A política de compras da Petrobras: o caso da P-51

Abstract

ResumoA Petrobras é uma companhia cuja capacitação tecnológica é reconhecida internacionalmente.Por se tratar de uma empresa ligada ao governo brasileiro, o qual, há alguns anos, a tem impelido a praticar uma política de conteúdo local, salta aos olhos a importância de estudos que visem a investigar os resultados dessa política. O objetivo deste artigo é justamente esse, com base em um estudo detalhado acerca da plataforma P-51. A literatura sobre aprendizagem tecnológica é utilizada para a criação de uma tipologia sobre a política de compras governamentais, bem como de um quadro analítico para avaliar a aprendizagem tecnológica em projetos de plataformas petrolíferas. A análise da plataforma P-51 se baseia em informações coletadas a partir de entrevistas com a Petrobras e seus principais fornecedores. A pesquisa de campo sugere que os impactos da política de compras da Petrobras, em relação ao projeto da P-51, concentraram-se em aprendizagens básicas.PalavRas-chave | Compras Governamentais; Países em Desenvolvimento; Aprendizagem Tecnológica; Petrobras; P-51 código Jel | O38

Government Procurement Policy in Developing Countries: The Case of Petrobras

“…Therefore, the main conclusion of the study is that, despite technological opportunities related to the order of a complex production equipment, with complex interfaces and standardised equipment and services, Petrobras has adopted a procurement policy mostly inductive of basic learning. It is worth noting that these results of our study corroborate what has been identified in the literature (Dantas, 1999; Furtado and Freitas, 2000; Oliveira and Rocha, 2008; Ribeiro, 2005, 2009; Ruas, 2010).…”

“…In addition, the contract does not provide training and/or technology transfer. Such information collected in the field research corroborates what was identified in the literature (Dantas, 1999; Furtado and Freitas, 2000; Oliveira and Rocha, 2008; Ribeiro, 2005, 2009; Ruas, 2010). The licensing strategy mitigated risk but prevented them from developing technological capabilities through more sophisticated forms of learning than learning by doing and learning by adapting.…”

“…Geroski (1990) propounds the view that innovative public procurement is a more efficient instrument for fostering innovation than a wide array of R&D incentives, the tool used most frequently by national governments to promote domestic business innovation. When the end-user of the procured goods is the public sector itself, 7 the user–supplier relationship is of a special type, insofar as the final customer has substantial purchasing power and in some cases cutting edge technological capabilities (Ribeiro, 2005). It is worth noting that innovative projects often fail to materialise owing to the risks and large amount of capital they usually involve.…”

“…Since that time the strategy was to reduce external dependence, so that Petrobras started to adopt a policy to strengthen the BOSI. In the construction projects of refineries, production infrastructure, transportation and distribution, the Brazilian SOE called the BOSI to participate (Ribeiro, 2005). Aiming to reduce its dependence on imported materials, equipment and services, Petrobras developed a pioneer and successful policy of local suppliers’ training and qualification.…”

“…From the second half of the 1990s, the use of Brazilian SOEs’ purchasing power was removed from the country’s industrial policy, due to the emergence of the neoliberal agenda. The faith in the ‘invisible hand’ of the market and the negative effects that the ‘hypertrophy’ of the state had brought to the country led to profound changes in the role of the public sector in the Brazilian economy, especially privatisation, deregulation, trade liberalisation and the adoption of orthodox macroeconomic policies to stabilise the economy (Ribeiro, 2005).…”