Submitted by Jorge Silva (jorgelmsilva@ufrrj.br) on 2017-08-17T19:08:45Z No. of bitstreams: 1 2015 - Waldenir Jose das Chagas de Oliveira.pdf: 1418599 bytes, checksum: 36c462f2863aa65bfdf908a2bf0bf8c8 (MD5) / Made available in DSpace on 2017-08-17T19:08:45Z (GMT). No. of bitstreams: 1 2015 - Waldenir Jose das Chagas de Oliveira.pdf: 1418599 bytes, checksum: 36c462f2863aa65bfdf908a2bf0bf8c8 (MD5) Previous issue date: 2015-04-30 / The purpose of this study is to analyze the logistic and collaborative actions with three associative supermarket networks located in the State of Rio de Janeiro. This research assumes that the business logistic and collaborative actions (vertical and horizontal) have important roles to obtain competitive advantages in an area that is getting more and more unstable, where the only ones to survive are the companies that are able to aggregate value to the client by offering quicker and more efficient answers. The field research is characterized by a multiple case study of qualitative approach, that happens in three associative supermarket network constituted of small and medial business owners. For the database research were elaborated three semi structured and distinctive scripts that allowed the implementation of sixteen interviews. The subjects of the research were the associates or buyers, managers and presidents, members of the three networks. It was concluded that the three networks studied in this research were able to develop throughout their years in business, feelings of trust and reciprocity capable of strengthening the relational coherency between associates. Although, it is important to highlight that the said networks still have a long way to improve until they can really become the "Business Network", nomenclature for which they were designated in this paper. The results found in this research indicate that the three networks need to amplify the scope of their collaborative actions in a way to transcend the stage of joint negotiation and reach a level of cooperation that allows to also be working together. Furthermore, it is necessary that the capacity to provide better gains and offer complementary resources could be extrapolate to something beyond buying or marketing shares, pervading the development of instate a strategy with associates and suppliers, that can contemplate: the improvement of merchandise transportation, managing the stock, managing by categories, defining a mix of products suitable for sale, integrated usage of technology tools of logistic support, amongst others. / O presente estudo teve como objetivo analisar as pr?ticas log?sticas e as a??es colaborativas observadas na atua??o de tr?s redes associativistas de supermercados localizadas no Estado do Rio de Janeiro. As implica??es dessa pesquisa pressup?em que a log?stica empresarial e a??es as colaborativas (verticais e horizontais) t?m pap?is importantes para obten??o de vantagens competitivas, em mercados cada vez mais vol?teis, onde sobrevivem de fato, as empresas que conseguem agregar valor ao cliente oferecendo respostas mais r?pidas e eficientes. A pesquisa de campo caracteriza-se por um estudo de caso m?ltiplo, de abordagem qualitativa, que se d? em tr?s redes associativistas de supermercados formadas por pequenos e m?dios empres?rios. Para coleta de dados foram elaborados tr?s roteiros semiestruturados distintos, que permitiram a realiza??o de dezesseis entrevistas. Os sujeitos da pesquisa s?o os associados ou compradores, gestores e presidentes, integrantes das tr?s redes. Conclui-se que as redes estudadas nessa pesquisa conseguiram desenvolver ao longo dos seus anos de atua??o sentimentos de confian?a e reciprocidade capazes de tornar mais forte a coes?o relacional entre os associados. Entretanto, ? importante ressaltar que as referidas redes ainda t?m um longo caminho evolutivo a percorrer at? que possam realmente fazer jus ? nomenclatura de ?Centrais de Neg?cios?, pela qual foram designadas nesse trabalho. Os resultados encontrados nessa pesquisa indicam que as tr?s redes precisam amplificar o escopo de suas a??es colaborativas, de maneira a transcender a fase de negociar em conjunto e alcan?ar um est?gio de coopera??o que permita tamb?m operar em conjunto. Desta forma, ? necess?rio que a capacidade de proporcionar os ganhos em escala e oferecer recursos complementares seja extrapolada para ir al?m da compra e das a??es marketing, perpassando o desenvolvimento de estrat?gias integradas com associados e fornecedores que contemplem: a melhoria do transporte de mercadorias, gerenciamento de estoque, gerenciamento por categoria, defini??o de um mix de produtos adequado ? venda, uso integrado de ferramentas tecnologias de apoio log?stico, entre outras.