Formação de estratégia logística: um estudo multicasos no setor moveleiro

Abstract

This work aims to understand the relationships between the development of logistics strategies in the enterprises, its organizational structure characteristics and its planning process, since to date few research endeavors were dedicated to study logistics in such kind oforganization. For this purposed objective, a multi-case study with a qualitative approach in four enterprises belonging to the Ubá-MG Furniture Cluster was conducted, which a sample obtained by convenience and accessibility. Using deep-interviewing and content analysis, it was the aim to comprehend the enterprises organizational structure as well as how strategies and plans are developed in such structures, specifically related with decision centralizations in a higher or lower level. Interviews also provided support to understand the development of the logistical strategy based on the overall strategy thinking of the organizations participating on this study. The analysis were based on the Gersick et al. (2003) theoretical model that approaches the influence of the familys participation on the enterprises structures, wherever it was used for this study the enterprises and property development basis. By other hand, the comprehension about logistics strategies was based on the model proposed by Halley andGuilhon (1997), in which the perception about internal and external logistics aspects results to deliberated, reactive or adaptive strategies, moreover it indicates the logistic efficiency based on cost reduction, organization or value creation. This work embraces the logistics functionsas purchasing, inventory, production and distribution, also considering the information disclosure and the development of partnerships as result of either a strategy creation process centralized or decentralized. The findings show evidences that decentralization of decisionmakingprocess is related with the family presence, likewise with the enterprisesdevelopment. Concerning to the strategy development process, enterprises with a low presence of family membership management shows formal planning and deliberated strategies, in which strategic position and growth targets are established. Otherwise,enterprises with a strong family presence in management shows non-formal planning and reactive strategies, mainly related the necessity of introduce new products. Concerning to use of logistic as strategy, it was possible to verify that logistic is not related with aspects of aformal or informal planning, in such wise as to all companies show a reactive role for logistic.