Analysis of a supply chain in the ceramic sector: a look at business processes

Silva, Jailson dos Santos; Leite, Maria Silene Alexandre

doi:10.1590/1806-9649-2024v31e12021

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ORIGINAL ARTICLE • Gest. Prod. 31 • 2024 • https://doi.org/10.1590/1806-9649-2024v31e12021 copy

Analysis of a supply chain in the ceramic sector: a look at business processes

Análise de uma cadeia de abastecimento do setor cerâmico: um olhar sobre os processos de negócios

Authorship SCIMAGO INSTITUTIONS RANKINGS

Abstract

Given the importance of structuring organizations in supply chains as a mechanism for competitiveness, as well as process management for the good operational performance of these chains, this article aims to map and analyze the business processes of a supply chain of the ceramic sector located in northeastern Brazil. To achieve the proposed objective, Lambert, Cooper, and Pagh’s (LCP) model of supply chain management is adopted, which comprises, within its analysis dimensions, the mapping of the dimensional structure of the chain, its processes, and management components. As a result, it was possible to characterize the configuration of the chain under analysis, highlighting the company's proximity focused on the upstream direction of the chain and, consequently, the complexity of the supply operations. Furthermore, based on the problems and inefficiencies identified during the mapping of the supply processes, this study proposes suggestions for changes and improvements to the ceramic sector's supply chain analyzed. By providing a detailed analysis of the dimensional structure of the chain, its processes, and managerial components, this article contributes to the continuous improvement of organizations by providing a practical discussion on the structuring of supply processes and emphasizing the importance of overcoming the identified inefficiencies.

Keywords:
LCP Model; Business processes; Supply Chain and Ceramic Sector

Models	Characteristics
Cooper, Lambert, and Pagh model (LCP)	This model seeks to manage the interrelationships of supply chains based on their dimensional understanding, business processes, and management components.
SCOR Model (Supply Chain Operations Reference)	Proposed by the Supply Chain Council (SCC), this model promotes SCM through basic business processes: plan, supply, produce, deliver, and return with an emphasis on its performance metrics.
MSU Model (Michigan State University)	This model is based on the multifunctional characteristic of supply chains and is supported by eight pillars, which are: Product design and redesign; Process design and redesign; Performance measurement; Capacity management; Planning; Purchase/supply; Make/produce and Deliver.
IMD Model (International Institute for Management Development)	This methodology works on chain management from the perspective of four dimensions, namely: Execution of processes without failure; Focus on managing demand throughout the chain; Partnerships, Outsourcing, and Supply.

	Scopus	Web of Science
Search 1: (TITLE-ABS-KEY (“supply chain management”) AND TITLE-ABS-KEY (model* OR tool*)) AND (LIMIT-TO (PUBSTAGE, “final”)) AND (LIMIT-TO (PUBYEAR, 2021) OR LIMIT-TO (PUBYEAR, 2020) OR LIMIT-TO (PUBYEAR, 2019) OR LIMIT-TO (PUBYEAR, 2018) OR LIMIT-TO (PUBYEAR, 2017)) AND (LIMIT-TO (DOCTYPE, “ar”) OR LIMIT-TO (DOCTYPE, “re”)) AND (LIMIT-TO (LANGUAGE, “English”)) AND (LIMIT-TO (SRCTYPE, “j”))	5,442	2,950
Search 2: (AUTHOR-NAME (lambert) AND AUTHOR-NAME (cooper) AND AUTHOR-NAME (page) AND TITLE-ABS-KEY (“supply chain management”))	2	1
Total	5,444	2,951
Initial Sample (Removing duplicates)	3,015
Excluded	2,954
Final Sample	61

Business processes	Company Analyzed
Business processes	Yes/No	1	2	3	4	5
Business Process 1
Business Process 2
...
Business Process N

Deposits	Productive Units (PU)	Ores Provided
OD1 - Ipanguaçu	PU3 – RN	Ipan clay
OD2 - Pedra Lavrada	PU1 – PB (Headquarters)	Ground Syenite, Feldspar, and Quartz
	PU2 – PB	Ground Syenite, deferrized Syenite, Feldspar, Quartz and Albite
	PU3 – RN	Feldspar and Quartz
OD3 - Mataraca	PU1 – PB (Headquarters)	Mataraca E Clay
OD3 - Mataraca	PU2 – PB	Mataraca E Clay
OD4 - Jacaraú	PU3 – RN	Filito Jacaraú
OD5 - Itambé	PU1 – PB (Headquarters)	Itambé Clay, Front 5 and Front 1
OD5 - Itambé	PU3 – RN	Itambé Clay
TPD1 - Junco do Seridó	PU2 – PB	Albite CP
TPD2 - Cubati	PU1 – PB (Headquarters)	Cubati White Clay
TPD2 - Cubati	PU2 – PB	Cubati White Clay
TPD3 - Pocinhos	PU1 – PB (Headquarters)	Dolomita
TPD3 - Pocinhos	PU2 – PB	Dolomita
TPD4 - Cabo de Santo Agostinho	PU3 – RN	Argila Porto Rico
TPD5 - Aliança	PU3 – RN	Filito BA
TPD6 - Bom Jardim	PU1 – PB (Headquarters)	Cianito
TPD7 - Igreja Nova	PU3 – RN	Argila Porto Rico

Business processes	Company Analyzed
Business processes	Yes/No	1	2	3	4	5
Demand Management	S				x
Order Fulfillment	S			x
Supplier Relationship Management	S				x
Returns Management	S				x

Business process evaluated	Identified Problems	Suggestions for improvements
Supplier Relationship Management	Low strategic integration with suppliers	Creation of actions to strengthen ties with suppliers and creation of a collaborative supply network. To this end, it is suggested the establishment of strategic partnerships, the development of transparent contracts and agreements, the sharing of strategic information, and the proposal of a supplier performance evaluation system.
Demand Management	Inefficiency in demand and order management	Creation and implementation of mechanisms for forecasting and monitoring demand from internal (production sector) and external (downstream members of the chain) customers. Here, we suggest the adoption of more robust and quantitative methods to predict demand and, consequently, improve order fulfillment, such as Time Series and Models based on Artificial Neural Networks.
Order Fulfillment	Inefficiency in demand and order management
Returns Management	Lack of reverse logistics policies	Creation and implementation of ceramic waste collection policies from the consumer market, such as clear returns policies, registration, and analysis of reasons for returns and feedback with customers.

Universidade Federal de São Carlos Departamento de Engenharia de Produção , Caixa Postal 676 , 13.565-905 São Carlos SP Brazil, Tel.: +55 16 3351 8471 - São Carlos - SP - Brazil
E-mail: gp@dep.ufscar.br

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[1] Source:Lélis & Simon (2013)Lélis, E. C., & Simon, A. T. (2013). Gestão do relacionamento em uma indústria de peças plásticas da cadeia automotiva. Gestão & Produção, 20(4), 899-911. http://dx.doi.org/10.1590/S0104-530X2013000400010.
http://dx.doi.org/10.1590/S0104-530X2013... .

1. Chain Structure	1.1 Types of Members	1.1.1 Primary Members
		1.1.2 Support Members
	1.2 Structural Dimensions	1.2.1 Horizontal Structure
		1.2.2 Vertical Structure
		1.2.3 Focus Company Position
2. Business Processes	2.1 Customer Relationship Management
	2.2 Customer Service Management
	2.3 Demand Management
	3.4 Order Fulfillment
	2.5 Production Flow Management
	2.6 Supplier Relationship Management
	2.7 Product Development and Commercialization
	2.8 Returns Management
3. Management Components	3.1 Physical and Technical	3.1.1 Operation Planning and Control
		3.1.2 Workflow Structure and Activities
		3.1.3 Organizational structure
		3.1.4 Product Flow Structure
		3.1.5 Information Flow Structure
	3.2 Management and Behavioral	3.2.1 Management Methods
		3.2.2 Leadership and Power Structure
		3.2.3 Risk and Reward Structure
		3.2.4 Culture and Attitude