Integração entre logística e marketing: fatores críticos na perspectiva de interação e colaboração

Abstract

RESUMODiversos pesquisadores destacam a existência de estreita relação entre as funções de Marketing e Logística. É percebido que a integração destas funções exerce influência positiva no desempenho das organizações. A literatura sobre integração interfuncional sugere configurações de estratégias formais e informais, no intuito de estudar a sinergia dentro das organizações. O objetivo deste artigo é identificar e caracterizar elementos que facilitam ou dificultam a integração entre as funções de Logística e Marketing, no âmbito interno de organizações do setor de laticínios. O trabalho consiste em uma pesquisa bibliográfica sobre o tema, seguido de um estudo de caso múltiplo, de modo a evidenciar os conceitos e os pressupostos obtidos na literatura. Entrevistas em profundidade foram conduzidas com quatro gerentes, com base na técnica do incidente crítico (FLANAGAN, 1954), que também contribuiu para a análise e interpretação dos dados. Como resultados, tem-se que a percepção dos gerentes de Marketing e de Logística revela a existência de elementos que inibem a integração entre estas áreas, bem como elementos que facilitam a integração. Além disso, foram evidenciadas situações de integração formais (estruturas hierárquicas entre Marketing e Logística) e informais (relações de confiança e sinergia entre os dois gerentes de área) que, conforme a literatura pesquisada, são adotadas diante da necessidade de maiores níveis de interação ou de colaboração, respectivamente. Os elementos inibidores e facilitadores de integração, aqui mencionados, bem como suas definições, podem subsidiar futuros trabalhos no âmbito da integração interfuncional entre Marketing e Logística, e ainda, entre diversas INTEGRATION BETWEEN LOGISTICS AND MARKETING: CRITICAL FACTORS IN THE INTERACTION AND COLLABORATION'S PERSPECTIVE ABSTRACTMany researchers highlight the existence of a close relationship between Marketing and Logistics functions. It is perceived that the integration of these functions influences positively the performance of organizations. The literature about inter-functional integration suggests informal and formal strategy configurations, aiming to study the synergy within the organizations. The aim of this paper is to identify and characterize elements that facilitate or inhibit the integration between Logistics and Marketing functions, in the internal ambit of dairy manufacturers. The article consists in a bibliographic research about the theme and a multiple case study that aimed to evidence concepts from the literature. In depth interviews were conducted with four managers, based upon the critical incident technique (FLANAGAN, 1954), that also contributed to the data analysis and interpretation. It was realized that the Logistics and Marketing managers reveal the existence of elements that inhibits the integration, as well as, elements that facilitate the integration. Moreover, it was evidenced formal (hierarchy structures between Marketing and Logistics) and informal (trust and synergy relationships between the managers of...

Cross-Functional Integration at Agribusiness Brazilian Organizations

“…However, many have forgotten to consider that, for better overall performance, it is necessary for the entire organization to work together (Coelho, Follmann & Rodriguez, 2008). This state of cooperation between functions focused on the same goals, in which one function assists another moving towards a cohesive organization, is called inter-functional integration (Kahn & Mentzer, 1998;Pimenta et al, 2011;Turkulainen et al, 2017;Pimenta, 2019). Kahn and Mentzer (1998) emphasize the relevance of cross-functional integration by showing in their studies that a function working in isolation will be unable to meet business objectives as a whole, as well as organizations that prioritize team integration alone, as this integration can be temporary, lasting only during the project (Kahn, 1996).…”

“…The difficulty of implementing cross-functional integration may be due to the historical tendency of each function to be concerned only with its own objectives, regardless of the general context in which the company operates. And even when integration is already in place, if it is not properly managed, departments can cultivate individualistic behaviors if the objectives are conflicting Yokoyama, 2010;Pimenta et al, 2011). In addition, according to Pimenta, Silva and Yokoyama (2011), mismanagement of this integration may result in problems in the final value offered to the customer and even in excessive costs, or problems in launching new products on the market.…”