Methodology for the collaboration in supply chains with a focus on continuous improvement

José Anselmo Mayer,Miriam Borchardt,Giancarlo Medeiros Pereira

doi:10.15446/ing.investig.v36n2.46341

Abstract

A collaborative relationship between companies in a supply chain makes it possible to improve both the performance and the results of the companies and of the supply chain. Several studies have analyzed supply chains, but few studies have proposed the application of tools for continuous improvement in a collaborative manner within the supply chain. The objective of this work is to present a methodology for the collaboration in a supply chain with a focus on continuous improvement. Three case studies were conducted with Brazilian multinational focal companies that manufacture technology-based products. It was seen that relationships, trust, the exchange of information, and the sharing of gains and risks sustains collaborative practices focused on continuous improvement. The proposed methodology considers the need for supplier development, for the monitoring of the supplies, and for the development of a partnership for problem solving through the application of tools for continuous improvement.

Highlights

Chain management is considered an operations strategy that is capable of improving organizational competitiveness in the twenty-first century (Gunasekaran et al, 2008)
The companies mentioned that the ability of the supplier to accept a collaboration with the focal company is associated with the cultural values of the supplier
We analyzed the collaborative practices adopted by three focal companies with their direct material suppliers

Summary

Introduction

Chain management is considered an operations strategy that is capable of improving organizational competitiveness in the twenty-first century (Gunasekaran et al, 2008). Many organizations are attempting to achieve competitive advantage through the integration of its suppliers in key processes of the supply chain. This requires strategic and operational collaboration between the buying company and the supplier companies and often involves some degree of collaborative planning (Petersen et al, 2005). Strategic supply chain collaboration provides benefits to each partner organization, among which the following could be mentioned: collaboration focused on the long term with an emphasis on two-way communication; use, by the purchasing company, of cross-functional teams acting toward improvements in the supplying companies; How to cite: Mayer, J.

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