Abstract Background: The oil industry is experiencing tremendous challenges due to the shifts in global markets and decreasing profits from oil. These challenges have steered companies to select more profitable investments and disregarding different matters of sustainability. However, the oil companies aim to be seen as more sustainable, since the demands of the public and governments increased toward sustainability. Thus, improving sustainability capabilities in the oil industry has become more critical than ever. In this study, the triple bottom line framework is used, which covers the social, environmental, and economical dimensions of sustainability. This study focuses on reactive and proactive practices that can overcome the barriers to achieving sustainability. Furthermore, the focus is on the oil industry’s pursuit of sustainability is facilitated by connecting reactive and proactive practices to improve the sustainability capabilities of a company. Purpose: The purpose of this study is first to identify the barriers to achieving sustainability in the oil industry and understand how companies can overcome these barriers by conducting reactive and proactive practices. Furthermore, the purpose is to understand how reactive and proactive practices can improve companies' capabilities for sustainability performance. Method: This study follows the inductive approach, as the aim was to discover new insights and assumptions from the studied phenomenon. Furthermore, the study is conducted as exploratory and qualitative, in order to provide a rich understanding of the barriers of sustainability within the oil industry, and how reactive and proactive practices can facilitate the capabilities for improving sustainability in companies. For the data collection method, semi-structured interviews were conducted with experts working within a single company that operates in the oil industry. The collected empirical data was analyzed with grounded analysis. Conclusion: With the empirical findings and existing literature, the internal and external barriers to achieving sustainability are identified. Furthermore, the connection with identified barriers and reactive and proactive practices is introduced, as well as how the practices facilitate overcoming these barriers. Also, the study connects reactive and proactive practices that improve sustainability capabilities in companies. The study suggests that practitioners focus on developing a solid foundation of reactive practices, on which to build strategies with proactive practices. Primarily the focus on the oil industry should be in the creation of environmental capabilities, as this potential is disregarded with the current set of practices. Improving triple bottom line dimensions is identified as a win-win process, which argues for the potential of improvement in environmental sustainability would assist in matching the economic and social demands of the oil industry.

Supply chains are increasingly incorporating sustainable elements as mean to meet intensified TBL awareness in the market and to promote competitiveness. Suppliers play a key role in enhancing Triple Bottom Line (TBL) outcomes in supply chain since they are responsible for raw materials that will be incorporated in the final product. Supplier Development (SD) can improve suppliers\' TBL capabilities, improving TBL outcomes throughout the supply chain. This research aims to explore Triple Bottom Line Supplier Development (TBL SD) for an improved TBL performance at supply chain level. To address the research general purpose a systematic literature review was conducted, followed by a basic literature review, in order to identify TBL SD practices, enablers and barriers. The systematic literature analysis was performed with support of QDA Miner software. A survey was performed involving Brazilian buying organizations to investigate the impact of TBL Supplier Development on the organizations\' performance at the operational, environmental and social dimensions. Data were analyzed using Partial Least Square Structural Equation Modeling (PLS SEM) through Smart PLS 3 software. The results obtained point that practices adopted by organizations are in accordance to what literature suggests, highlighting the role of training and resources sharing as important practices adopted. The most impactful enablers to enable TBL SD are supplier evaluation, resources availability, and TBL culture at organizational level. Surprisingly, barriers appeared to be only slightly negatively correlated to TBL SD Adoption. It can be concluded that TBL SD adoption leads to improvements in all TBL legs (Operational, Environmental, and Social) although the impact on environmental performance is stronger. In turn, it was found that enhanced environmental performance can lead to improvements in both social and operational performance. Another interesting finding is that organizations in the Brazilian context are adopting TBL SD for internal reasons, and not due to pressures coming from the local market and community. / As cadeias de suprimentos estão incorporando cada vez mais elementos sustentáveis como meio de atender à crescente conscientização do mercado e promover competitividade. Fornecedores desempenham um papel fundamental no aprimoramento dos resultados sustentáveis na cadeia de fornecimento, uma vez que são responsáveis pelas matérias-primas que serão incorporadas no produto final. Nesse contexto, o desenvolvimento de fornecedores pode melhorar as capabilidades sustentáveis dos fornecedores, entregando melhores resultados a toda a cadeia de suprimentos. Esta pesquisa tem como objetivo explorar o Desenvolvimento de Fornecedores Sustentáveis para um melhor desempenho sustentável no nível da cadeia de suprimentos. Para atingir o objetivo geral da pesquisa, foi realizada uma revisão sistemática de literatura, seguida de uma revisão básica da literatura, a fim de identificar as práticas de desenvolvimento sustentáveis, fatores influenciadores e barreiras. A análise da revisão sistemática da literatura foi realizada com o apoio do software QDA Miner. Uma survey envolvendo organizações brasileiras foi realizada para investigar o impacto da adoção do Desenvolvimento de Fornecedores Sustentáveis no desempenho das organizações pesquisadas, tanto nos aspectos operacionais, ambientais e sociais. Os dados foram analisados usando a Modelagem de Equações Estruturais por Mínimos Quadrados Parciais através do software Smart PLS 3. Os resultados obtidos apontam que as práticas adotadas pelas organizações estão de acordo com o que sugere a literatura, destacando o papel do treinamento e compartilhamento de recursos como práticas importantes adotadas. Os fatores influenciadores mais impactantes para a adoção do Desenvolvimento de Fornecedores Sustentáveis são avaliação de fornecedores, a disponibilidade de recursos e a cultura sustentável no nível organizacional. Surpreendentemente, as barreiras parecem estar ligeiramente correlacionadas de forma negativa com adoção do Desenvolvimento de Fornecedores Sustentáveis. Pode-se concluir que a adoção do Desenvolvimento de Fornecedores Sustentáveis leva a melhorias em todas as dimensões da Sustentabilidade (Operacional, Ambiental e Social), embora o impacto no desempenho ambiental seja mais forte. Por sua vez, o desempenho ambiental pode levar a melhorias no desempenho social e operacional. Outra constatação interessante é que as organizações no contexto brasileiro estão adotando o Desenvolvimento de Fornecedores Sustentáveis por motivos internos, e não devido a pressões vindas do mercado e da comunidade local.

Made available in DSpace on 2016-06-02T19:51:57Z (GMT). No. of bitstreams: 1 DissMAT.pdf: 727506 bytes, checksum: fdef83ab557cee835450befc6d4b091a (MD5) Previous issue date: 2004-11-12 / This work has the objective to analyze and to discuss the organizational transformations in the supply chain of a worldwide competitive manufacturing company operating with MRP II Class A, JIT and TQM management systems, caused by the strategic outsourcing implementation for tree thousands, two hundreds and third eight components involving ten key suppliers. The work analyzes the SCM concepts required to the global competitiveness, the buyer / supplier partnership relationships, the transformations in the purchasing organizations within the MRP II, JIT and TQM environment and some work frames for strategic outsourcing. It analyzes the main phases of one strategic outsourcing case study: the outsourcing decision criteria based on the definition of the core competences of the leader company, the group technology concepts used to link the outsourced items with the supplier s core competences, the supplier selection process, the partnership contracts, the quotation and negotiation process performed by common group of items; the project management process used to control the high amount of outsourcing activities and the supplier s learning curves control. Four years had already gone since this strategic outsourcing process was implemented and all the suppliers involved had their performances complied with the annual targets established by the Supplier Chain leader company. So, the conclusion is that the process implementation of this strategic outsourcing was correct. / Este trabalho tem como objetivo analisar e contextualizar as transformações organizacionais e operacionais nas funções de compras, decorrentes da implantação de programas de terceirização estratégica de empresas de manufatura competitivas globalmente e que operam com gestão de produção utilizando o conceito MRP II Classe A, a filosofia Just in Time (JIT) e a Gestão de Qualidade Total (TQM Total Quality Management). O trabalho fundamenta os conceitos de Supply Chain Management para a competitividade global, os relacionamentos de parcerias entre cliente e fornecedor dessa cadeia, as transformações das atividades de compras no ambiente MRP II / JIT / TQM, e os modelos de terceirização. Em seguida, é contextualizado o estudo de caso de terceirização estratégica três mil e duzentos e trinta e oito itens produtivos em uma empresa de manufatura, envolvendo dez fornecedores da sua cadeia de suprimentos em suas principais fases: a) os critérios utilizados na definição dos itens a serem terceirizados, alinhados com a definição das competências essenciais da empresa líder da cadeia de suprimentos; b) a adequação dos itens terceirizados às competências essenciais da base de fornecedores, c) o processo de seleção dos fornecedores envolvidos; d) a forma de cotação e negociação por grupos de peças; e) os contratos de parcerias estabelecidos, f) a metodologia aplicada para o gerenciamento das atividades do processo de terceirização; e g) implantação das ações corretivas para minimizar os efeitos das fases de learning curve . Passaram-se quatro anos neste cenário transformado, e o desempenho dos fornecedores envolvidos atendeu os objetivos anuais estabelecidos pela montadora, demonstrando que as ações tomadas na implementação da terceirização estratégica foram corretas.

En väl fungerande offentlig upphandling är avgörande för att klara de förändringar som vår omvärld står inför. Konkurrensen och effektiviteten inom bygg- och anläggningsbranschen beskrivs ofta som lägre än i andra branscher. Studier inom svensk byggbransch har därför lyft betydelsen av ökad effektivitet genom utveckling av teknik och kunskap i bygg- och anläggningsprojekt. Den offentliga upphandlingen i Sverige uppmäts till cirka 634 miljarder kronor per år vilket motsvarar en femtedel av Sveriges bruttonationalprodukt. En stor del av de bygg- och anläggningsarbeten som utförs i Sverige upphandlas av offentliga beställare vilket medför att de har möjlighet att påverka branschens utveckling. För att främja ett önskat beteende och drivkrafter hos leverantörer kan offentliga beställare använda leverantörsuppföljning samt ekonomiska incitament i upphandling. Studiens syfte har varit att öka förståelsen för hur incitament ska användas i upphandling för att främja effektivare leveranser och skapa drivkraft för leverantörer att utföra, och helst överträffa, det resultat som önskas av beställaren. För att uppnå ett trovärdigt resultat valdes metoden fallstudie. Trafikverket som är en renodlad beställarorganisation med en bred leverantörsbas använder leverantörsuppföljning och incitament i upphandlingar och ansågs därför som ett lämpligt företag att undersöka för att uppnå studiens syfte. För den kvalitativa datainsamlingen har åtta projekt med incitament studerats där totalt 20 stycken intervjuer genomförts. I respektive projekt, förutom i två, har inköparen, projektledaren och leverantören intervjuats för att få en objektiv bild för hur bonus som incitament fungerat i projekten. För att underlätta analysarbetet sammanfattades alla projekt och analysmetoden ”Pattern Matching” användes för att finna likheter och olikheter mellan de studerade projekteten. Utifrån resultat och analys har slutsatser kunnat dras om hur tidigare användning av bonus har fungerat följt av förbättringsförslag. Slutsatsen var att bonus bidragit till att projektet gått smidigare och att det ökade samarbetet men inte att själva slutprodukten förbättras. Det framgick även att arbetssättet för bonus varierat mycket mellan projekten och att kontinuerlig leverantörsuppföljning under projektets gång är viktigt och en kritisk faktor för att bonus ska fungera som incitament och för att främja leverantörsutveckling. Vidare var slutsatsen att incitamentmodellen och formeln för uträkning av incitament bör standardiseras och integreras i systemet för leverantörsuppföljning. Ytterligare en slutsats var att bedömningsgrunderna upplevs som otydliga i dagsläget och att det är svårt att göra en objektiv bedömning. I studien har förbättringsförslagen sammanfattas i tre huvudområden där det första utgjordes av att standardisera arbetssättet kring hur bonus används i projekten sett till aktiviteterna: benämningar, leverantörsuppföljning, fokusområden och bonusnivå. Rekommendationen var att införa riktlinjer att leverantörsuppföljningen bör ske kontinuerligt under projektets gång vid minst fyra tillfällen per år samt att inte alla fokusområden bör viktas lika högt utan ett fåtal områden bör väljas ut som är kritiska för projektet. De områden som har en högre vikt är de områden som leverantören fokuserat på och som sedan utgjort ett mervärde i projektet. Studien visade även att bonusens storlek är betydande där en höjd bonusnivå från dagens föreslogs för att leverantörerna ska se det som incitament. Nästa förbättringsförslag utgjordes av att integrera incitamentmodellen i leverantörsuppföljningssystemet UppLev vilket säkerställer att arbetet utförs på liknande sätt samt medför att leverantörer har lika förutsättningar oberoende vem genomför leverantörsuppföljningen. Tredje förbättringsförslaget var att förbättra bedömningsgrunderna utifrån fem områden vilka var subjektivitet, checklista, kontraktsenlig nivå samt att det ska vara möjligt för leverantören att uppnå högsta poäng vid bedömning.

The diploma thesis decsribes the company purchasing processes. The thesis is focusing on the company purchasing functions. It defines the working methods and the processes through which the purchasing processes are coordinated. The target is to describe the complexity of the system and its complete structure. The theoretical part presents theoretical solutions to the problems related to absence of the strategic purchasing in the company. It describes the missing processes and suggests how to implement the strategic sourcing department. The practical part is focusing on presenting the solution to problems related to material procuring based on the company financial analysis. The goal is to implement missing processes in the company organization a to focus on the supplier selection and the supplier development as the key purchasing problem. The diploma thesis describes the purchasing system in its complexity. The thesis is structurized to describe every single function and process ensuring that the material procurement works effectively and efficiently.

Purpose: The purpose of this thesis is to investigate ways of improving sustainable sourcing. The focus of this thesis is to identify what data should be collected, the most appropriate ways of gathering it, and how it can be used to improve sustainable sourcing in large and global companies. The objective is to provide insights on how large companies can take informed decisions to address sustainability within their suppliers' operations and their own sourcing practices generally, by investigating supplier specific data.  Method: The approach taken for this research was to conduct an exploratory single case study in a large and global retail company. Furthermore, all three research questions were answered using qualitative methods, which include interviews and analysing documents from the case company. Findings: In this study, it was found that to improve sustainable sourcing, companies should collect data on suppliers’ performance in economic, environmental, and social sustainability and their ability to be transparent and trace the flow of raw materials in the supply chain. Companies can collect data from upstream supply chains through audits, using traceability and transparency tools, and obtaining a chain of custody for all raw materials. Moreover, companies can utilise the collected data for efficient and effective resource allocation, managing supply relationships and planning, and supplier development. Implications: This thesis contributes to existing research within the field of sustainable sourcing as it features a new approach on how to improve current practices by considering the data that should be collected from suppliers. Moreover, it broadens the perspective by featuring sustainable sourcing specifically in the context of a large and global company. The practical implications of the study address how practitioners can improve sustainable sourcing. The implications include bringing awareness to a possible disconnection between the economic criteria and the other dimensions of the triple bottom line, the limitations of exclusively relying on in-house auditing, and a narrow focus on a limited number of raw materials.   Delimitations: This thesis is limited to a single case study of a large and global company. The data discussed in the thesis focuses on data collected from first-tier suppliers; data collected further upstream or downstream from the case company is outside of the scope of the study.

No description available.

Purpose of this thesis is to create strategies based on market analyses for optimized inventory management in area of small batch production and enforce meaning of the supply chain marketing within KLM company. This thesis providing ABC analysis, new system developed for efficient identification of the parts and suppliers. Based on these analyses new quotation system for spare parts management has been proposed.

本研究係透過實地訪談暸解企業在不同的新產品開發專案策略下所採行的供應商管理制度（包括供應商遴選、供應商發展活動與供應商績效評估與獎酬制度）具體內容為何，進而探討不同的新產品開發專案策略在供應商管理制度上的異同處為何，以期提供企業在選擇參與新產品專案供應商、進行供應商發展活動及評估供應商專案績效與設計獎酬制度時的參考。本研究依據個案分析之結果，提出以下三項結論以回應研究問題，並根據研究發現陳述相關建議，最後提出研 究限制與未來研究方向之建議。 一、新產品開發專案策略會影響遴選參與專案供應商時的遴選流程、優先重視的評估構面與遴選時間。 二、新產品開發專案策略會影響專案中進行供應商發展活動的活動內容、範疇與時間。 三、新產品開發專案策略會影響供應商之專案績效評估的目標訂定範圍與嚴苛程度。 / Conducted by field interviews, this research is primary to focus on the details of supplier management system including selection of suppliers, supplier development activities, supplier performance evaluation, and reward system) under different strategies of new product development projects. This research also discusses the similarities and differences of supplier management system under different strategies of new product development projects. According to the result of case analysis, we claim three conclusions in response to the research questions, and propose some relevant suggestions. Finally, we state research limitation and direction for future research. 1.The strategy of new product development project will affects the selection process, priority of assessment dimensions, and duration in selecting the suppliers who can join the project. 2.The strategy of new product development project will affects the content, scope, and period of supplier development activities in the project. 3.The strategy of new product development project will affects the scope and severeness of goals in evaluating suppliers' performance in the project.

整個產業的競爭已由企業個體對企業個體，轉變為供應者與購買者結合而成的供應鏈與供應鏈間的競爭，因此整個供應鏈管理被認為是一個新競爭優勢的來源。建構供應鏈管理之首要活動為供應商的評估與選擇，選擇良好的供應商為供應鏈運作順暢與發揮最大效益的基礎，因此如何選擇具有發展潛力的供應商以幫助自身策略之達成便格外重要。除慎選供應商外，為使供應商達到並維持企業設立之多項標準，企業尚須投入努力以執行供應商發展活動，藉以提升供應商之績效和能力，且企業亦須定期地仔細監督和評估供應商之績效，以確保現有供應商能符合企業之需求及未來非預期之需求。 企業與供應商並非保持單一關係類型，而是維持一個不同關係類型的組合，因而為了達到最適之供應商管理效率和效果，且分配最適之資源給不同的供應商，企業須針對不同關係類型之供應商採取不同之供應商管理模式。 本研究採個案研究法，再輔以問卷分析加以支持。以國內某資訊電子企業為對象，探討伴隨供應商與企業之關係類型不同，企業採取之供應商選擇評估標準、供應商發展活動以及供應商績效評估制度各為何以及有何異同，經整理分析，發現之結果如下： 一、個案公司與供應商之關係類型可分為三類。 二、個案公司對供應商之選擇評估標準會隨著與供應商之關係類型不同 而有所不同。 三、個案公司對供應商採行之供應商發展活動會隨著與供應商之關係類型 不同而有所不同。 四、個案公司對供應商採行之供應商績效評估項目會隨著與供應商之關 係類型不同而有所不同。 五、個案公司與其供應商之間，對於個案公司所採取之供應商管理制度具 有一些認知上差異。 六、個案公司對策略夥伴型供應商，在選擇評估標準、績效評估項目上重 視及要求的程度皆最高，且對其執行之發展活動亦最為頻繁。 / Competition in the industry is changing from among firms to among supply chains forming by suppliers and buyers. Thus, supply chain management is increasingly recognized as an important source of a firm’s competition advantage. The first step of supply chain management is to select and evaluate suppliers. Since selecting good suppliers is the basis of running supply chain smoothly and creating maximum benefits; therefore, how to select potential suppliers to help achieving the strategy goal has become the most important thing. Besides selecting suppliers carefully, in order to attaining and maintaining various standards set up by firms, they have to put effort to implement supplier development activities to promote the performance and abilities of suppliers. Also, firms must monitor and evaluate supplier performance carefully and regularly to ensure that its current suppliers are meeting the needs and unexpected future needs of the firm. Firms do not have a “one-size-fits-all” strategy for relationship types with suppliers, but manage a portfolio of relationships. Firms should adopt different types of supplier management in accordance with types of relationships to achieve the objective of managing supply chain efficiently and effectively and distribute proper resources to suppliers. This study uses case study research, and is supported by the questionnaire. This study takes certain electronic enterprise as the object company, and tries to discuss that with different relationship types between suppliers and firms, what will be the selection criterion, the development activity, and the performance evaluation system for suppliers; moreover, how are they different. Through collection and analysis, we found the following conclusions: 1.The types of relationship can be divided into three types. 2.Supplier selection criteria adopted by the firm are different from types of relationships. 3.Supplier development activities implemented by the firm are different from types of relationships. 4.Supplier performance evaluation items adopted by the firm are different from types of relationships 5.There are little agreements between the firm and it’s suppliers as for the supplier management system. 6.On the selection criterion and performance evaluation items, the firm pays most attention and requires most on strategic partnership suppliers. Moreover, the development activities are most frequently executed.