UNIVERSIDADE DE SÃO PAULO
Faculdade de Economia, Administração e Contabilidade
Departamento de Administração
Pós Graduação em Administração
Gestão de Riscos Ambientais na
Cadeia de Suprimentos
Antonio Carlos Braz
EAD5961 – Gestão de Operações Sustentáveis
Professores: Adriana Marotti Mello
Paulo Tromboni S. Nascimento
23/06/2016
Managing supplier sustainability risks in a
dynamically changing environment—
Sustainable supplier management in the chemical
industry
Autores:
Kai Foerstl , Carsten Reuter , Evi Hartmann Constantin Blome
Journal of Purchasing & Supply Management 16 (2010) 118–130
Autores
Kai Foerstl
Prof. Dr. Kai Först
Professor für Supply Chain Management und Logistik
Akademischer Direktor M.Sc. in Management – Handelslogistik
German Graduate School of Management and Law gGmbH
Este artigo foi citado 152 vezes publicado em Março 2010
Artigo mais citado 221 vezes no Google Scholar, publicado em Abril 2010:
Quando escreveu o artigo era: a Ph.D. candidate at the European Business School in Wiesbaden, Germany.
Scopus
Documents: 13
Citations: 302 total citations by 235 documents
H index: 8
Autores
Carsten Reuter
Fraunhofer Center for Applied Research on Supply Chain Services SCS,
Nordost park 93,90411 Nuremberg, Germany
Quando escreveu o artigo era: a Ph.D. candidate at the European
Business School in Wiesbaden, Germany
Não tem perfil no Google
Scopus:
Documents: 5
Citations: 229 total citations by 187 documents
h-index: 5
Autores
Evi Hartmann
Professor of logistics at the Friedrich-Alexander
University in Erlangen-Nurenberg, Germany.
Her primary research interests include services supply management, global
sourcing and environmental supply chain
management.
Não tem perfil no Google
Scopus:
Documents:42
Citations: 790 total citations by 678 documents
h-index: 15
Autores
Constantin Blome
Assistant professor for sourcing in emerging
markets at the European Business School in OestrichWinkel, Germany. His primary research activities are in
the areas of risk management in supply chains, focusing on the supply
side and emerging markets; performance measurement in procurement;
and the economy of public procurement.
Não tem perfil no Google
Scopus:
Documents: 23
Citations: 462 total citations by 373 documents
h-index: 11
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Citado 152 vezes – Google Scholar
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O outro Artigo mais citado 221 vezes no Google Scholar, publicado em Abril
2010:
Reuter et al(2010) - Sustainable global supplier management: the role of
dynamic capabilities in achieving Competitive. utilizou os mesmos estudos de
caso, porém 4 e não 5 empresas
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Online ISSN: 1745-493X
Resumo
Objetivo
Varying definitions and interpretations of sustainability standards have become
aExplora
majorcomo
concern
for purchasing
supply
management (PSM). As the
as funções
de Gestão de and
Compras
e
foremost
interface
to identificam,
an increasingly
supply base, PSM plays an
Fornecimento
(PSM),
avaliam global
e
important
roledeinsustentabilidade
the mitigationdooffornecedor
sustainability-related risks. By conducting
tratam o risco
e elaboram purchasing
a integração da
gestão
de riscos
da
responsible
and
supplier
management,
the risk of corporate
sustentabilidade
de gestão
reputational
damagenotoprocesso
the buying
firm,do
caused by supplier misconduct, can be
avoided. However,fornecedor.
resources for effective risk- mitigation are limited and the
applicability of supply risk assessment and supplier assessment methods have
not been evaluated for sustainability. In this paper, we explore how leading
PSM functions identify, assess, and treat supplier sustainability risks and
elaborate on the integration of sustainability risk management in supplier
management processes. Based on the findings from a multiple case study in
the chemical industry and by drawing on the dynamic capabilities view (DCV),
we propose that mature and sustainable supplier management capabilities are
a source of competitive advantage in terms of lower exposure to reputational
risks and enhanced operational performance.
Resumo
Metodologia
Varying definitions and interpretations of sustainability standards have become
a major concern for purchasing and supply management (PSM). As the
Múltiplo estudo de caso na indústria química , utilizando a visão de capacidades
foremost
interface
to an increasingly
global para
supply
base,as PSM
plays an
dinâmica, que
são as competências
chave utilizadas
modificar
posições
important
role
in theprazo
mitigation
of sustainability-related
risks.
Byvantagem
conducting
competitivas
de curto
que podem
ser utilizados para construir
uma
responsible
and supplier
the
risk of corporate
competitiva apurchasing
longo prazo. Paper:
DYNAMICmanagement,
CAPABILITIES AND
STRATEGIC
reputational
damage
the buying
caused
by supplier
MANAGEMENT.
(Teece,to
Pisano
& Shuenfirm,
1997
- Hot paper:
Scopusmisconduct,
8.242, Googlecan be
25.122 e WOS
5.516)resources for effective risk- mitigation are limited and the
avoided.
However,
applicability of supply risk assessment and supplier assessment methods have
not been evaluated for sustainability. In this paper, we explore how leading
PSM functions identify, assess, and treat supplier sustainability risks and
elaborate on the integration of sustainability risk management in supplier
management processes. Based on the findings from a multiple case study in
the chemical industry and by drawing on the dynamic capabilities view (DCV),
we propose that mature and sustainable supplier management capabilities are
a source of competitive advantage in terms of lower exposure to reputational
risks and enhanced operational performance.
Resumo
Resultados/
contribuição
Varying definitions and interpretations of sustainability standards have become
a major concern for purchasing and supply management (PSM). As the
foremost interface to an increasingly global supply base, PSM plays an
Contribuição/resultados:
propomosofque
as capacidades de risks. By conducting
important
role in the mitigation
sustainability-related
gestão de fornecedores maduros e sustentáveis são uma fonte
responsible
purchasing and supplier management, the risk of corporate
de vantagem competitiva em termos de menor exposição a
reputational
damage to the buying firm, caused by supplier misconduct, can be
riscos de reputação e reforçam o desempenho operacional
avoided. However, resources for effective risk- mitigation are limited and the
applicability of supply risk assessment and supplier assessment methods have
not been evaluated for sustainability. In this paper, we explore how leading
PSM functions identify, assess, and treat supplier sustainability risks and
elaborate on the integration of sustainability risk management in supplier
management processes. Based on the findings from a multiple case study in
the chemical industry and by drawing on the dynamic capabilities view (DCV),
we propose that mature and sustainable supplier management capabilities are
a source of competitive advantage in terms of lower exposure to reputational
risks and enhanced operational performance.
Introdução
Perguntas de
Pesquisa
Thus, the following research questions shall be addressed in our research:
1. How do firms configure sustainable supplier risk management processes in
congruence with dynamically changing sustainability requirements?
2. How can supplier sustainability risk mitigation strategies and processes be
a source of competitive advantage to the buying firm?
In order to approach these questions, we ground our research in the supply
chain risk management framework by Ritchie and Brindley (2007). This
1-Comoenables
as empresas
processo
de gestão
de risco doto
fornecedor
framework
us toconfiguram
integrateothe
established
approaches
supply chain
em congruência
os requerimentos
sustentabilidade mudando
risksustentável
management
with our com
research
interest in de
sustainability-related
risks in
dinamicamente?
supply management. The overall
notion of the framework is that a firm that
adopts
and invests in strategies for managing supply risks will do better than
2-Como podem as estratégias e processos de mitigação de risco da sustentabilidade
firms that
neglect the
of risks
faced in competitiva
their selected
management
do fornecedor
sertype
uma fonte
de vantagem
para risk
as empresas
strategy (see Fig. 1). We adopt this
notion to our research interest of supplier
compradoras?
sustainability risk management (see Fig. 2). The dynamic capabilities view
(DCV) of the firm suggests that the ability of a function to contribute to
competitive advantage depends on the fit of its strategy and processes to the
external environment of the firm (Eisenhardt and Martin, 2000; Teece et al.,
1997).
Introdução
Framework
utilizado
Thus, the following research questions shall be addressed in our research:
1. How do firms configure sustainable supplier risk management processes in
congruence with dynamically changing sustain- ability requirements?
2. How can supplier sustainability risk mitigation strategies and processes be
a source of competitive advantage to the buying firm?
In order to approach these questions, we ground our research in the supply
chain risk management framework by Ritchie and Brindley (2007). This
framework enables us to integrate the established approaches to supply chain
risk management with our research interest in sustainability-related risks in
supply management. The overall notion of the framework is that a firm that
adopts and invests in strategies for managing supply risks will do better than
firms
neglect
type of
risks faced
in their selected
riskdemanagement
Parathat
abordar
estasthe
questões,
fundamenta
a investigação
no modelo
gestão de
strategy
Fig.de1).
We adopt de
thisRitchie
notion
to our research
interest
supplier
riscos da(see
cadeia
fornecimento
e Brindley
(2007). Este
modeloofpermite
sustainability
risk management
2).deThe
view
integrar as abordagens
estabelecidas(see
para Fig.
gestão
riscosdynamic
da cadeiacapabilities
de suprimentos
comthe
o nosso
pesquisas
sobre osofriscos
relacionados
com a
(DCV) of
firminteresse
suggestsemthat
the ability
a function
to contribute
to
sustentabilidade
gestão
deits
suprimentos.
competitive advantage
depends onnathe
fit of
strategy and processes to the
external environment of the firm (Eisenhardt and Martin, 2000; Teece et al.,
1997).
Modelo conceitual de Pesquisa de Gestão
risco da sustentabilidade do fornecedor
Framework utilizado
depara desenvolvimento
das propostas e
Framework de pesquisa
Extendido
Metodologia
Justificativas de ter utilizado o
múltiplo estudo de caso
An inductive multiple case study approach was selected in order to explore
how companies manage sustainability-related supplier risks. This approach
Uma abordagem
de múltiplofor
estudo
caso indutiva
foi selecionada,
pelas
seguintes:on how
appeared
to be adequate
thedefollowing
four
reasons: (1)
research
pesquisa sobre
como empresas tratam ossupplier
riscos de fornecedores
relacionados
à
firms(1) account
for sustainability-related
risks in their
purchasing
sustentabilidade em sua organização de compras ainda estão em uma fase exploratória;
organization
an exploratory
(Basu and
Palazzo, complexos,
2008); (2)que
case
(2) estudo is
de still
caso in
é bem
adequado parastage
a investigação
de fenômenos
study
well-suited
for investigating
complex
phenomena,
which
nãoresearch
podem ser is
esclarecidos
, por exemplo,
por surveys, pois
que permite
ao pesquisador
interagir
o informante,
aproveitar
as múltiplas
fontes
de informação,
cannot
be com
illuminated
by, efor
example,
surveys
alone,
since it levando
allows athe
casos ricostoem
informação
researcher
interact
with the informant and to draw on multiple sources of
(3) As definições de sustentabilidade ecológica, social, e ambiental divergem na literatura e
information,
leading
to information-rich
(Crane,
1999;deYin,
2009);o(3)
na prática. Assim,
é necessário
clarificar a fimcases
de explicar
a validade
conteúdo,
quethe
definitions
ofabordado
ecological,
anddasenvironmental
sustainability diverge in
poderia ser
melhorsocial,
no decurso
entrevistas;
(4) a triangulação
de dados
de várias
fontes permite
uma melhor
mitigação
viés de for
literature
and practice.
Hence,
clarification
is required
in order
to do
account
desejabilidade
é inerente
ao tema em
questão.
Uma
visão geral
de medidas (4)
content
validity, social,
whichque
could
be addressed
best
in the
course
of interviews;
para resolver as preocupações quanto à validade e confiabilidade durante todo o curso de
the nossa
triangulation
data from
pesquisa é of
apresentado
na multiple
Tabela 1. sources allows for a better mitigation of
the social desirability bias which is inherent in the topic at stake (Crane 1999).
An overview of measures to address the concerns regarding validity and
reliability throughout the course of our research is provided in Table 1.
Metodologia
Justificativa para a seleção da
amostra
The list of potential case companies was further shortened by making the listing in
either the Dow Jones Sustainability Group Index (DJSI) or the FTSE4Good (Lopez et al.,
2007), a selection criterion. In order to yield a sample with homogenous antecedents
for the development of CSR initiatives, we only included firms from Central Europe,
which had previously experienced serious environmental or social incidents in the 1980s
or 1990s. Ultimately, the purchasing executives of the top ten European chemical
companies, in terms of annual sales revenue, were approached via email and follow-up
Para que calls
fossem
estudados
casos
onde
gestão
sustentável
fosse
de altaten,
relevância,
o
telephone
(Howard
et al.,
1999;
Dula and
Hak,
2008). Out
of these
five firms
critério
seleção foiinescolher
as empresas
que participassem
dos índices
Dow Jones
agreed
to de
participate
our study
and provided
access to purchasing
executives
and
Sustainability
Group
Index
(DJSI)
ou
FTSE4
Good,
da
Europa
Central
que
passaram
por
archival data under the condition of anonymity. The profile of the case companies and
compractice
graves impactos
socioambientais
nas décadas de 1980 ou 1990. A
theiracidentes
sustainability
is provided
in the Appendix.
Unidade
de caso definida
foi a função
PSM.August and November
The collection of primary
data proceeded
in two phases
between
A coleta de dados primários foi realizada em 2 fases entre Agosto e Novembro de 2008.
2008.
Case Selection
The sampling frame was developed based on the extant literature and preliminary
expert interviews. For the purpose of gaining in-depth insights into advanced practices
which would lay ground for the generation of hypotheses, the notion of Gerring (2007)
was followed and the extreme case selection technique was employed with the PSM
function as the unit of analysis.
Metodologia
Critério de Cientificidade
Confiabilidade e Validade
Análise dos Dados
Respondendo a Q1 e Ob.
In general, we could observe that the sustainability risks assessed are
dependent on the kind of external stakeholder pressure exerted on the firm.
However, the method which is applied to assess sustainability risks is
independent of the kind of risks identified by top-management and purchasing
management. We find support for this result in the literature. Murillo-Luna et
al. (2008) conclude that managers do not differentiate their response to
sustainability pressure according to the stakeholder group exerting pressure on
them. Hence, we formulate our first proposition:
Proposition 1. The initial development of sustainability risk assessment is based
on the perceived stakeholder pressure, but the chosen risk assessment method
is independent of the pursued sustainability dimension.
O desenvolvimento inicial da avaliação de risco da sustentabilidade é baseado na pressão
percebida do stakeholder. Mas o método de avaliação de risco é independente da
dimensão de sustentabilidade perseguida.
Análise dos Dados
Respondendo a Q1
Análise dos Dados
Respondendo a Q1 e Ob
Furthermore, it provides a baseline measure for continuous development of a
supplier on the percentage scale and allows detecting paths for further
development necessities of the supply base. In line with prior literature (e.g.,
Krause et al., 2007), the following proposition is formulated:
Proposition 2a. Supplier sustainability risk assessment enables an effective
sustainability risk mitigation response.
Orange, Blue, Red, and Yellow acknowledged deficiencies in the initial
identification of sustainability risks. These companies recently continued to
broaden their sustainability risk assessment to actively address stakeholder
pressure for the initially neglected sustainability risk in supplier management
processes.
A avaliação de risco de sustentabilidade do fornecedor possibilita uma resposta
efetiva de mitigação de risco da sustentabilidade
Análise dos Dados
Respondendo a Q1 e Ob
As suggested by DCV literature, Black was able to leverage its ecological
supplier risk management capabilities to the context of social supplier risk
management due to the build-up of excess capacity (Prahalad and Hamel,1990;
Eisenhardt and Martin, 2000; Zollo and Winter,2002). Thus,we conclude that
the necessary sustainable supplier risk management processes are built on
limited content breadth,before broadening the content scope towards a more
holistic embracement of the sustainability concept. Thus,we propose:
Proposition 2b. The initial configuration and deployment of supplier
sustainability risk management capabilities is valuable in building excess
capacity, which enables firms to broaden the scope of their sustainability risk
management processes.
A configuração inicial e implantação de recursos de gerenciamento de risco de
sustentabilidade do fornecedor é útil na construção de excesso de capacidade, que
permite às empresas ampliar o escopo de seus processos de gestão de risco de
sustentabilidade.
Análise dos Dados
Respondendo Q2 e Ob
They are important for screening potential new suppliers and preventing noncompliant suppliers to enter the supply base, thereby reducing the firm’s risk
exposure (Tang, 2006). In line with arguments from DCV, we conclude that the
value-creating (damage preventing) strategies necessary to counteract external
pressure must be executed more rigorously than competitors in order to stay
ahead of the competition (Eisenhardt and Martin 2000; Teece et al., 1997). In
the context of supplier selection, development and phase-out as risk mitigation
strategies, we propose:
Proposition3a. The ability of sustainable supplier selection, development and
phase-out strategies to mitigate sustainability risks depends on the rigor with
which they are applied.
A capacidade de seleção, desenvolvimento e estratégias de eliminação do fornecedor
sustentável para mitigar os riscos de sustentabilidade depende do rigor com que são
aplicados.
Análise dos Dados
Respondendo a Q2 e Ob
In harmony with Proposition 3a, we ground our proposition in the DCV of the
firm, according to which the decisive factor about the value and idiosyncrasy of
a capability stems from the astuteness in how they are combined and applied
(Eisenhardt and Martin, 2000; Peteraf, 1993). Thus, we formulate:
Proposition 3b. The ability of sustainable supplier assessment and
development capabilities to mitigate sustainability risks depends on the
astuteness with which they are created and applied.
A capacidade de avaliação de fornecedores sustentáveis e
desenvolvimento das capacidades para mitigar os riscos de
sustentabilidade depende da astúcia com que são criadas e
aplicadas
Análise dos Dados
Respondendo Q2 e Ob
Pursuing the first path allows organizations to avoid risky or non-compliant
suppliers from entering the supply base. Thus, a more profound supplier
sustainability
riskavaliação
assessment
capability
provides firms with superior resourcecapacidades de
de risco
de sustentabilidade
picking
capabilities
2001; Peteraf,
1993)
permitem
a seleção (Makadok,
eficaz de fornecedores,
levando
à and prevents reputational
redução to
do risco,
que constitui
uma fonte
vantagem
damage
the buying
firm caused
by de
non-compliant
suppliers entering the
competitiva.
supply
base. Hence, we postulate:
Proposition 4a. Sustainability risk assessment capabilities allow for effective
supplier selection, leading to risk reduction, which constitutes a source of
competitive advantage.
‘‘In most procurement situations, a supplier phase-out, result- ing from
deficient standards, is not an option, as this would further enhance
dependency on the remaining suppliers in that market. By sustainable supplier
development, we foster competition among our suppliers.’’
Análise dos Dados
Respondendo a Q2 e Ob
We conclude that SSD has positive performance implications beyond risk
reduction, thus supplier development rather than supplier phase-out, should
be pursued. Thus, we formulate the following proposition:
Proposition 4b. Beyond the reduction of supplier sustainability risks,
sustainable supplier development has a positive effect on operational
performance and hence competitive advantage.
Além da redução dos riscos de sustentabilidade do fornecedor o desenvolvimento
de fornecedor sustentável tem um efeito positivo sobre o desempenho operacional
e portanto sobre a vantagem competitiva,.
Análise dos Dados
Respondendo a Q1, Q2 e Ob
A cooperative and structured relationship with NGOs leads to mutual exchange
and progression of the buying firm’s knowledge. This cooperative approach
with pressure groups enables the PSM function to respond more effectively to
new requirements and supplier misconduct (Eisenhardt and Martin, 2000).
Specific examples are the adaptation of supplier risk assessment criteria, audit
cycles, and audit contents. In terms of DCV, cooperation with NGOs allows the
Sob a presença
de estímulo risk
dinâmico
do stakeholder,
a capacidade
de resposta
adaptation
of sustainability
management
processes
to take place
sooner,
externarigorously
tem um efeito
a identificação
de risco de sustentabilidade,
os
more
andpositivo
more sobre
astutely
than competitors.
Hence, external
processos de avaliação e mitigação, que por sua vez afetam os resultados de
responsiveness is a major ingredient of dynamic SSM capabilities and will be
desempenho do risco de sustentabilidade.
rewarded with competitive advantage. This leads to our final proposition:
Proposition 5. Under the presence of dynamic stakeholder stimulus, external
responsiveness has a positive effect on sustainability risk identification,
assessment and mitigation processes, which in turn affect sustainability risk
performance outcomes.
Análise dos Dados
Relação do Framework com
as proposições, criando a
etapa Capacidade de
resposta Externa na P5
Conclusão
Contribuição
In this paper, we have studied how firms address the challenge of meeting their
stakeholders’ sustainability demands across their supply base in a resourceeffective manner, while effectively managing the risk of corporate reputational
damage, which could potentially be caused by supplier non-adherence to
sustainability standards. The contribution of this paper is threefold. First, we
analyze how PSM functions configure their supplier sustainability risk
assessment processes in order to effectively prioritize resources and know-how
for effective management and development of a sustainable supply base.
Secondly, we provide insights on the performance outcomes of these
undertakings. Thirdly, we elaborate on how firms organize supplier
sustainability risk management processes in order to respond to dynamic
A contribuição
destepressure
artigo for
é tríplice.
Em primeiro lugar, analisa
changes
in external
sustainability.
como funções PSM configuram seus processos de avaliação de risco de
sustentabilidade do fornecedor, a fim de priorizar eficazmente os recursos e
know-how para a gestão eficaz e desenvolvimento de uma base de
fornecimento sustentável. Em segundo lugar, fornece informações sobre o
desempenho dos resultados destas empresas. Em terceiro lugar, elabora
sobre como as empresas organizam processos de gestão de risco de
sustentabilidade do fornecedor, a fim de responder às mudanças dinâmicas
da pressão externa para a sustentabilidade.
Conclusão
Oportunidade de Pesquisa
To conclude, we would like to point to potential areas for further research. In
the context of the cases presented here, the probability of supplier nonadherence to sustainability standards is measured in terms of item
specification, resulting production process, geographic location and the
supplier self-assessment. These findings may be specific to the chemical
industry. Hence, further research is needed to elaborate and test whether the
sustainability risk assessment method presented here is valuable in different
industry settings.
Apontaram para áreas potenciais para futuras pesquisas. No contexto dos casos aqui
apresentados, a probabilidade de não adesão do fornecedor a padrões de
sustentabilidade é medido em termos de especificação de item, resultando processo de
produção, localização geográfica e da auto-avaliação de fornecedores. Estas conclusões
podem ser específicas para a indústria química. Por isso, é necessária mais investigação
para elaborar e testar se o método de avaliação de risco de sustentabilidade apresentado
aqui é aplicado em diferentes configurações da indústria.
Questões
Questões??
O artigo atingiu seu objetivo?
Objetivo: Explora como as funções de Gestão de Compras e Fornecimento (PSM),
identificam, avaliam e tratam o risco de sustentabilidade do fornecedor e elaboram a
integração da gestão de riscos da sustentabilidade no processo de gestão do fornecedor.
Entendo que atingiu parcialmente pois as propostas focaram muito na gestão e processo da
empresa compradora e não nos processos dos fornecedores.
As perguntas foram respondidas?
1-Como as empresas configuram o processo de gestão de risco do fornecedor sustentável
em congruência com os requerimentos de sustentabilidade mudando dinamicamente?
R1: P1, P2a, P2b
2-Como podem as estratégias e processos de mitigação de risco da sustentabilidade
do fornecedor ser uma fonte de vantagem competitiva para as empresas compradoras? R:
R2: P3a, P3b, P4a, P4b e P5