Em um cenário de aumento de competitividade, crescente expectativa por inovações do produto e necessidade de atender diferentes perfis de consumidores, o conceito de gerenciamento de cadeias de suprimentos globais (GSCM) surge como uma estratégia para coordenar mais eficazmente as atividades dispersas geograficamente dos sistemas produtivos. Na adoção do GSCM, as organizações devem lidar com rupturas que impactam no gerenciamento das suas atividades, tais como a interrupção de vias de transporte, pane no fornecimento de energia, desastres naturais e até ataques terroristas. Nesse contexto, o trabalho introduz um procedimento sistematizado para modelagem das cadeias de suprimentos visto como um sistema a eventos discretos e sua análise por simulação das atividades do GSCM baseada em técnicas formais como a rede de Petri (PN) e o Production Flow Schema (PFS). Um exemplo é também apresentado para ilustrar e comprovar as vantagens do método proposto na análise do GSCM. / In a context of increasing competition, rising of expectations for product innovations and need to satisfy different consumer needs, the concept of global supply chain management (GSCM) emerges as a strategy to more efficiently coordinate the geographically dispersed activities of production systems. Adopting GSCM, organizations have to deal with external disruptions that impact management activities, such as transport interruption, power supply failure, natural disasters and terrorist attacks. In this way, a systematized procedure for modeling supply chains as a discrete event system and simulation analysis of GSCM activities based on formal techniques, such as Petri net (PN) and Production Flow Schema (PFS) is introduced. An example is also presented to illustrate and confirm the advantages of the proposed method for GSCM analysis.

Ericsson has recently experienced difficulties to meet the customer demand, which has led to lost market shares. This is mainly due to the long and unpredictable lead times within their supply chains. Therefore, Ericsson seeks to increase their ability to meet the customer demand by reducing the customer order lead time. A shorter lead time would imply a greater responsiveness and improved service level towards the customers. A directive from the company was to base the study on the supply chain for the customer Algeria Telecom Mobile. The purpose of the study is to give recommendations for improvements that reduce the total lead time in a supply chain perspective in order to improve the customer service level.  To be able to fulfill the purpose, four objectives were distinguished and supported with existing frameworks for analyzing supply chains. The first step was to create a current state map, which was achieved by conducting 24 interviews with people working within the supply chain. The second step was to identify potentials for lead time reduction. This was done by categorizing the supply chain parts and the problems that were gathered during the current state mapping into meaningful groups, and thereafter prioritize the categories with the greatest potential. The third step was to generate alternative solutions by conducting a second literature review based on the potentials that was identified during the prior step. The general solutions were later modified in order to fit the current supply chain. It resulted in eight Ericsson specific solutions. The fourth step was to evaluate these solutions in combination, which led to a recommended combination of solutions that provided the greatest lead time reduction. Also the requirements for implementing these solutions were presented in this step.  The recommendation for Ericsson is to rearrange their current supply chain for the studied customer and use two different supply chains; the Regional supply chain and the Alternative supply chain. The two arrangements will both be based on the implementation of a supply hub, which implies a movement of the customer order decoupling point closer to the customer. The Regional supply chain will cover the main flow and be used when the customer orders products from a product portfolio that has been agreed within the region. The Alternative supply chain will act as a complement and cover the flow of products outside the regional product portfolio.   The estimated customer order lead time for the Regional supply chain is 17 days, which is a reduction of 80 % in the normal case for the studied supply chain. The lead time for the Alternative supply chain is more difficult to estimate precisely, but it will be reduced in comparison with the current situation. Moreover, the service level towards the customer will be increased for both the Regional and the Alternative supply chain. To summarize the recommendations that are forwarded to Ericsson, they are listed below:  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Implement a regional supply hub  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Agree on a regional product portfolio  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Implement time slots for inbound flows  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Use BPO as a payment method instead of Letter of Credit  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Use a CIP, DAP or DAT Incoterm  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Implement a product configurator and let the customer place orders on commercial descriptions or a solution id.  <li data-listid="34" data-aria-posinset="15" data-aria-level="1">Integrate processes and activities throughout the supply chain and establish a greater information exchange.

D’essence interétatique, le droit international public semble fermer ses frontières à toute responsabilité des entreprises transnationales. Cette imperméabilité à la reconnaissance d’une responsabilité juridique per se des pouvoirs économiques globaux n’a cependant pas empêché l’ordre international d’être réactif et d’évoluer en douceur. Face à l’apparition de plusieurs scandales liés à de graves violations des droits de l’homme, notamment dans le cadre des chaînes d’approvisionnement globales, il n’était plus concevable pour l’opinion publique de laisser les entreprises transnationales profiter du vide juridique existant. D’un cafouillis normatif émerge une régulation globale fortement imprégnée par le mouvement de responsabilité sociale des entreprises (RSE). Cette institutionnalisation de la RSE s’appuie sur plusieurs instruments normatifs parmi lesquels les principes directeurs des organisations internationales occupent une place centrale. Ces principes ont vocation à guider les actions des entreprises indépendamment de leur localisation géographique par le biais d’une sorte de toile normative uniforme pour tout le globe. En revanche, la mise en œuvre de cette régulation globale de la RSE n’est possible que par les pressions des acteurs sociaux (société civile et marché) qui tendent à promouvoir la responsabilité des entreprises et facilitent ainsi la transformation de la nature de ses normes. Des normes d’origine privée tendent progressivement à devenir une valeur incontournable dans la gouvernance des chaînes d’approvisionnement globales. En intronisant la RSE dans les relations contractuelles, cette gouvernance signerait l’avènement de nouvelles formulations de la RSE. Cette normativité nouvelle et innovante entend dès lors combler l’espace normatif inoccupé par les États. / Destined, in essence, to regulate interstate relations, public international law seems closed to the idea of recognizing liability of transnational corporations. However, this imperviousness to recognizing legal responsibility per se of global economic powers has not prevented a soft evolution of the international order. Following several scandals related to violations of human rights, some in the context of global supply chains, civil society could no longer allow transnational companies to take advantage of the existing legal vacuum. As a result, a global regulation strongly influenced by the trend of corporate social responsibility (CSR) emerged from a normative muddle. This institutionalization of CSR is based on several instruments, including guiding principles on Business and Human Rights which occupy a central position in this regulatory trend. It is intended that these principles will apply as a uniform, global normative canvas. Therefore, they should guide actions of companies regardless of their geographic location. The implementation of this CSR global framework is possible due to substantial pressure exerted by non-governmental actors, such as civil society and the market. These actors seek to promote CSR and facilitate the transformation of this regulation. Particularly, private standards are playing an increasingly important role in the governance of global supply chains. By establishing CSR in contractual relations, this governance would mark the advent of new regulatory tools which seek to fill in the public law gaps.

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The interconnectedness of global supply chains, combined with disruptive events like the Covid-19 pandemic, has emphasized the significance of enhancing supply chain resilience (SCRes). Thus, this study aims to investigate how businesses employ SCRes recovery strategies to address extreme supply chain disruptions (SCD). To contribute empirical evidence on reactive SCRes strategies, qualitative methodology was employed, with a specific emphasis on the construction department at Northvolt. The construction industry serves as an apt context for assessing and offers valuable insights. Unstructured and semi-structured interviews were conducted with supply chain executives within the company to collect the data. The findings reveal specific challenges faced by the construction department at Northvolt in the face of global supply chain disruptions, shedding light on their responsive strategies. This study not only emphasizes the necessity of cultivating all SCRes capabilities but also contributes valuable empirical evidence to the field. The implications of these findings extend beyond Northvolt, providing actionable insights for businesses in the construction industry and offering recommendations for enhancing overall supply chain resilience. / Den ökande globala kopplingen mellan leverantörskedjor, tillsammans med störande händelser som Covid-19-pandemin, har understrukit betydelsen av att förbättra leverantörskedjors motståndskraft (SCRes). Denna studie syftar därför till att undersöka hur företag använder sig av SCRes-återhämtningsstrategier för att hantera extrema störningar i leverantörskedjan (SCD). För att bidra med empiriska bevis om reaktiva SCRes-strategier användes kvalitativ metodik, med särskild tonvikt på byggavdelningen på Northvolt. Byggbranschen fungerar som en lämplig kontext för bedömning och erbjuder värdefulla insikter. Ostrukturerade och halvstrukturerade intervjuer genomfördes med företagets leverantörskedjechefer för att samla in data. Resultaten avslöjar specifika utmaningar som byggavdelningen på Northvolt står inför i ljuset av globala störningar i leverantörskedjan och belyser deras responsstrategier. Denna studie betonar inte bara nödvändigheten av att odla alla SCRes-förmågor utan bidrar också med värdefulla empiriska bevis till området. Resultatens implikationer sträcker sig bortom Northvolt och ger handlingsbara insikter för företag inom byggbranschen, samt erbjuder rekommendationer för att förbättra övergripande motståndskraft i leverantörskedjan.