, which is in conflict with standardisation – a necessary factor for collective buying. Competition impacts information sharing and governance mechanism, while the structural factors of size asymmetry along and across the supply chain influence returns. These issues impact the potential economic benefits of collaborative procurement.Research limitations/implicationsThe research propositions have been developed in a specific industry but are generalisable to other companies with a differentiation strategy, especially in the consumer packaged goods sector.Practical implicationsEnabling conditions and constraints are captured in a framework and capability matrix, which can be used by practitioners to assess industry and product feasibility for collaborative procurement.Originality/valuePrevious studies of collaborative procurement have been in the public sector amongst large organisations. This work focusses on coopetition in the context of small businesses to identify the viability and cost-benefit of this strategy.

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“…Moreover, supply chain partners are essential in enhancing firms' business performance and capabilities development (Abdelaziz et al, 2023;Aslam et al, 2020;Backstrand and Powell, 2021). This alignment with supply chain partners can lead to the development of a broader set of capabilities by creating a "learning-to-learn" capability (Powell and Coughlan, 2020), which improves quality (Prim et al, 2021), innovation (Kumar et al, 2020), and business performance. Externally, to meet customers' requirements, firms need to increase the level of integration and collaboration with their suppliers (Skipworth et al, 2015).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Is past performance a guarantee for current results? The influence of learning on business performance in manufacturing

Prim,

Freitas,

Paiva

et al. 2023

JMTM

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PurposeThis paper investigates the relationship between past performance and the development of operational capabilities in manufacturing firms, focusing on the role of intra- and inter-organisational learning mechanisms.Design/methodology/approachThis study is based on a survey database collected in 208 manufacturing plants in 15 countries from three industries: electronics, machinery and transport components. The authors developed a model and tested the study hypotheses using the structural equation modelling technique with two-stage analytical procedures.FindingsIn the analysis of the overall sample, the study findings support prior literature by suggesting that firms with successful experiences may become complacent and less motivated to engage in learning, leading to a decline in performance. However, high-performance firms overcome the “success trap” by engaging supply chain partners. In contrast, low-performance firms exhibit limited learning from past poor performance, leading to organisational inertia and further declines in their current performance.Practical implicationsThis research provides practical guidance for managers in developing operational capabilities, highlighting collaboration with suppliers as an essential element for high-performance firms.Originality/valueThis study focuses on the little-researched topic of how past performance influences the development of operational capabilities in manufacturing firms. The authors highlight the path for developing capabilities in high- and low-performance firms based on intra- and inter-organisational learning mechanisms.

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The role of collaboration in reducing quality variability in Brazilian breweries

Cited by 8 publications

References 73 publications

With major risks comes great resilience: the COVID-19 effect on SMEs in a developing country

With major risks comes great resilience: the COVID-19 effect on SMEs in a developing country

Strength in numbers: collaborative procurement and competitiveness of craft breweries

Is past performance a guarantee for current results? The influence of learning on business performance in manufacturing

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