As the impact of the use of science and technology (S&T) on products and processes in almost all business sectors intensifies, firms' concern with the creativity, agility and efficiency of their R&D structures increases. This article's objective is to contribute to the S&T management field of study by describing the evolution of the process of implementation of a technology management model in Vale Logistics business unit (BU), particularly the fundamentals behind the proposal of creating a virtual structure to manage technology in the BU. The study also discusses evens that took place at Vale between 2006 and 2008 and which influenced the adoption of a centralized R&D structure at the company. The methodology adopted is the case study, combined with action research. The data were collected during the researcher's participant observation during the two years of the model implementation, as well as from the interviews conducted in benchmark visits to firms doing business in Brazil that were considered references in R&D management. The theoretical reference framework reflects the scientific literature of strategic S&T management, emphasizing new structures to promote innovation technology within private enterprises. Among the main results obtained in the case are: the preference of executives and specialists for an open innovation structure to manage R&D, supported by a network of alliances with universities, research institutes and, mainly, strategic suppliers; and the option to maintain development and engineering activities inside logistics operational areas instead of a centralized corporate unit.
innovation; R&D; technology center; virtual structures; technological alliances
