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Authors
Advisor(s)
Abstract(s)
A evolução da competitividade empresarial/organizacional promove de uma forma (in)direta novas formas de gestão da cadeia de abastecimento, modelos colaborativos e a respetiva multidisciplinaridade. Nesta conjuntura, surgem como oportunidade de negócio para as empresas/organizações conduzirem, ou mesmo a serem conduzidas, para serem mais competitivas e diferenciadas das demais. Estes funcionamentos e modelos colaborativos e multidisciplinares, são cada vez mais comuns e, a sua aplicabilidade deve ser equacionada pela mais-valia que poderá proporcionar aos clientes e/ou parceiros.
No contexto do presente trabalho de investigação surge a Empresa A como Fourth-Party Logistics que, através de Modelo Colaborativo e Multidisciplinar, encontra benefícios finais interessantes, mas é necessário ter em consideração as dificuldades e desafios enfrentados na sua negociação, adoção e implementação, nomeadamente na redefinição das atividades internas, no próprio Business Process Redesign, na complexidade da Operação e, naturalmente, na resistência à mudança.
Na gestão de cadeias de abastecimento, deve-se assegurar com a máxima eficácia e eficiência, as relações entre todos os parceiros, de forma que essas sinergias sejam suficientemente robustas para definir em conjunto tais estratégias diferenciadoras.
Como resultado final obteve-se uma senda de uma forma de Trabalho Colaborativo melhorado, cujos benefícios são quantitativos e qualitativos e, considerados como possíveis factores críticos de sucesso. A posição das Empresas (A, Cliente HiTech, Cliente Premium) é naturalmente observada num mercado cuja estratégia é de colaboração, de tão competitivo que é o modelo de negócio do High-Tech.
The evolution of business/organisational competitiveness promotes in a (in)direct way new forms of supply chain management, collaborative models and the respective multidisciplinarity processes. At this point, they arise as a business opportunity for companies/organisations to drive, or even to be driven to be more competitive and differentiated from others. These collaborative and multidisciplinary functionalities and models are increasingly common and their applicability should be considered for the added value it may provide to customers and/or partners. In the context of this research, Company A appears as Fourth-Party Logistics which, through a Collaborative and Multidisciplinary Model, finds interesting final benefits, but it is necessary to take into consideration the difficulties and challenges faced in its negotiation, adoption and implementation, namely in the redefinition of internal activities, in the Business Process Redesign itself, mainly in the complexity of the Operative and, naturally in the resistance to change. In supply chain management, the relationships between all partners must be ensured with maximum efficacy and efficiency, so that these synergies are sufficiently robust to jointly define such differentiating strategies. As a final result, a path was formed towards an improved Collaborative Work, whose benefits are quantitative and qualitative and, considered as possible critical success factors. The position of the Companies (A, HiTech Client, Premium Client) is naturally observed in a market whose strategy is collaborative, because the High-Tech business model is so competitive.
The evolution of business/organisational competitiveness promotes in a (in)direct way new forms of supply chain management, collaborative models and the respective multidisciplinarity processes. At this point, they arise as a business opportunity for companies/organisations to drive, or even to be driven to be more competitive and differentiated from others. These collaborative and multidisciplinary functionalities and models are increasingly common and their applicability should be considered for the added value it may provide to customers and/or partners. In the context of this research, Company A appears as Fourth-Party Logistics which, through a Collaborative and Multidisciplinary Model, finds interesting final benefits, but it is necessary to take into consideration the difficulties and challenges faced in its negotiation, adoption and implementation, namely in the redefinition of internal activities, in the Business Process Redesign itself, mainly in the complexity of the Operative and, naturally in the resistance to change. In supply chain management, the relationships between all partners must be ensured with maximum efficacy and efficiency, so that these synergies are sufficiently robust to jointly define such differentiating strategies. As a final result, a path was formed towards an improved Collaborative Work, whose benefits are quantitative and qualitative and, considered as possible critical success factors. The position of the Companies (A, HiTech Client, Premium Client) is naturally observed in a market whose strategy is collaborative, because the High-Tech business model is so competitive.
Description
Trabalho Final de Mestrado para obtenção do grau de Mestre em Engenharia e Gestão Industrial
Keywords
Multidisciplinaridade Colaborativo Gestão de cadeia de abastecimento Fourth-Party Logistics Business Process Redesign Multidisciplinarity Collaborative Supply chain management
Citation
RODRIGUES, Fábio Miguel Pires – A importância do funcionamento multidisciplinar e colaborativo na gestão de cadeias de abastecimento. Lisboa: Instituto Superior de Engenharia de Lisboa, 2022. Dissertação de Mestrado.
Publisher
Instituto Superior de Engenharia de Lisboa