出版社：Associação Nacional de Pós-Graduação e Pesquisa em Administração
摘要：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, furni ture 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 differ ent 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 tec hnical 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 ca ptures 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.
其他摘要：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, furni ture 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 differ ent 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 tec hnical 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 ca ptures 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.
