Demand chain management& supply chain management

uma estrutura conceitual para alcançar a excelência na cadeia de valor

Autores

  • Luciano Klein da Luz Universidade Federal do Rio Grande do Sul (UFRGS), Porto Alegre, RS https://orcid.org/0000-0003-1296-9479
  • Ricardo Augusto Cassel Universidade Federal do Rio Grande do Sul (UFRGS), Porto Alegre, RS

DOI:

https://doi.org/10.14488/1676-1901.v21i4.4274

Palavras-chave:

Demand chain management, Supply chain management, Sales & operations Planning, Estrutura conceitual, Cadeia de valor, Fleiss’ kappa

Resumo

A busca por maior agilidade e flexibilidade para melhora o atendimento aos clientes, em ambientes de constantes variações de demanda, facilidade para a aquisição de um produto de forma global e elevadas introduções de novos produtos, através de novas tecnologias, faz com que as organizações busquem rever seus processos, principalmente, logísticos. Cadeias de suprimentos amplas e complexas atreladas aos desejosdos clientes finais em obterem seus produtos em um curto espaço de tempo, reforça a busca por técnicas para melhorar a visibilidade das demandas e tornar a reação à cadeia mais eficiente. Um conceito recente é o Demand chain management(DCM) quebusca elevar e agrupar disciplinas de marketing e rever o conceito Supply chain management(SCM). Entretanto, por se tratar de um novo conceito, autores divergem sobre os conceitos de DCM e SCM, bem como não detalham seus processose também não direcionampara um modelo de implementação. O presente trabalho propõe elucidar as semelhanças e diferenças entre DCM e SCM, quais disciplinas são abordadas em cada entidade, seu processo de conexão e apresenta uma proposta de estrutura conceitual. O objetivo do presente trabalho é buscar excelência na cadeia de valor, com a percepção no cliente final.

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Publicado

25-03-2022

Como Citar

Klein da Luz, L., & Cassel, R. A. (2022). Demand chain management& supply chain management: uma estrutura conceitual para alcançar a excelência na cadeia de valor. Revista Produção Online, 21(4), 1081–1115. https://doi.org/10.14488/1676-1901.v21i4.4274

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