Abordagem estratégica de um modelo integrado de gestão de supply chain e contribuições do modelo Scor

Abstract

The level of importance given to processes under Supply Chain responsibility has increased in the last few years. For many companies the Supply Chain has become a critical factor when it comes to achieving competitive advantage in the markets and a rather relevant target for strategy. This master’s dissertation had the objective to identify the strategy proposition and the outline of the structure of processes used to build a Supply Chain integrated model of management as well as to analyze the contributions of the SCOR model towards the context of the researched company. The research strategy used herewith was an exploratory case study within a company that would provide the means for evidence from its management model. A documentary research was firstly carried out so as to identify the organizational context, listing the events that took place, the organization of the processes that support the integrated management model and the organizational and strategic motivation that led to the setup of the Supply Chain footprint. It was possible to identify the strategies and Supply Chain initiatives alignment through the analysis of content in categories that covered issues such as strategy, performance and integrated supply chain model, performance propositions and the concept of business value, and the realignment of the functional structure within an integrated concept of processes supported by practices and an extended vision of performance. Based on the documentary research and content analysis some contributions were recommended having the SCOR model applied to the current supply chain management model of the company analyzed, with the intention of collaborating with the improvement of the current integrated supply chain management model. The SCOR model analysis of Supply Chain operations and integrated management model is justified because it would not be possible to defend a position and offer contributions to Supply Chain operations without using a conceptual model or processes as reference. This case study allowed for the observation that Supply Chain started to be viewed in a strategic way when the Supply Chain management and business objectives alignment took place and from the definition of Supply Chain as an essential competence to the company’s market competition, developing an organization of processes and structure to support the proposed strategy.