Anais
Resumo do trabalho
Operações · Mudanças Globais e a Resiliência em Operações
Título
SUPPLY CHAIN RISK MANAGEMENT AS A DYNAMIC CAPABILITY: AN AIRCRAFT MANUFACTURER CASE STUDY
Palavras-chave
Supply chain risk management (SCRM)
Dynamic capability
Case study
Autores
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João Henrique Lopes GuerraUNIVERSIDADE FEDERAL DE UBERLÂNDIA (UFU)
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FERNANDO BERNARDI DE SOUZAUNIVERSIDADE ESTADUAL PAULISTA JÚLIO DE MESQUITA FILHO (UNESP)
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Silvio R. I. PiresESCOLA DE ADMINISTRAÇÃO DE EMPRESAS DE SÃO PAULO (FGV-EAESP)
Resumo
Introdução
The current corporate environment is challenging and there may never have been a period with greater awareness of the importance of managing risks.
Problema de Pesquisa e Objetivo
This study is interested in the less visible and intangible issues involving the formative elements of the supply chain risk management (SCRM). More precisely, the study associates SCRM with a dynamic capability and seeks to identify its constituent dimensions, in line with the idea that dynamic capability is a multidimensional construct.
Fundamentação Teórica
The theoretical arguments supporting the study were based on the concepts of dynamic capability and supply chain risk management (SCRM), which represents the most modern and holistic approach to more traditional risk management.
Metodologia
The study investigated the SCRM process of one of the world’s leading aircraft manufacturers, interpreting the risk management capability that has been developed internally to configure the current stage of the process, considered robust by the company and in view of its market performance. In addition to an extensive literature review, the need to understand this process in detail led to the choice of a case study as the technical procedure for data collection.
Análise dos Resultados
The case study and literature comparison allowed to identify various internal and external characteristics of the SCRM process, organised as categories (dimensions) of a SCRM dynamic capability.
Conclusão
Given the intrinsic complexity of a dynamic capability, it may be easier/more feasible not to address it directly, but to identify, develop and orchestrate the dimensions that underpin it. After these dimensions are identified and comprehended, managers gain a framework to develop or enhance the organisation’s SCRM dynamic capability. These dimensions become a means by which organisations can dynamically adapt the SCRM process, making it more holistic, flexible and robust.
Contribuição / Impacto
In literature, the discussion on the SCRM as a dynamic capability is recent, fragmented and far from providing a consistent theoretical framework. This study seeks to advance in this direction, outlining the dimensions that a firm should develop to foster a SCRM dynamic capability. These dimensions cover distinct aspects of the SCRM, involving a broad spectrum of strategies that need to be considered by firms. Regarded in isolation, these dimensions are not novel and play a limited role. Their real potential is revealed when they are interpreted as elements of a SCRM dynamic capability.
Referências Bibliográficas
Based mostly on international articles from high-impact journals.