Priscila Laczynski de Souza Miguel

Purpose: This study aims to reflect on the operations and supply chain management (OSCM)-dominant focus on traditional stakeholders (e.g. buying firms, top managers) and its instrumental view of diversity, equity and inclusion (DEI) to discuss how to position excluded, marginalized and historically underrepresented stakeholders into the OSCM research stream. Design/methodology/approach: Through provocative theorizing, the authors problematize how OSCM research can integrate people, especially workers and underrepresented groups, to embrace justice, reduce inequalities and promote social impact. Findings: This essay offers insights into structural challenges beyond the empirical context to (re)think research choices and outcomes, recognize what needs to change in OSCM scholarship and practice and embrace novel and impactful research. Social implications: This essay highlights different ways to connect OSCM with real-world problems and needs toward societal well-being. Originality/value: Aiming to address existing supply chain structural injustices, the authors propose five reorientation shifts: reframing DEI, shifting the unit of analysis, rethinking the source of knowledge, changing the rules of the field and redefining impact. These shifts can transform OSCM into a more diverse, equal and inclusive field.

Objetivo: analisar a mudança na gestão de riscos e resiliência em Compras em função da pandemia e propor um modelo para profissionais se prepararem para novos eventos. Estado da arte: durante a pandemia, Compras teve que gerir fornecedores para assegurar produtos e serviços e desenvolver resiliência. Apesar disso, não se sabe a extensão desta mudança em diferentes empresas. Escopo: foi realizada pesquisa quantitativa utilizando metodologia survey com 110 profissionais de diferentes setores operando no Brasil. Originalidade: o estudo avaliou, de forma quantitativa, a mudança nos processos de gestão de riscos e resiliência em Compras após uma crise, e traz um modelo para gestão de riscos e aumento da resiliência. Impactos: o modelo proposto sugere como gestores podem implementar a gestão de riscos em Compras e as competências de resiliência necessárias para enfrentar eventos extremos.

Purpose: The coronavirus disease 2019 (Covid-19) pandemic raised global alarms about hunger and food insecurity worldwide and the corresponding need for public policies, particularly in emerging countries. One possible solution for addressing this important topic is a food donation supply chain, which comprises food banks and involves their relationships with suppliers (donors), customers (people in need) and other potential stakeholders. The aim of this research is to understand how different agents in a food donation supply chain use different but interrelated capital dimensions (human, structural and relational) to leverage their resources and build knowledge in their relationships with other stakeholders. Design/methodology/approach: We conducted an abductive single case study with the food bank as a focal organisation in a direct supply chain. Data were collected by way of 15 semi-structured interviews with representatives from each tier in the chain (food bank, donor, social impact company and social movement), non-participant observation and secondary data (e.g. codes of practice, websites and media). All data sources were analysed individually and then cross-checked. Findings: Our findings show that tangible dimensions, such as those that are structural, are present upstream while intangible dimensions – those that are relational and human, for example – are prevalent downstream. The political dimension was identified as an important mechanism that allows stakeholder engagement and access to resources, funding and government incentives. Originality/value: By applying a multi-tier approach, the present research explores how different stages in this supply chain use intellectual capital (IC) to better manage relationships. The heterogeneity of agents within the food donation supply chain (public, private and third sector), each of which has distinct levels of IC dimensions, can share their knowledge to improve efficiency and social protection mechanism policies. Since the focal organisation is a non-profit organisation, this study also contributes to IC theory.

Objetivo: O presente relato técnico teve como objetivo analisar as diferentes percepções sobre as operações na tríade logística da indústria de tintas do Nordeste do Brasil.Metodologia: O estudo foi baseado em 36 entrevistas qualitativas, com executivos dos três diferentes elos da tríade logística: indústria, cliente e prestador de serviço logístico.Relevância: O setor de tintas do Brasil apresentou crescimento anual maior que o Produto Interno Bruto - PIB brasileiro. Para atender este crescimento, em especial na região Nordeste, há necessidade de entender em profundidade, como a operação na tríade logística é percebida pelos diferentes elos (indústria, cliente e prestador de serviço logístico) e quais as oportunidades de melhoria.Contribuições: Os resultados sugerem uma preocupação comum na tríade sobre a gestão de custos e a falta de comunicação entre as partes, enquanto apenas clientes percebem a importância da qualidade da operação na satisfação dos clientes. O estudo ainda apresenta algumas recomendações para superar as lacunas existentes.

Purpose: This paper aims to investigate how purchasing organizations implement supplier diversity (SD) initiatives over time. Design/methodology/approach: A multiple case study approach was conducted. Data were collected through in-depth interviews with participants from purchasing organizations, intermediary organizations and diverse suppliers. Findings: The research suggests that the SD journey encompasses three different, but interrelated stages before full implementation is achieved: structuring, operation and adaptation. The findings also provide evidence that SD implementation in Brazil is highly influenced by the lack of a consistent knowledge base and the lack of legitimized intermediary organizations. Research limitations/implications: Using a temporal approach to understand how different practices suggested by the literature have been managed by practitioners over time, this study contributes to the understanding of the path to effective SD implementation and how intra- and interorganizational context influences this journey. Practical implications: By identifying which practices should be adopted during different phases of SD implementation and proposing ways to overcome some of the inherent challenges, managers can better plan and allocate resources for the adoption of a successful SD initiative. Social implications: This research demonstrates how organizations can promote diversity and reduce social and economic inequalities by buying from diverse suppliers. Originality/value: Using a temporal approach, the research empirically investigates how different purchasing organizations have implemented and managed the known practices and dealt with the challenges faced when trying to adopt SD.

Purpose: Based on a critical lens, this paper aims to empirically evaluate the adoption of programs to buy from minority suppliers (MS) and their outcomes in Brazil, considering a multi-stakeholder approach (buying companies, suppliers and third parties).Design/methodology/approach: The data were collected via an exploratory survey involving 109 buying companies and two case studies with 21 in-depth interviews.Findings: It was revealed that supplier diversity (SD) in Brazil is still developing, and is more rhetoric than a practice promoting real change. The current traditional procurement mindset, the role of third parties, and the focus on supplier selection, rather than on supplier development prevents a social impact that could reduce inequality between MS and their counterparts.Originality/value: Previous studies were focused on buying companies' perspective in advanced countries that have clear regulation for SD. By exploring the phenomenon in a country with great economic disparities and no regulation, and using a critical lens, this study highlights the difference between desired and effective implementation of social initiatives that promote inclusiveness.

Purpose: The purpose of this paper is to investigate how resilience at different nodes in the supply chain influences overall supply chain resilience (SCRES) during an extreme weather event.Design/methodology/approach: Based on 41 in-depth interviews, this qualitative study examines two Brazilian agri-food supply chains (AFSC). The interviews explored the impacts, preparedness, response and adaptation strategies adopted by farmers, processors and manufacturers during Brazil’s extreme drought of 2014–2015.Findings: SCRES does not depend on all organizations in the supply chain but rather on the company able to reconfigure the resources to control for the disruption. In a supply chain with low interdependence among players, individual firm resilience elements might be preferable to interorganizational ones.Research limitations/implications: This study is based on the context of AFSCs with low interdependence among players and during the experience of a climatic event. The results might not be generalizable to other sectors and phenomena.Practical implications: Firms must evaluate their positions in supply chains and their interfirm relationships to determine which resilience strategy to invest in and rely on. Moreover, to leverage resilience at the supply chain level, firms must intensify information sharing and improve proactive resilience strategies upstream as well as downstream in the supply chain.Originality/value: This study presents a broader perspective of resilience by comparing resilience elements at both the node and supply chain levels and by discussing their interactions and trade-offs.

Ao criar e fortalecer relações com fornecedores mais diversos, as empresas desenvolvem competências únicas e específicas que podem diferenciá-las de seus concorrentes.

Agregar valor à entrega permite às empresas se diferenciarem