Análise da seleção e segmentação de fornecedores estratégicos em uma cadeia global de valor: estudo de caso em uma empresa multinacional manufatureira de bens de consumo não-duráveis do setor de higiene e limpeza doméstica no Brasil. / Analysis of strategic suppliers selection and segmentation in a global value chain.

AUTOR(ES)
DATA DE PUBLICAÇÃO

2006

RESUMO

The current business environment presents a strong competition in global markets, with cost pressures, focus on new products development with shorter lifetimes than ever and a high customer and clients expectations to have their needs and requirements satisfied. The big fast moving consumer goods companies have already understood these messages, and leveraged by their global scales, started to manage their raw and packaging materials costs in a more strategic and competitive way, using their bargain power over the supplier base to get significant cost savings through big volumes discounts concentrating their supplier base, with the reduction of the number of suppliers by the implementation of strategic sourcing tools. With high production volumes (million of units per month) and low unit price, the multinationals (as Nestle, P&G, Unilever, and L.Oreal) were the strongest part of their supply chains, through their purchase bargain power over the still not concentrated supplier base and using their powerful brands over a fragmented and local trade base. The internationalisation of trade and the growing of clients bargain power (as Wal Mart, Carrefour and Tesco) brought a new scenario, starting a strategic fight to have the leadership of the global value chain, among a powerful trade, a new concentrated supplier base and the manufacturing package consumer goods companies. Governance of these new global chains became than an issue to be understood and managed. The importance of the leadership in the global value chain is related to the definition of the key parameters that will characterise the chain productive process: what to produce, where to produce, how much to produce, when to produce and with what price. Gereffi et al. have developed a theoretical framework to explain governance patterns in global value chain, considering that there is a variety of governance relationships in the global chains, from arm.s length to vertical integrated operations. Key variables were defined to establish the type of governance in a given global chain: complexity of transactions, ability to codify transactions and capabilities in the supplier base. This research proposes a process to quantify these three key variables, presenting eight operational dimensions and a series of measurable KPIs (key performance indicators) in order to support the fully understanding and the analysis of the governance type in a global value chain, building on the framework defined by Gereffi et al., based on a case study in the household care business in Brazil. The second outcome of this research evaluates how fast moving consumer goods companies select and segment their supplier base, and if the current tools used are still valid in this new governance environment.

ASSUNTO(S)

cadeias globais de valor supplier selection global value chains governança redes seleção de fornecedores networks international operations operações internacionais governance

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