Many researchers highlight the existence of a close relationship between Marketing and Logistics functions. It is perceived that the integration of these functions influences positively the performance of organizations. The literature about inter-functional integration suggests informal and formal strategy configurations, aiming to study the synergy within the organizations. The aim of this paper is to identify and characterize elements that facilitate or inhibit the integration between Logistics and Marketing functions, in the internal ambit of dairy manufacturers. The article consists in a bibliographic research about the theme and a multiple case study that aimed to evidence concepts from the literature. In depth interviews were conducted with four managers, based upon the critical incident technique (FLANAGAN, 1954), that also contributed to the data analysis and interpretation. It was realized that the Logistics and Marketing managers reveal the existence of elements that inhibits the integration, as well as, elements that facilitate the integration. Moreover, it was evidenced formal (hierarchy structures between Marketing and Logistics) and informal (trust and synergy relationships between the managers of each area), situations of integration that, according to the literature, are adopted in reason of the need of higher levels of interaction or collaboration, respectively. The integration inhibitors and facilitators mentioned, as well as their definitions, may contribute with further research in the field of interfunctional integration between Marketing and Logistics, and also, among many internal areas of organizations.
Interfunctional integration; Marketing; Logistics; Critical incident technique
