Po Posi%on and Ins%tu%on in Brazil Dr Eliciane Maria da Silva - PowerPoint PPT Presentation

Workshop: “Indicators and Metrics for Socially Inclusive Waste Management and Resource Efficiency in Supply Chain Measuring and ReporEng to Embed Sustainability in Policy and PracEce” Po Posi%on and Ins%tu%on in Brazil Dr Eliciane Maria da Silva – Email: emmsilva@unimep.br • Assistant Professor at the Methodist University of Piracicaba (UNIMEP) in São Paulo, Brazil. • PhD in ProducCon Engineering at the Engineering School of São Carlos (EESC), University of São Paulo (USP). (2008) • Subject of research: concepts of capabiliCes, operaConal strategy, operaCons and business performance • VisiCng Scholar at the University of Bath, UK. (2013-2014) • Subject of research: supply chain risk management and miCgaCon capabiliCes • Published in Journal Cleaner ProducCon. • Research project funded by the Research Agency from the State of Sao Paulo (FAPESP)

Fi Findings of previous research ArEcle 1: Jabbour, C. J. C., Silva, E. M. d., Paiva, E. L., & Santos, F. C. A. (2012). Environmental management in Brazil: Is it a completely compeCCve priority? Journal of Cleaner ProducCon, 21(1), 11-22. Findings: Environmental management presents a prevenCve approach, focused on eco-efficiency, what potenCally do not to create a compeCCve advantage. Environmental management may influence posiCvely the four manufacturing prioriCes: cost, quality, flexibility and delivery

Fi Findings of previous research ArEcle 2: SILVA, EM. PAIVA EL, SQUIRE B. A triangulaCon method for development of capabiliCes: operaConal pracCces and interorganizaConal collaboraCon. ArCcle submi`ed to TransportaCon research part e: logisCcs and transportaCon review (2016 – R1)

Findings Case 1: T2←T1←OEM and T1←Distributor (Chemical and AutomoEve industries) • Supply chain prac-ces T1←OEM: Strategic Quality management prac-ces : Lean Six Sigma; (b) I nforma-on technologies prac-ces : ConCnuous replenishment program to control stocks: Vendor Managed Inventory (VMI) • Supply chain collabora-on T1←OEM: Deep, Narrow (a) Inter-cross func-on teams; (b) Collabora-ve communica-on; (c) Long term partnership - Informa-on sharing and knowledge transfer: BidirecConal, Tacit and Explicit • Opera-onal Capabili-es Opera&onal Capabili&es of improvement in the buyer firm (OEM): T1← OEM (a) ability to improve processes conCnuously; and (b) to reduce waste and variance

OPERATIONAL PRACTICES IN OPERATIONAL CAPABILITIES SUPPLY CHAIN Improvement Total quality management (H1a, H1b, H1c, H1d) CustomizaCon New Product development Responsiveness (H2a, H2b, H2c, H2d) CooperaCon InformaCon Technologies (H3a, H3b, H3c, H3d) INTER-ORGANIZATIONAL COLLABORATION (H4a, H4b, H4c, H4d) (H5a, H5b, H5c, H5d) (H6a, H6b, H6c, H6d) (H7a, H7b, H7c, H7d)

Fi Findings of previous research ArEcle 2: SILVA, EM. PAIVA EL, SQUIRE B. A triangulaCon method for development of capabiliCes: operaConal pracCces and interorganizaConal collaboraCon. ArCcle submi`ed to TransportaCon research part e: logisCcs and transportaCon review (2016 – R1) Findings • OperaConal capabiliCes of improvement and responsiveness can be achieved through quality management pracCces • NPD pracCces have a posiCve and direct impact on four operaConal capabiliCes • InformaCon technology pracCces have a direct and posiCve influence on responsiveness • ModeraCng effects of inter-organizaConal collaboraCon on the relaConship between operaConal pracCces and capabiliCes were posiCve and significant for IT and three operaConal capabiliCes (customizaCon, responsiveness and cooperaCon)

Current proje ject 1 - “Governance of Labour and LogisCcs for Sustainability (GOLLS - Governança do Trabalho e da Logís-ca para a Sustentabilidade ). supported by CAPES/NUFFIC – Project number: 052/13 The objecCve of the GOLLS project is to promote labour rights and human security along and within global value chains linking Brazil and Holland.

Av Avenues for collabora%on with colleagues in the workshop tha that t I will will lik like to explo plore Research Proposal#1: To invesCgate the influence of power and value appropriaCon on strategies in sustainable supply chain management. (1) What are the different governance mechanism that enable strategies in sustainable supply chain management? (2) How do buyers and suppliers appropriate value? (3) How do the appropriate value affect the strategies in sustainable supply chain management?

wer Bases Strategies in Sustainable supply chain management oni & Benton, 2000; French and n , 1959; Terpend and Ashenbaum, Supplier management: supplier evaluaCon, 2012). iated selecCon and development ward: Stronger partner has the ility to reward the other when aker partner acts as expected ercion: Stronger partner has the RISK-ORIENTED OPPORTUNITY-ORIENTED ility to punish the other, STRATEGY STRATEGY the weaker partner does • Reduce and manage risks/costs • Develop more sustainable pro t act in desired way (life-cycle improved) gal LegiEmate: Stronger partner • ReputaCon management, risk reducCon • Becoming a market leader, as judiciary rights to influence fostering R&D other party • Regulators, press/media • Customers/consumers - Mediated pert: Strong partner has • Purchasing owledge and skills that • MarkeCng, R&D e targeted by the other firm • Supplier evaluaCon and selecCon ferent: Weaker partner wants • Supplier development • TerminaCon of supplier-buyer relaConship idenCfied with the strong • Dialogue with supplier, trainin in case of non-compliance artner giEmate: Weaker partner lieves that strong partner has (Seuring and Müller, 2008) atural (or legal) right to exert

Strategies in Sustainable supply chain management Value CreaEon and AppropriaEon in Buyer– Supplier management: supplier evaluaCon, upplier RelaEonships selecCon and development Value is created within the undaries of the supplier’s RISK-ORIENTED portunity cost and the OPPORTUNITY-ORIENTED STRATEGY stomer’s willingness to pay STRATEGY • Reduce and manage risks/costs TP) (Brandenburger • Develop more sustainable pro Stuart, 1996). (life-cycle improved) • ReputaCon management, risk reducCon • Becoming a market leader, organizaCons engage in fostering R&D peated transacCons, firms • Regulators, press/media • Customers/consumers ed to contemplate other ains, such as social results, • Purchasing • MarkeCng, R&D putaCon, innovaCon, d technical capabiliCes • Supplier evaluaCon and selecCon • Supplier development velopment that might not sult in profitable gains in the • TerminaCon of supplier-buyer relaConship • Dialogue with supplier, trainin ort term but rather in case of non-compliance the long term (Lindgreen & ynstra, 2005). (Seuring and Müller, 2008)

Av Avenues for collabora%on with colleagues in the workshop tha that t I will will lik like to explo plore Research Proposal#2 • To discuss the trade-offs between environmental and resilient performance (1) Which are the divergences and commitments between the environmental and resilient performance? (2) Do tradiConal and emergent compeCCve prioriCes (quality, cost, flexibility, responsiveness and robustness) support the environmental and resilient performance?

Thank you for your aCen%on! Eliciane Maria da Silva Email: elicianems@gmail.com