Made available in DSpace on 2014-12-17T14:52:44Z (GMT). No. of bitstreams: 1 SandelyFA.pdf: 2314240 bytes, checksum: b9a766e4be2902f8df6b9e7d66d877c9 (MD5) Previous issue date: 2008-06-20 / The pursuit of competitive advantage is lobbying organizations to strategically plan the use of their material, human, technological and financial resources, so that it s possible to add value to the product, even when it is considered a commodity. The scenario for this planning should not be limited to the company in question, but cover an entire supply chain, which is composed of several organizations which have common goals of growth and sustainability of the market. They should form trade links, integrating the chains of individual values, in a perspective of value system. In this supply chain there is a flow of services, payments and information, as products well as. The training of these links can be supported by the adoption of a set of information technology, here called solutions business-to-business (B2B), which will be responsible for the production, storage and distribution of relevant information to business transactions between the companies involved. On this view, this thesis aims to describe the B2B solutions adopted in the downstream segment of the supply chain of a distributor of fuel and the nature of these technologies as well as their impact on the creation of value for business and optimization of the relationship between companies. This is a case study on a national distributor of fuels, from a model of research produced under the influence of theories of integrated logistics system and value of Michael Porter. The analyses came to the conclusion that information technology is perceived as an essential tool to the operation of all activities carried out by the company. Among them, at was also brought the key activities of integrated logistics: administration of applications, inventory management, management transport and customer services, which were highlighted in this study. It was also noticed that even these activities are, in principle, purely operational; they all had in the adoption of strategies for leadership in cost or differentiation, supported by B2B solutions identified, making it more conducive to business and direct customer, the clinic reseller of fuel, to obtain value and benefits of this market segment as competitive / A busca pela vantagem competitiva est? influenciando as organiza??es a planejar estrategicamente a utiliza??o de seus recursos materiais, humanos, tecnol?gicos e financeiros, de tal forma que se possa agregar valor ao produto, mesmo quando este ? considerado uma commodity. O cen?rio para este planejamento n?o deve se limitar ? empresa em quest?o, mas contemplar toda uma cadeia de suprimentos, a qual ? composta por diversas organiza??es que, por terem objetivos comuns de crescimento de mercado e sustentabilidade, devem formar elos comerciais, integrando as cadeias de valores individuais, numa perspectiva de sistema de valor. Como, al?m de produtos, nesta cadeia de suprimentos h? o fluxo de servi?os, pagamentos e informa??es, a forma??o destes elos pode ser apoiada pela ado??o de um conjunto de tecnologias de informa??o, aqui denominadas de solu??es business-to-business (B2B), as quais ser?o respons?veis pela produ??o, armazenamento e distribui??o de informa??es pertinentes ?s transa??es de neg?cios entre as empresas envolvidas. Partindo desta vis?o, a presente disserta??o tem por objetivo descrever as solu??es B2B adotadas no segmento downstream da cadeia de suprimentos de uma distribuidora de combust?veis, bem como a natureza dessas tecnologias e seu impacto quanto ? cria??o de valor para o neg?cio e a otimiza??o do relacionamento entre empresas. Trata-se de um estudo de caso em uma distribuidora de ix combust?veis nacional, a partir de um modelo de pesquisa elaborado sob a influ?ncia das teorias de log?stica integrada e sistema de valor de Michael Porter. Constatou-se, atrav?s das an?lises feitas, que a tecnologia da informa??o ? percebida como ferramenta imprescind?vel para a operacionaliza??o de todas as atividades executadas pela empresa, dentre elas, as atividades-chave da log?stica integrada: administra??o de pedidos, gest?o de estoque, gest?o de transporte e servi?os ao cliente, as quais tiveram destaque neste estudo. Percebeu-se tamb?m que, mesmo essas atividades sendo, a princ?pio, puramente operacionais, em todas elas havia a ado??o de estrat?gias de lideran?a em custo ou diferencia??o, apoiadas pelas solu??es B2B identificadas, tornando mais prop?cio ? empresa e ao cliente direto, o posto revendedor de combust?veis, a obten??o de valor e vantagens de mercado neste segmento t?o competitivo