Healthcare institutions have been searching for ways to increase the value they deliver to patients and to society. Innovation is an effective way to boost this value, and procurement strategies are key to bringing innovation into healthcare organizations. However, hospitals are one of the most challenging organizations to implement innovations. Thus, this research highlights some lessons learned and the best practices of a healthcare organization in Denmark that has successfully implemented the value-based procurement approach.
The need to build greater synchronization between the demand side and the supply side of the business is among the many challenges faced by a company. The objective of this paper is to characterize the dynamics ofResumo: Existem vários desafios que as empresas enfrentam nos dias atuais, dentre eles a necessidade de construir maior sincronia entre demanda e suprimentos. O objetivo deste artigo é caracterizar a dinâmica do processo de S&OP, identificando a motivação, os objetivos, os desafios e os principais resultados obtidos por empresas que já o adotaram no Brasil. Inicialmente realizou-se revisão de literatura e, a seguir, um estudo multicaso em três empresas brasileiras. Dentre as principais motivações, observou-se o alinhamento de informação (previsão de vendas e capacidade e maior conhecimento do mercado) entre as áreas. Dentre os objetivos estavam: melhorar o planejamento, em especial de capacidade, incluindo Vendas no processo. Os principais desafios foram: melhorar a comunicação fragmentada e, construir visibilidade da gestão de capacidade. Como resultado, observou-se melhoria na comunicação, otimização do planejamento de capacidades, maior assertividade na previsão de vendas. A principal contribuição foi identificar que a implementação do S&OP exigirá que desafios diversos sejam enfrentados a fim de que o processo possa oferecer os resultados esperados para a gestão de operações.
Palavras-chave:Sales and Operations Planning; Gestão de operações; Gestão da demanda e gestão da cadeia de suprimentos.
A successful S&OP implementation can bring many benefits to organizations, and after its implementation, the S&OP process can evolve and reach higher levels of maturity. Considering that, only through a measurement system, goals and benefits can be achieved, thus, it is essential to assess S&OP maturity level. Many papers on literature adopt a quantitative perspective on S&OP, but just few of them deal with uncertainty present in S&OP decision-making, such as maturity model assessment process that carries subjectivity and uncertainty. Thus, this study proposes a decision making model based on fuzzy theory to evaluate and to categorize S&OP maturity levels and to suggest strategies to increase S&OP maturity. A pilot application was conducted in two manufacturing organizations that have implemented the S&OP process. The results, according to the performance presented, suggest different actions must be taken in terms of ensuring enablers to S&OP implementation.
KeywordsSales and operations planning. Maturity model. Fuzzy inference. Fuzzy set theory.
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