Sustentabilidade na díade cliente-fornecedor: uma análise sob a ótica de compras

Abstract

O objetivo deste trabalho1 é analisar as relações entre uma indústria alimentícia e seus fornecedores no cumprimento de normas e exigências de sustentabilidade ambiental, social e financeira, que atendam aos objetivos compreendidos sob o conceito de Triple Bottom Line (TBL). O método utilizado é um estudo de caso que tem como unidade de análise a díade cliente-fornecedor. A partir do modelo proposto por Beske e Seuring (2014), esse estudo descritivo busca identificar como a sustentabilidade foi incorporada a essa relação. Para tanto, os dados foram obtidos por meio de entrevistas semiestruturadas com representantes de oito empresas pertencentes ao elo da cadeia (fornecedores de matérias-primas e de embalagens) para compreender se as práticas mencionadas por esses autores são consideradas no relacionamento entre a indústria alimentícia com seus fornecedores e como essa cadeia tem evoluído em relação à agenda sustentável. As informações sobre a indústria foram obtidas por meio de observação e de dados disponibilizados na internet.

This paper aims to understand how companies manage and extend sustainability practices with suppliers. Given the importance of the food sector in economies, the definition of sustainability analysis across the purchasing area is explained by its share of corporate spending, which can reach from 60% or 80% of the total. This fact reinforces the importance of purchasing engagement in complying with corporate sustainability strategies, even to avoid exposure to unfavorable situations arising from inappropriate actions of its suppliers from a sustainability point of view (GOEBEL et al., 2018). In the pursuit of better financial and operational performance, organizations balance short and long-term actions, enabling socio-environmental issues not only when they are under pressure from society but in advance to reconcile these actions. The lack of synergy of sustainability objectives and corporate strategy ends up hiding business opportunities that can better integrate the organization and society, by defining which initiatives are most valued by its stakeholders. (PORTER, KRAMER, 2006; KRAUSE et al., 2009). Sustainability attributes are defined as a set of practices performed by companies that lead them to positive behavior concerning the theme. Beske e Seuring (2014) approach comprises: i. Supply chain and sustainability orientation; ii. Continuity of processes; iii. Collaboration (sustainable information sharing and collaborative behavior); iv. Risk management; v. Proactivity (learning process, innovation and material lifecycle assessment). The sustainable supply chain has as its central construct the responsibility of the focal company for the social and environmental performance of its suppliers, based on the pressure generated by interest groups, such as government, NGOs and consumers. The pressure from stakeholders is what triggers the focus firm on two strategies: charging its suppliers for adopting sustainable practices throughout the chain and supply chain management for sustainable products (SCMSP). Big and well-established organizations incorporated sustainability practices, but the literature minimally explores this approach to smaller organizations.