Influence of collaboration in the supply chain on operational performance in the textile and metal-mechanical industry in Vale do Itajaí (SC)

Santos, Leomar dos; Wojahn, Rafaele Matte; Garcia, Sabrina

doi:10.1590/1806-9649-2022v29e6521

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ORIGINAL ARTICLE • Gest. Prod. 29 • 2022 • https://doi.org/10.1590/1806-9649-2022v29e6521 copy

Influence of collaboration in the supply chain on operational performance in the textile and metal-mechanical industry in Vale do Itajaí (SC)

Influencia da colaboração em cadeias de suprimentos sobre o desempenho operacional em industrias do texteis e metalomacanicas no Vale do Itajais (SC)

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Collaboration in the supply chain is involved in studies that suggest the relationship between companies in search of mutual benefits and maintenance of a strategic partner to improve the operational performance of organizations. The collaborative practices defined in the literature refer to a collaborative culture, joint planning, joint problem solving, and sharing of resources and information. From this perspective, this article aims to evaluate the influence of collaboration in the supply chain on the operational performance of the medium and large industries of the Textile and Metal-mechanic segment of the Vale do Itajaí (SC). Through questionnaires applied in the supply area in a universe of 109 industries, it was possible to collect data from 66 companies. It was found that joint planning and collaborative culture are collaborative practices that influence operational performance. Regarding the performance factors, flexibility was shown as an absent attribute in the industries: after the analysis of the moderating effect by segment, it was concluded that flexibility was not present only in the Metal-mechanic sector. It was also tried to diagnose the influence of the collaboration practices by industrial segment: in the Textile sector the influence of the joint resolution of problems was revealed and, in the Metal-mechanic sector the joint planning as a variable of impact on the operational performance was highlighted.

Keywords:
Supply chain; Collaboration; Operational performance; Industries, Textile Industrie, Metal-mechanic Industrie

Constructor	Assertive
Collaborative Practices - Collaborative Culture	The company is open in internal communication and interaction between its departments?
	The company internally shares technical skills and knowledge?
	The company learns from its partners, having a learning attitude?
	The company is firm about its collaborative principles with its partners?
Collaborative Practices - Joint Planning	The company makes forecasts related to operations, raw material requests, and other related activities (MRP Utilization) together with its partners?
	The company plans the purchase of raw materials and other inputs together with its partners?
	The company prioritizes its goals and objectives together with its partners?
	The company plans the policy for the development of new products/services together with its partners?
Collaborative Practices - Joint Problem Solving	The company resolves conflicts with its partners in a collaborative and friendly manner?
	The company manages and solves its difficulties (analysis and joint decision on the problem) together with its partners?
	The company has indicators that help to assess the collaboration of its partners?
	The company defines and takes corrective actions (joint implementation of practical actions) together with its partners?
Collaborative Practices - Sharing resources and information	The company shares demand forecasts with its partners?
	The company shares information about stock levels with its partners?
	The company shares information on costs arising from holding inventories with its partners?
	The company shares necessary technologies and machinery with its partners?
	The company shares end-user feedback on products/services with its partners?
Operating Performance	Has the company implemented process improvements that lower production costs?
	Can the company manufacture its products according to the specifications made in the product design?
	Does the company deliver the goods to its customers on time?
	Can the company quickly change production volume and product variety to meet customer demand?
	Does the company constantly invest to create innovative products and services?

	1	2	3	4	5
A.C.	0.758	0.832	0.800	0.839	0.670
MMean	4.1705	3.8636	3.9167	3.5091	4.2008
S.D.	0.58533	0.81475	0.72235	0.87226	0.62974

Assertive	Cronbach's Alpha if the item is deleted
Costs	0.521
Quality	0.678
Reliability	0.582
Flexibility	0.748
Innovation	0.529

Model	Variables entered	R	R square	R square adjusted	ANOVA
1	Joint planning	0.478^a	0.228	0.216	0.000
2	Collaborative culture	0.535^b	0.287	0.264	0.000

Model		Non-standard coefficients		Standardized coefficients	t	Sig.	VIF
Model		B	Standard model	Beta	t	Sig.	VIF
1	(Constant)	2.774	0.335		8.280	0.000
1	Joint planning	0.369	0.085	0.478	4.350	0.000	1.000
2	(Constant)	1.934	0.492		3.931	0.000
	Joint Planning	0.266	0.094	0.344	2.824	0.006	1.308
	Collaborative Culture	0.297	0.131	0.276	2.272	0.027	1.308

	1	2	3	4	5
textile	0.783	0.851	0.828	0.866	0.714
Metalmechanics	0.731	0.811	0.814	0.788	0.624

Assertive	Cronbach's Alpha if an item is deleted
Costs	0.476
Quality	0.669
Realibility	0.493
Flexibility	0.716
Inovation	0.456

Model	Variables entered	R	R square	R square adjusted	ANOVA
1	Joint Problem Solving	0.478^a	0.228	0.202	0.002

Model		Non-standard coefficients		Standardized coefficients	t	Sig.	VIF
Model		B	Standard model	Beta	t	Sig.	VIF
1	(Constant)	2.942	0.453		6.495	0.000
1	Joint Problem Solving	0.340	0.116	0.478	2.929	0.007	1.000

Model	Variáveis inseridas	R	R square	R square adjusted	ANOVA
1	Joint planning	0.508	0.258	0.236	0.002

Model		Non-standardized coefficients		standardized coefficients	t	Sig.	VIF
Model		B	Standard model	Beta	t	Sig.	VIF
1	(Constant)	2.405	0.516		4.662	0.000
1	Joint Problem Solving	0.439	0.130	0.508	3.388	0.002	1.000

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] Source: Adapted from Oliveira (2016)Oliveira, M. L. D. (2016). Colaboração na cadeia de suprimentos e seu impacto no desempenho: o caso do setor metal mecânico do Rio Grande do Sul (Dissertação de mestrado). Programa de Pós-graduação em Administração, Pontifícia Universidade Católica do Rio Grande do Sul, Porto Alegre. Retrieved in 2018, October 10, from http://tede2.pucrs.br/tede2/handle/tede/7052
http://tede2.pucrs.br/tede2/handle/tede/... .