Una relación de colaboración entre una cadena de suministro permite a las empresas mejorar el rendimiento y los resultados de las empresas y de la cadena de suministro. Hay varios estudios que se ocupan de las cadenas de suministro, pero son pocos los estudios que apuntan a la aplicación de herramientas colaborativas para lograr una mejora continua en la cadena de suministro. El objetivo de este trabajo es presentar una metodología para la colaboración en la cadena de suministro, enfocado en una mejora continua. Se realizaron tres estudios de caso en empresas multinacionales brasileñas que fabrican productos de base tecnológica. Se observó que las relaciones, la confianza, el intercambio de información, y la participación conjunta en riesgos y beneficios sustentan las prácticas colaborativas enfocadas hacia una mejora continua. La metodología propuesta considera la necesidad del desarrollo de proveedores, la supervisión de los suministros, y la colaboración en la solución de problemas a través de la aplicación de herramientas de mejora continua.

A collaborative relationship between companies in a supply chain makes it possible to improve both the performance and the results of the companies and of the supply chain. Several studies have analyzed supply chains, but few studies have proposed the application of tools for continuous improvement in a collaborative manner within the supply chain. The objective of this work is to present a methodology for the collaboration in a supply chain with a focus on continuous improvement. Three case studies were conducted with Brazilian multinational focal companies that manufacture technology-based products. It was seen that relationships, trust, the exchange of information, and the sharing of gains and risks sustains collaborative practices focused on continuous improvement. The proposed methodology considers the need for supplier development, for the monitoring of the supplies, and for the development of a partnership for problem solving through the application of tools for continuous improvement.

This paper analyses how buyer companies perceive the value added to products and services offered by their suppliers and identifies the predominant elements that affect purchasing decisions and establishment of relationships between companies in a B2B context. A multiple case study was developed in 12 buyer companies from three industrial segments in southern Brazil: metal-mechanics, furniture and foods. The findings show that for supplier companies in the metal-mechanics industry to add value, they must identify buyers' needs, develop technology/innovation, be focused on competitive aspects, keep control of the supply chain, provide different purchasing channels, develop partnerships, and adapt to cultural aspects. Companies in the food industry consider the model for creating value to adapt to meet customer needs, the effective use of purchasing channels, functionality of products, and technical knowledge. The companies in the furniture industry value the methods that suppliers use to capture and implement required changes, effective control of the supply chain, and the representativeness of the suppliers' brand in the market. This study captures the perception of buyer companies in relation to predominant value-adding elements and could guide decisions for the adoption of managerial actions by supplier companies focused on adding value.