| dc.description.abstract | Studies focused on interorganizational relationships show gaps in supply chain behavior and constraints. Collaborative practices coupled with cost reduction can be motivated by several factors, and may exist in different roles within organizations, networks or supply chains. In this sense, Interorganizational Cost Management (ICM) seeks efficient ways to manage costs between organizations. The purpose of this study is to examine the impact of supply chain design evolution with the adoption of collaborative practices from the ICM. We use an advanced, constructal theory of thermodynamics that addresses the evolution of design and provides an insight that all systems in which there is a flow (movement) are subject to influences of hierarchy and power. Collaborative and cost management practices identified in the literature were verified through questionnaires and identified with companies that make up an automotive supply chain. Like the methodology, an interpretative structural modeling (ISM) was used to analyze the results. Changes in the design and analysis of links in the chain were identified. Changes in management structure (evolution), business indicators and overall chain outcomes were also used. After five years analyzed, three major changes in network design were found: the emergence of new forms of business, a search for new customers /partnerships and new projects in customers with isolated relationships. The ISM results show that one of the collaborative practices has dependent resources, that is, with less direction and less influence on other variables. Other collaborative practices and ICM elements may show connectors, as to say, having conductive power and are dependent. | en |
