Gestão sustentável da cadeia de suprimentos e desempenho inovador no setor mineral

Abstract

The management of supply chains and the incorporation of sustainability into their management initiatives are being used by different organizations in different market segments, in order to obtain competitive advantages and meet the interests of its stakeholders. In the current scenario is recurrent concern in the strategic concepts to compliance with aspects of sustainability between market partners, because the competitive advantage increasingly occurs between supply chains, not just between organizations. This new configuration of the means of production brings in their conceptions incorporating aspects of the management and sustainable development, both in the strategies as in production processes. In this context, the mineral sector has even greater challenges in incorporating sustainable practices into their strategies and processes across the supply chain, because of the environmental and social impact, caused by the mining activity and the importance of this activity in economic and social development of a nation. From the proposed objectives and based on theoretical assumptions Pagell and Wu (2009), Makkonen and Van Der Have (2012), and Gunday et al. (2011) sought to identify the management practices in sustainable supply chain performance and innovative processes. The research has a qualitative and exploratory and descriptive nature. Research strategy used the method and multicase study was developed from exploratory interviews and documentary research with five companies. Among the results findings was possible in three cases highlight the proactive provision for policies and actions that contribute to the sustainability of the supply chain. This attitude shows that the organizations that operate in the Brazilian mining sector is seeking to meet the demands inherent to its stakeholders, especially the environmental and social demands. In two other cases, the assumption guiding the study could not be corroborated by the evidence. In the company Coal I evidence indicates that the company seeks to meet the demands inherent in sustainable management in its supply chain, however, this effort is directed primarily to actions involving the context of the environment. Company Aluminium I in the evidence do not indicate a managerial orientation and proactive stance in support of policies and actions that can contribute to sustainable management, however, it appears that the company has an innovative in its product portfolio. Given the theoretical framework based on the Triple Bottom Line adopted by this study, companies that constitute these two cases are not contributing effectively to sustainable development, particularly within their supply chains