O tema desta dissertação é: Métodos de Gestão de Fornecedores. Ele aborda uma revisão literária no assunto e visitas em empresas para buscar um maior aprofundamento prático. Seu principal objetivo é desenvolver estruturas para o gerenciamento de fornecedores de produtos e serviços. Inicialmente identificaram-se diversas estratégias e procedimentos para o controle de qualidade de fornecedores, baseando-se em uma revisão sistemática da literatura. Assim, foram identificadas as vantagens, critérios, métodos e requerimentos para avaliar e selecionar fornecedores. Após, através de visitas em empresas de diferentes ramos, foi desenvolvido um método para a gestão de fornecedores de produtos e outro para a gestão de prestadores de serviços. Depois do desenvolvimento, ambos os métodos foram avaliados por especialistas de outras organizações, os quais confirmaram a utilidade e aplicabilidade dos mesmos. / The theme of this dissertation is Methods of Managing Suppliers. It covers a review of the literature and visits to companies to seek greater practical knowledge. It`s main objective is to develop structures for managing suppliers of products and services. Initially it was identified several strategies and procedures for quality control of suppliers, based on a systematic literature review. Thus, the advantages have been identified, then criteria, methods and requirements for evaluating and selecting suppliers. Through visits to companies in different branches, two methods were developed, one for the management of suppliers of products and the other for the management of service providers. After development, both methods were evaluated by specialists from other organizations, which confirmed their usefulness and their applicability.

O tema desta dissertação é: Métodos de Gestão de Fornecedores. Ele aborda uma revisão literária no assunto e visitas em empresas para buscar um maior aprofundamento prático. Seu principal objetivo é desenvolver estruturas para o gerenciamento de fornecedores de produtos e serviços. Inicialmente identificaram-se diversas estratégias e procedimentos para o controle de qualidade de fornecedores, baseando-se em uma revisão sistemática da literatura. Assim, foram identificadas as vantagens, critérios, métodos e requerimentos para avaliar e selecionar fornecedores. Após, através de visitas em empresas de diferentes ramos, foi desenvolvido um método para a gestão de fornecedores de produtos e outro para a gestão de prestadores de serviços. Depois do desenvolvimento, ambos os métodos foram avaliados por especialistas de outras organizações, os quais confirmaram a utilidade e aplicabilidade dos mesmos. / The theme of this dissertation is Methods of Managing Suppliers. It covers a review of the literature and visits to companies to seek greater practical knowledge. It`s main objective is to develop structures for managing suppliers of products and services. Initially it was identified several strategies and procedures for quality control of suppliers, based on a systematic literature review. Thus, the advantages have been identified, then criteria, methods and requirements for evaluating and selecting suppliers. Through visits to companies in different branches, two methods were developed, one for the management of suppliers of products and the other for the management of service providers. After development, both methods were evaluated by specialists from other organizations, which confirmed their usefulness and their applicability.

O tema desta dissertação é: Métodos de Gestão de Fornecedores. Ele aborda uma revisão literária no assunto e visitas em empresas para buscar um maior aprofundamento prático. Seu principal objetivo é desenvolver estruturas para o gerenciamento de fornecedores de produtos e serviços. Inicialmente identificaram-se diversas estratégias e procedimentos para o controle de qualidade de fornecedores, baseando-se em uma revisão sistemática da literatura. Assim, foram identificadas as vantagens, critérios, métodos e requerimentos para avaliar e selecionar fornecedores. Após, através de visitas em empresas de diferentes ramos, foi desenvolvido um método para a gestão de fornecedores de produtos e outro para a gestão de prestadores de serviços. Depois do desenvolvimento, ambos os métodos foram avaliados por especialistas de outras organizações, os quais confirmaram a utilidade e aplicabilidade dos mesmos. / The theme of this dissertation is Methods of Managing Suppliers. It covers a review of the literature and visits to companies to seek greater practical knowledge. It`s main objective is to develop structures for managing suppliers of products and services. Initially it was identified several strategies and procedures for quality control of suppliers, based on a systematic literature review. Thus, the advantages have been identified, then criteria, methods and requirements for evaluating and selecting suppliers. Through visits to companies in different branches, two methods were developed, one for the management of suppliers of products and the other for the management of service providers. After development, both methods were evaluated by specialists from other organizations, which confirmed their usefulness and their applicability.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / The Peruvian textile industry is a highly competitive market and is one of the main economic engines of the country. The sector provides more than 463 thousand jobs and represents 7.4% of the GDP. Most of the companies, mostly family businesses, do not have enough knowledge to implement a management model according to productivity standards and expected level of service. This article proposes a production model for the clothing industry based on Lean management, combining SIPOC, VSM, 5S techniques and a production system to increase profitability in the short term and make it sustainable in time. The model is validated by a case study in a representative company of the sector. The proposed activities were monitored through the study of work indicators, in which the results indicate an increase in productivity by 59% and the fulfillment by 48%.

Purpose: The purpose of this paper is to empirically investigate the activities that nascent firms undertake to improve customer attractiveness and gain collaborative commitment from strategic suppliers. Design/methodology/approach: Data from a grounded theory study consisting of 26 participants from 15 firms and a review of extant literature were used to develop a theoretical model that explains how a nascent firm increases its customer attractiveness to elicit commitment and collaboration from strategic suppliers. Findings: The authors find that social capital, born of close social ties and social history, enhances the effectiveness of a nascent firm's relationship-building practices. This counteracts a supplier's collaborative risk and consequently increases the nascent firm's customer attractiveness, thus enabling it to obtain strategic supplier collaborative commitment. Practical implications: This research helps managers by providing direction on what practices nascent firms pursue to gain strategic supplier resources and collaboration. Given the reality of resource constraints in nascent firms, it is suggested that this insight is essential to obtaining crucial external resources needed to survive and grow. Originality/value: Extant research on buyer–supplier collaboration is mostly confined to the context of mature firms and does not account for the unique inter-organizational relational challenges faced by nascent firms. This research uncovers the idiosyncrasies of supplier management in nascent firms, and elucidates on the actions that nascent firm managers take to gain supplier collaborative commitment.

Made available in DSpace on 2015-03-05T18:36:36Z (GMT). No. of bitstreams: 0 Previous issue date: 10 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Mudanças significativas em diferentes mercados ocorridas nas últimas décadas elevaram o grau de competitividade entre os diferentes setores industriais. Ao mesmo tempo, a evolução da Logística neste período permitiu a aproximação das organizações pertencentes a uma Cadeia de Suprimentos. Na busca pelo alcance e manutenção da competitividade, muitas organizações visualizaram esta aproximação como uma oportunidade de obter vantagens através da inclusão de fornecedores no processo de desenvolvimento de novos produtos e processos. Esta inclusão de fornecedores permite a criação de um ambiente de Desenvolvimento Simultâneo Tridimensional, no qual o produto, o processo e a cadeia de suprimentos são desenvolvidos ao mesmo tempo. Apesar dos benefícios desta inclusão serem amplamente divulgados, nem todas as empresas que realizaram esta integração conseguiram sucesso. Parte dos fracassos pode estar relacionada com a falta de um mecanismo que oriente a integração de fornecedores no desenvolvimento de produtos e proc / At the last decades, significant changes occured in different markets raised the degree of competitiveness among the different industrial sectors. At the same time, the evolution of the Logistic allowed the approach of the companies that belong to the Supply Chain. In the search for the reach and maintenance of the competitiveness, many organizations had visualized this approach as a chance to get advantages through the inclusion of suppliers in the process of development of new products and processes This inclusion of suppliers allows the creation of an environment of Three-dimensional Simultaneous Development, in which the product, the process and the supply chain is development at the same time. Despite the benefits of this inclusion being widely divulged, nor all the companies who had carried through this integration had obtained success. Part of the failures can be related with the lack of a mechanism that guide the integration of suppliers in the development of products and processes. Aiming at to f

In order to create synergy of sourcing activities in related diversified firms, some coordination mechanisms must be in place. Coordination by organizational structure, management control, and process, systems and tools are examined in the Norwegian utility industry. Sourcing is found to be coordinated across business units by centrally decided sourcing strategies defining overall goals and policy for the sourcing area. Sourcing is also coordinated by sourcing professionals and category managers operating as devised liaisons, coordinating the sourcing processes, and performing supplier and market management horizontally across the business units. Sourcing needs are pooled when appropriate. Coordination by joint planning and sharing of cost information is done. All the identified forms of synergy are found to be created; economies of scale, economies of information and learning and economies of process.

La industria textil tiene un mercado altamente competitivo y es uno de los principales motores económicos del país. El sector brinda más de 463 mil empleos e influye con el 7.4 % del PBI Industrial. En muchos casos; estas empresas; en su mayoría familiares; no cuentan con el conocimiento necesario para implementar un modelo productivo acorde a los estándares de productividad y el cumplimiento de entrega. El presente artículo propone un modelo de producción en la industria de la confección combinando técnicas SIPOC; VSM; 5S y un sistema de producción con gestión de proveedores dentro de la metodología Lean Manufacturing para incrementar la rentabilidad de la empresa a corto plazo y hacerla sostenible en el tiempo. El modelo se valida mediante una prueba piloto en una empresa del sector. El seguimiento de las actividades propuestas fue llevado a cabo mediante el estudio de indicadores de trabajo; los cuales muestran resultados que indican un aumento de 59% y 62% en la productividad global y el cumplimiento de las entregas, respectivamente. / The textile industry has a highly competitive market and is one of the main economic engines of the country. The sector provides more than 463 thousand jobs and influences with 7.4% of the Industrial GDP. In many cases; These companies; mostly family members; they do not have the necessary knowledge to implement a production model in accordance with productivity standards and delivery compliance. This article proposes a production model in the clothing industry combining SIPOC techniques; VSM; 5S and a production system with supplier management within the Lean Manufacturing methodology to increase the company's profitability in the short term and make it sustainable over time. The model is validated through a pilot test in a company in the sector. The follow-up of the proposed activities was carried out by studying work indicators; which show results that indicate an increase of 59% and 62% in global productivity and fulfillment of deliveries, respectively. / Trabajo de investigación

Los modelos de planeamiento y control de la producción han sido implementados con gran éxito en muchas empresas a nivel mundial, tanto en el ámbito manufacturero como el de los servicios. Actualmente, expertos e investigadores en el tema han encontrado manifestaciones que demuestran carencias en el desarrollo e implementación de este tipo de enfoques en grandes medianas empresas. Por esta razón, el presente artículo propone una metodología de mejora continua (PHVA) que incluye los modelos de planeamiento y control de producción con la finalidad de permitir un desarrollo sostenible y exitoso en el tiempo. La metodología está compuesta por 4 fases que son: a) planificar: en donde se proyecta todo lo que sucede y lo que se tiene que resolver, b) hacer: donde se ejecuta el plan de acción mediante herramientas ingenieriles, c) verificación: donde se valida si es factible el proyecto y, por último, d) actuar: donde se utilizan mecanismos de control. La metodología fue validada en una empresa dedicada a la fabricación de hornos industriales en el Perú, donde la ejecución generó la eliminación de ventas rechazadas por entrega fuera de tiempo en su primer trimestre después de aplicarlo y redujo también los problemas con calidad de insumo en 15% y planificación de compras en 9%. / The production planning and control models have been implemented with great success in many companies worldwide, both in manufacturing and services. Currently, experts and researchers in the field have found demonstrations that show shortcomings in the development and implementation of this type of approaches in large medium-sized enterprises. For this reason, this article proposes a methodology for continuous improvement (PDCA) which includes the models of production planning and control in order to allow for a successful and sustainable development at the time. The methodology is composed of 4 phases that are: a) planning: where everything that happens and what has to be resolved is projected, b) do: where the action plan is executed through engineering tools, c) verification: where it is validated if the project is feasible and finally, d) act: where control mechanisms are used. The methodology was validated in a company dedicated to the manufacture of industrial furnaces in Peru, where the execution generated the elimination of sales rejected by delivery out of time in its first quarter after applying it and reduced the problems with input quality in 15 % and purchase planning at 9%. / Trabajo de Suficiencia Profesional

During a six-month period, the author has studied, observed and analyzed the situation within Skanska ITN, headquartered in Haga Norra, Sweden. Licenses and supplier relationships and management of these are areas Skanska ITN, which delivers and manages IT services and products to Skanska AB, would like to have investigated and analyzed. The problem reveals itself in the current situation because there is no process for managing software asset management (SAM), i.e. management of licenses and software. There are significant savings to be made when it comes to managing licenses and dealing with suppliers. The purpose of this paper is to identify the processes in dealing with the sourcing of licenses, products and services related to IT and to propose a suitable recommendation that can be adopted by Skanska ITN and the SAM processes. During the study the author found several factors such as lack of responsibility and a defined purpose of the SAM process, which had been defined by the global IT department (GSU IT). These were affecting the parties involved and their work tasks regarding sourcing and purchasing licenses.   Three suggestions for improvements and implementations have been presented and these are: Connect the SAM and purchase relationship with IT roadmaps and Enterprise Architecthure (EA) Initiate a common platform as a forum for sharing documents and agreements which can be stored and managed by the SM3 model Examine and analyze the licenses and agreements within the current situation. To be able to perform this a common policy and purpose must be defined for a SAM tool. / Under en sexmånadersperiod har författaren studerat, observerat samt analyserat situationen på Skanska ITNs huvudkontor i Haga Norra, Stockholm. Licenser och inköpsrelationer och hantering av dessa är områden som Skanska ITN, vilka leverarar och förvaltar IT tjänster och produkter för Skanska AB, vill ha undersökta och analyserade. Problemet grundar sig i att det i dagsläget ej finns en process för att hantera software asset management (SAM), i.e. hantering av mjukvara och licenser. Det finns betydande besparingar att göra när det kommer till att hantera licenser och relationer med leverantörer. Syftet med detta examensarbete är att identifiera potentiella processer för att hantera inköp av licenser, produkter och tjänster relaterade till IT, samt rekommendera en kvalificerad lösning som kan anammas av Skanska ITN och SAM processerna, vilken kan identifiera svagheter och brister och optimera dessa. Under studiens gång fann författaren faktorer såsom brist på ansvarsområden och syfte med den SAM process som hade definierats av den globala IT avdelningen (GSU IT), vilken påverkar inblandade parter och dess arbetsområden. Tre förslag till förbättringar och implementationer har presenterats och dessa är: Koppla SAM och inköpsrelationen mot IT roadmaps och Enterprise Erchitecture (EA) Initiera en gemensam plattform i form av ett forum där delning av dokument och avtal kan lagras vilken kan förvaltas av SM3 modellen Inventera samt analysera de licenser och avtal som existerar i dagsläget och de som bör omförhandlas. För att det ska kunna ske måste ett syfte och direktiv vara aktuellt för vilket SAM verktyg som ska användas.