O objetivo deste trabalho é investigar as estratégias de produção e prioridades competitivas de 6 empresas do pólo calçadista de Jaú-SP, no âmbito do mercado doméstico e internacional, e verificar como as várias áreas da produção participam como apoiadoras destas estratégias. O desenvolvimento desta pesquisa envolve um estudo de caso em seis empresas do pólo calçadista de Jaú-SP, verificando quais as estratégias utilizadas por elas e como se diferenciam dos concorrentes através do estabelecimento de estratégias genéricas, estratégias de produção e respectivas prioridades competitivas, como custo (menor custo da produção), a qualidade (sob a ótica da satisfação do cliente), o desempenho das entregas (busca por menores prazos) e flexibilidade (principalmente no que tange ao mix de produtos e volume de produção) e a sobreposição destas. / This work aims at investigating the manufacturing strategies and its competitive priorities in six companies of the footwear industry of Jaú-SP. This study not only involves the diagnosis of the domestic and international market, but also discusses how the various aspects of production management support these strategies. The development of this research also includes the analysis of how these companies differentiated themselves from their competitors in terms of the establishment of generic strategies, manufacturing strategies and their respective competitive priorities, such as cost (lower cost of production), quality (under the optics of customer\'s satisfaction), delivery performance (search for shorter deadlines) and flexibility (mainly the product mix and production volume), as well as their possible overlay.

Made available in DSpace on 2016-03-15T19:26:42Z (GMT). No. of bitstreams: 1 Kalid Ali Nafal.pdf: 895883 bytes, checksum: 0e40010bd74ef09931b4b6a915317388 (MD5) Previous issue date: 2009-01-27 / Fundo Mackenzie de Pesquisa / There is a recognition by operations and supply chain professionals including academics that the integration of the participants of a chain provides service improvement and costs reduction to the customer when the goals of each participant converge to each other. However, many matters related to strategic formulation of the business, capacities logistics and decisions under which competitive priority to choose, are not very well answered and treated by the managers of those companies for an appropriated alignment and adequate characterization, based in a strategies winners set for the supply chain. The research had as goal analyze, in a supplies chain context, if the companies of better strategic alignment present better performance in the operational activities and of logistics. It accomplished a research constituted of two stages. The first, of exploratory nature, it used of a sample of 85 companies characterized by customer, company and vendor, where we tried to evidence the main competitive priorities of this chain. With base in these results, it had beginning the second stage, whose data were treated by means of descriptive statistics and inferential. A sample of 98 companies was used. They evidenced the main competitive priorities elects by the chain: Equipment / product price (translated into of the company as Cost); Performance of the Equipment / Product; Delivery Date reliability; Delivery Date speed. The second research stage, eminently descriptive, consisted in the unfolding of the competitive priorities found in the first stage, associating them with variables related to Strategies (Corporative, of Business and of Manufacture), Logistics Capabilities, and of Productive Performance of the company. It objectified through the association, answer the research problem, In a supplies chain context, do the companies of better strategic alignment present better performance in the operational activities and of logistics? It used two technical distinct, descriptive statistics and inferential, and this last had as goal the analysis of the groups. Three non parametric tests were used: Mann-Whitney, Kolmogorov-Smirnov and Qui-square were considered in the differences confirmation among groups. It concluded by the tests the differences existence of productive performance (Better performance) among companies whose variables of Strategies and of Logistics Capabilities are aligned partial with external environment. Like future studies, it suggests enlarges him for other economy sectors, using as support measurement model built in this study, as well as the hypothesis invigoration that companies aligned strategically own superior productive performance. / Existe um reconhecimento por parte de estudiosos e gestores de operações e cadeia de suprimentos, de que o alinhamento estratégico das empresas em uma cadeia proporciona redução de custos e melhoria dos níveis de serviço prestados ao cliente. Sob esta perspectiva, esta pesquisa objetivou verificar se as empresas pertencentes à cadeia de suprimentos do setor de bens de capital mecânicos, de melhor alinhamento estratégico, apresentavam desempenho superior nas atividades operacionais e de logística. Para tanto, realizou-se uma pesquisa constituída de duas etapas. A primeira etapa, de natureza exploratória, teve como objetivo identificar as prioridades competitivas utilizadas pela cadeia de suprimentos. A coleta de dados deu-se por meio de uma amostra de 85 empresas do setor de bens de capital, seus clientes e fornecedores. Os dados, tratados pelas técnicas da estatística descritiva como média e freqüência, revelaram que o preço, o desempenho, a confiabilidade e velocidade da data de entrega foram as principais prioridades competitivas eleitas na cadeia. A segunda etapa, tendo como base a identificação das prioridades competitivas identificadas na primeira etapa, objetivou verificar o seu alinhamento com as estratégias (corporativa, de negócios e capacidades) da empresa fabricante de bens de capital. A pesquisa, de natureza descritiva, por meio do desdobramento das prioridades competitivas e associadas às estratégias (corporativa, de negócios e capacidades) utilizou-se de uma amostra de 98 empresas, estritamente pertencentes ao setor de bens de capital mecânicos. Os dados coletados da amostra, por meio de questionário estruturado e tratadas pelas técnicas de estatística não paramétrica, Man-Whitney, Kolmogorov-Smirnov e Qui-Quadrado (χ2) evidenciaram que o grupo de empresas melhor alinhadas estrategicamente tiveram melhor desempenho produtivo. Diante dos resultados encontrados, concluiu-se que o alinhamento estratégico conduz as empresas a um desempenho produtivo superior, proporcionando ganhos a todos os participantes da cadeia, principalmente à empresa foco, que consegue otimizar recursos e ações, adequando às necessidades e exigências dos elos a montante e a jusante. Como estudos futuros, sugere-se ampliá-lo para outros setores da economia, utilizando como suporte o modelo de mensuração construído nesse estudo, assim como o fortalecimento da hipótese de que empresas alinhadas estrategicamente possuem desempenho produtivo superior.

In the global business environment, outsourcing and offshore outsourcing are strategies forfirms to handle the increasing competition in their specific market segments by utilizing thecapabilities of other firms in order to gain competitive advantages. China has become animportant player on the global market and is an attractive country for Western firms’offshore outsourcing initiatives. Even though outsourcing and offshore outsourcing havebeen discussed in the literature for a long period of time, firms are still not able to reach andfulfill their strategic goals and many offshore outsourcing projects fail. The purpose of thisthesis is to deepen the existing literature regarding offshore outsourcing to China byconsidering the Chinese suppliers’ perspective on competitive priorities, which are thepriorities that firms organize the production by, in order to understand how the buying firmscan be more successful in the Chinese context and reach their strategic goals.

Made available in DSpace on 2016-03-15T19:26:06Z (GMT). No. of bitstreams: 1 Luciana Garcia Sobral.pdf: 3252050 bytes, checksum: 47c963ace331b8a086f4c776c4cc2daa (MD5) Previous issue date: 2013-08-06 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The capabilities development, as a combination of resources and competencies, have been studied to understand the competitiveness of companies. Accordingly, this study sought to verify the influence of capabilities in the relation between strategy and operational performance of the Brazilian automotive industries. The theory presented is based in authors of Supply Chain Management, operations strategy and dynamic capabilities such as Teece and Pisano (2003), Christopher (2003), Barney (1991), Ferdows e DeMeyer (1990) e Morash (2001). This research was performed in two phases: The first phase, consisted of a qualitative exploratory study, which main s objective was to deepen the understanding of the Brazilian automotive chain, as well as to identify the competitive priorities as an element of fit between second tier suppliers, first tier suppliers and OEMs, in the dyadic context. Data was collected using in-depth interviews with five companies that were in the automotive sector. Data was analyzed using content analysis, and it was verified that there were three common competitive priorities among those companies: cost, reliability and flexibility. These competitive priorities were then translated into strategies, capabilities and performance, concentrating the focus on the automotive suppliers. The second phase of this research consisted of verifying the influence of capabilities in the relation between strategy and performance. This phase consisted of a quantitative exploratory research, that included a sample of 48 automotive suppliers, whose respondents were managers of the operations, supply chain and procurement areas. The data was treated using multivariate statistics, and revealed that capabilities in general have a mediation effect in the relation between strategy and performance. It was concluded that Braziian s automotive suppliers have their biggest focus in capabilities related to processes (combination of resources and competencies) to influence performance. / O desenvolvimento de capabilidades como uma combinação da utilização dos recursos e competências, tem sido objeto de estudos para compreender a competitividade das empresas. Nesse sentido, este estudo, buscou verificar a influência das capabilidades operacionais na relação entre estratégia e desempenho operacional das empresas da indústria automotiva. Fundamentada, do ponto de vista teórico, em autores da gestão da cadeia de suprimentos, operações, estratégias e capabilidades dinâmicas, como Teece e Pisano (2003), Christopher (2003), Barney (1991), Ferdows e DeMeyer (1990) e Morash (2001), realizou-se um trabalho de pesquisa composto de duas etapas principais. A primeira, de natureza exploratória do tipo qualitativo, teve como objetivo aprofundar o entendimento da cadeia automotiva, bem como identificar as prioridades competitivas como elemento de alinhamento (ou direcionador) entre fornecedores, empresa foco e clientes, em contexto de cadeia de suprimentos diádicos. Foram coletados dados, por meio de entrevistas em profundidade junto a cinco empresas representativas da cadeia automotiva. Estes foram tratados pela técnica de análise de conteúdo, revelando três prioridades competitivas comuns: custo, confiabilidade e flexibilidade. As prioridades identificadas foram desdobradas em estratégias, capabilidades e desempenho, concentradas nas empresas foco (no caso, empresas de autopeças). Assim, seguiu-se para a segunda etapa com o objetivo de verificar, na empresa foco, a influência da capabilidade na relação entre estratégia e desempenho. A pesquisa de natureza exploratória do tipo quantitativo utilizou-se de uma amostra de 48 empresas de autopeças automotivas, coletada junto aos gestores de operações, cadeia de suprimentos e logística. Os dados coletados, tratados pela estatística multivariada, revelaram que a capabilidade tem um papel mediador na relação entre estratégia e desempenho. Deste resultado pode-se concluir que as empresas de autopeças focam em capabilidades relacionadas a processos (combinação de recursos e competências) para influenciar o seu desempenho.

Manufacturing performance measures the extent to which the manufacturing plant has built capabilities like low cost, high quality, delivery, and flexibility. The importance of identifying drivers of these capabilities has been underscored by many scholars although limited evidence exists so far regarding this issue. The available evidence is also primarily based on data obtained from manufacturing firms operating in developed and emerging economies and not from firms in developing economies. This study, therefore, bridges this gap by exploring key internal and external drivers of manufacturing performance taking evidence from the manufacturing sector of a developing economy - Ethiopia. A quant-emphasis mixed method approach was used along with cross-sectional survey design to gather data and answer the research questions in the study. The unit of analysis is the manufacturing plant, and hence primary data was collected using multidimensional questionnaires at plant level from 197 medium and large scale firms from Addis Ababa and its periphery. Secondary data was obtained from census reports, the country’s Growth and Transformation Plan (GTP), and report on the performance of the Ethiopian economy, which were analyzed qualitatively and the implications to manufacturing performance drawn in the study. A series of scale checks and analyses were made to test unidimensionality, reliability, and validity of measures and then structural equation modeling (SEM) was used to analyze hypothesized relationships. The main finding is that environmental dynamism significantly influences competitive priorities and firm’s strategic orientation, which in turn significantly influence manufacturing decisions. Structural and infrastructural manufacturing decisions eventually significantly influence manufacturing performance when firms place increased emphasis on quality or delivery. The competitive priorities also significantly influence external learning capability of the manufacturing plant, although the influence of strategic orientation on this variable was not significant even at the 0.1 level except in the delivery priority model. Both the competitive priorities and strategic orientation, however, play little role in guiding leadership practices of manufacturing managers. The study further indicates that government support directly influences manufacturing performance, though it does not significantly influence external learning capability. Based on the findings, it is suggested that manufacturing firms should give due attention to what is going on in their external environment and accordingly align their competitive priorities, strategic orientation, and investments in structural and infrastructural resources to enhance plant performance. They should exhaustively utilize the supports provided by government as well. / Business Management / DBL

Manufacturing performance measures the extent to which the manufacturing plant has built capabilities like low cost, high quality, delivery, and flexibility. The importance of identifying drivers of these capabilities has been underscored by many scholars although limited evidence exists so far regarding this issue. The available evidence is also primarily based on data obtained from manufacturing firms operating in developed and emerging economies and not from firms in developing economies. This study, therefore, bridges this gap by exploring key internal and external drivers of manufacturing performance taking evidence from the manufacturing sector of a developing economy - Ethiopia. A quant-emphasis mixed method approach was used along with cross-sectional survey design to gather data and answer the research questions in the study. The unit of analysis is the manufacturing plant, and hence primary data was collected using multidimensional questionnaires at plant level from 197 medium and large scale firms from Addis Ababa and its periphery. Secondary data was obtained from census reports, the country’s Growth and Transformation Plan (GTP), and report on the performance of the Ethiopian economy, which were analyzed qualitatively and the implications to manufacturing performance drawn in the study. A series of scale checks and analyses were made to test unidimensionality, reliability, and validity of measures and then structural equation modeling (SEM) was used to analyze hypothesized relationships. The main finding is that environmental dynamism significantly influences competitive priorities and firm’s strategic orientation, which in turn significantly influence manufacturing decisions. Structural and infrastructural manufacturing decisions eventually significantly influence manufacturing performance when firms place increased emphasis on quality or delivery. The competitive priorities also significantly influence external learning capability of the manufacturing plant, although the influence of strategic orientation on this variable was not significant even at the 0.1 level except in the delivery priority model. Both the competitive priorities and strategic orientation, however, play little role in guiding leadership practices of manufacturing managers. The study further indicates that government support directly influences manufacturing performance, though it does not significantly influence external learning capability. Based on the findings, it is suggested that manufacturing firms should give due attention to what is going on in their external environment and accordingly align their competitive priorities, strategic orientation, and investments in structural and infrastructural resources to enhance plant performance. They should exhaustively utilize the supports provided by government as well. / Business Management / D.B.L.