No abstract

PurposeThis paper approaches the dynamics of supply chain resilience from the company from customer's point of view, seeking to illuminate which mechanisms and practices are used (intentionally or unintentionally) to increase the resilience of their critical suppliers, and thus to evaluate the impact of these mechanisms and practices on its entire supply chain (SC).Design/methodology/approachThe authors explore some emerging developments in organizational resilience with an embedded case study of a group of focal companies operating in the automotive SC. Therefore, semi-structured interviews have been conducted with buyers and sellers using content analysis, in the light of the prospect theory and the resource dependency theory.FindingsThe results indicate the existence of a resilience sheaf that runs through the entire supply chain, formed by a set of 11 formal mechanisms and informal practices.Practical implicationsThis resilience sheaf can guide managers thorough SC resilience development by taking its components as a reference and optimizing the use of resources both effectively and efficiently.Originality/valueSC resilience has been conceptualized as a function of an organization's situational awareness, the identification and management of key vulnerabilities and the ability to successfully react in a complex, dynamic and interconnected environment. These propositions highlight the features of both internal and external mechanisms to enhance organizational resilience.

RESUMOAlgumas das tendências recentes relacionadas às práticas de gerenciamento da cadeia de suprimentoscomo outsourcing estratégico, diferenciação e especialização de funções, arranjos colaborativos, ampliação e incremento dos níveis de serviços logísticos -estão sendo impulsionadas por empresas interessadas em otimizar a coordenação logística em um cenário de crescente customização e complexidade no mundo dos negócios. As estratégias de segmentação de fornecedores e clientes no contexto da cadeia de suprimentos representam uma oportunidade para estimular ambientes colaborativos e incrementar, assim, a qualidade dos serviços e produtos oferecidos aos clientes finais, bem como reduzir os custos produtivos e logísticos. Neste artigo, defende-se a idéia de que as estratégias de segmentação em determinados regimes (parceria e quase-mercado) definem a infra-estrutura relacional adequada para suportar práticas colaborativas nas transações entre os agentes econômicos e, conseqüentemente, favorecer os padrões de competitividade de empresas e cadeias de suprimento. Marcelo Bronzo CEPEAD/CAD/UFMGABSTRACT Some of the most recent tendencies observed in supply chain management practices -such as strategic outsourcing, differentiation, specialisation and collaborative arrangements -are being driven by firms interested in optimising logistic coordination in a scenario of increasing customisation and complexity in the business world. The supplier and client strategic segmentation processes in a SCM context represent an opportunity to enhance the creation of collaborative environments that may foster the quality of services and products offered to final customers along with a reduction in production and logistical costs. This article, therefore, highlights the fact that segmentation strategies in certain partnership relations and quasi-market relationships can perhaps bring about a better infrastructure relationship to sustain collaborative practices between economic agents and, consequently, favour sustained competitiveness in the production chain.PALAVRAS-CHAVE Gestão da cadeia de suprimentos, estratégias de segmentação, integração de processos logísticos, competitividade, economias associativas.

PurposeHow do planning and capabilities affect operational performance? This paper aims to formulate hypotheses comprising correlations amongst those constructs in an integrated approach for industrial companies, considering the source, make and deliver process areas.Design/methodology/approachBased on a survey of 164 Brazilian industrial companies, analysis of data was conducted including descriptive statistics, evaluation of a research model's internal scale reliability, statistical construct path analysis, and structural equation modeling.FindingsThe findings indicate that planning and capabilities must be taken as inter‐related initiatives that jointly influence operations performance. Significant correlations were found amongst these constructs in the source, make and deliver process areas. The model tested on this study was able to explain 84 percent of the variation in the overall performance of the companies sampled.Research limitations/implicationsThe reference model was tested using a diversified sample of Brazilian industrial organizations and did not include service or other types of organizations, thereby limiting the generalizability of the results and conclusions. The findings suggest a balanced weight of operations capabilities and planning. Both play an important role on performance. These results can drive organizational strategy, indicating that companies should look to their capabilities, but that developing planning activities driven to the market should be considered mandatory.Originality/valueWhereas some aspects of the relationship between planning and performance as well as the relationship between capabilities and performance have been reviewed in early contributions, few studies have addressed these complex mediations using an integrated process value approach.

Science and technology parks (STPs) have been playing an increasingly influential role in the stimulation and growth of the knowledge economy. However, the spread of STPs faces relevant challenges, such as the development of robust performance management systems, able to demonstrate results and indicate improvement opportunities. Thereby, this paper proposes a theoretical model of performance management, which combines premises of the Service-Dominant Logic (S-D Logic), the Balanced Scorecard (BSC) and the General Hierarchical Model (GHM). Based on a multiple-case exploratory and qualitative study, relevant information about the strategic planning and management of these projects were extracted and paved the way for the construction of a performance hierarchical model composed of five perspectives, according to the BSC. Considering the outcomes, it is expected that the proposed model provide useful insights for the consolidation of a framework for the strategic management of science and technology parks.