Supply Chain como Estratégia Competitiva

Dr Orlando Fontes Lima Jr

Lalt UNICAMP Brazil

2007
Campinas
 Dr Orlando Fontes Lima Jr

 Associate Professor Transports and Logistics, and

Coordinator of LALT - Learning Laboratory in
Logistics and Transports at UNICAMP Campinas
University, Brazil.
 Naval engineer, Master and Doctor of Engineering in
Transports by the Polytechnic School of USP São
Paulo University and Post Doc by UNICAMP with 25
years of experience in transports, logistics and
service sector. He was mayor of UNICAMP for 4
years.
 Consultant in Logistics.
 Now in Sabbatical Studies at Bournemouth University
Fonte: Nasa
 Supply Chain Strategy
Company Strategy

Stock transport
Relationship Network
Customer
Strategy Service Strategy

information

Logistics
Strategy
Fonte: Nasa
 Fortaleza

Recife
Brasília

Salvador

Belo Horizonte

Porto Alegre Rio de Janeiro

São Paulo

Florianópolis
Fonte Petrobrás
Santos Port
Santos Port: Biggest of
South America
Núcleo Intermodal
 Brazil Logistics Today

 2 Hub ports : Pecen and Suape

 Santos Harbour expansion
 Coastwise Navigation with Mercosul
 Recent privatization of infra structures:
highways, railway companies and ports
 Expansion of interiors logistics points
 International patterns of Logistic providers
Brazil, United Kindon and
EUA
Contry Brazil UK BR/UK EUA EUA/BR

Area 8,547 0,241 35,46 9,827 0,86

(MiKm2) (50) (770) (30)
Pop 188,078 60,609 3,10 298,444 0,63
(Mi Hab) (50) (220) (30)
2006
Hab/Km2 22 251 0,08 33 0,66

GDB 0,784 2,398 0,32 13,152 16,77

Bi US$ (130) (40) (10)
2006
US$/Hab 3212 35409 0,09 39880 12,41
/year
 Freigth Maritime Transport
 Brazil 570.790.055 t e 2.692.021 teu containers:
United Kingdom 585 682 000 t and 4 754 000 teu containers
 Global  Contêineres
– Long route: Bra 72% UK 77,1%
– Long route: Bra 81% UK 83.0 %
– Coastwise: Bra 24% UK 22,9%
2 186 858 teu
– Coastwise Bra 19% UK 17,0%
» Cingapura 393 400 000 t
505 163 teu
» Xangai 379 700 000 t
» Hong Kong 22 020 000 teu
» Rotterdã 352 400 000 t
» Cingapura 21 320 000 teu
» Tubarão 76 568 035 t
» São Sebastião 52 767 721 t Dry Bulk Bra 59 % UK 62%
» Ponta da Madeira Líquids Bra 28 % UK 30%
58 400 000 t
Conventionall Bra 13% UK 8%
» Santos 67 890 000 t
» Paranaguá 32 021 644 t Source: 2005-2006 Bra /UK statistics
 Freigth Airports
Brasil 1.360.139 t year
Guarulhos 470.944 t and Viracopos 179.483 t 47,8 %
United Kingdom 2 363 000 t year
London Heatrow 1389.000 t and London Gatwick 232 000 t 68,6 %
Ranking Aeroporto Ton
1 Memphis – EUA 3.554.557
2 Hong Kong – China 3.132.449
3 Tóquio – Japão 2.373.133
4 Anchorage - EUA 2.372.903
5 Seul – Coréia do Sul 2.133.443
6 Los Angeles - EUA 1.902.547
7 Frankfurt - Alemanha 1.839.084
8 Cingapura - Cingapura 1.795.646
9 Miami - EUA 1.778.897
10 Louisville - EUA 1.739.029
Fonte: Anuário Exame 2005-2006
Industrials Airports

ZARAGOSA
 Industrial Airport Concept

• Conceito difundido na EUA, Ásia e Europa

• Instrução normativa 241/2002 da Receita Federal
– Normatiza a instalação de plantas industriais de alta tecnologia
exportadoras e consumidoras de insumos importados dentro de aeroportos
de grande porte;
– Isenção de Imposto de Importação, Imposto sobre produtos
industrializados, PIS, Cofins, ICMS desde que com autorizações específicas;
• Projetos Confins e Viracopos
–Previsão de redução de 35% de custos;
– Lotes de 5000 m2 em área de 70 000 m2 com possibilidades de expansão;
– Setores: biotecnologia,micro eletrônica, jóias, médico-hospitalar,
alimentos, farmacêutico;
 Brazil Industrial Airport
Tipo de Desembaraço Suspensão de Impostos Prazo
Normal Não 2 a 7 dias
Drawback /RECOF Sim 4 a 7 dias
Linha Azul Não Mesmo dia
Aeroporto Indústria Sim Mesmo dia

Atividades Permitidas
Acondicionamento ou reacondicionamento;
Renovação ou recondicionamento;
Montagem ou beneficiamento;
Transformação;
Preparo de alimentos para consumo a bordo.
Oportunidades
Redução de custos com transporte
na Zona Secundária;
Redução com seguro da carga;
Redução no tempo de liberação;
Agilidade na entrega do produto;
Redução com custo do software;
Redução tarifária com a armazenagem.
 Estrutura do entreposto
Aeroporto Industrial
Portaria Armazém
Recepção/ DA Recepção/
Expedição Expedição
CargaImportada

Armazém Importação
Entrada
NF
CargaNacional

Saída Exportação

DDE / RE
NF
DI Perdimento
RTM
Insumos

RTM Prod. RTM Prod. Acabado

Acabado
RTM Prod. RTM Insumos
Acabado
RTM
Insumos
Estabelecimentos Industriais

Beneficiário 1 Beneficiário 2 Beneficiário 3 Beneficiário 4

Fonte INFRAERO
 Rail Structure in Brazil
Modal Share in the World (ton x km)

90
80
Denmark
France
70 Belgium Brazil
United Kingdom Hungary
% highway

60
Germany
50
40
EUA
30 Canada
20
China
10
Russia
0
10 20 30 40 50 60 70 80
% Railway

Source: CEL/COPPEAD
 Chicago

New York

Dallas

Houston Miami
 Fortaleza

Recife
Brasília

Salvador

Belo Horizonte

Porto Alegre Rio de Janeiro

São Paulo

Florianópolis
Fonte Petrobrás
 Cabotagem

Coastwise transport
 Logistics in Brazil
 National  Companies

• 11% of GDP in EUA, 8 % in UK

Margem
Margin 8%
• 16% of GDP In Brazil
•Comodities and diferents costs Custos
Logistics
Logísticos
Costs
19%

Marketing
Custos de
Costs
Marketing 20%

Transport Custos dos

Product
Produtos
price 53%
Vendidos
60% logistics costs
0% 10% 20% 30% 40% 50% 60%

Source: CEL / COPPEAD /UFRJ 2000

 Key Logistics Players
 ALL
 CVRD
 DHL – EXEL
 McLane
 Mercurio
 Penske Logistics
 Ryder
 TNT Logistics
Contracts Logistics
Key Brazil Industrial Sectors
 Automotive
– Fiat, Ford, General Motors, Toyota, Scania, Volkswagen,
Volvo
 Electronics
– Dell, HP, Lucent, Motorola, Nokia, Panasonic, Sony, ….
 FMCG
– Nestlé, Unilever, Procter & Gamble, Coca-cola, Kleenex,
Pepsi, Mars, AmBev, …
 Pharmaceuticals
– Abbott Lab, Aventis, Bayer, Eli Lilly and Co,
GlaxoSmithKline, Johnson & Johnson, Merk & Co, Pfizer,
Roche, Squibb,
 Retail/Wholesale
– CBD/Casino (France), Wal-Mart (USA), Carrefour (France),
Makro (Nl)
Retailers
Third party logistics
Sector to Third party logistics
 Key Logistics Players
 ALL
 CVRD
 DHL – EXEL
 McLane
 Mercurio
 Penske Logistics
 Ryder
 TNT Logistics
Logistics Services
 Supply Chain Strategy
Company Strategy

Stock transport
Relationship Network
Customer
Strategy Service Strategy

information

Logistics
Strategy
 LEWIS CULTURAL TYPES TRIANGLE
 MA = warm,
emotional,
Multi active loquacious,
Brazil impulsive
 LA = cool,
factual, decisive
German planners
 RA = courteous,
Linear amiable,
China accommodating,
active Re active compromiser,
Japan
good listener
UK
MPT Model
trust
SC 1 Fashion
SC 3 SC 2 Automotive
SC 3 Fair trade

SC 1
SC 2

power
money

 P+T+M = 100?
 Measurable? Tool? What?
 Function Relationship R (p,t,m)= P (x)+T(x)+M(x)
– What is X
 Supply Chain Strategy
Company Strategy

Stock transport
Relationship Network
Customer
Strategy Service Strategy

information

Logistics
Strategy
 Network level strategy
Wit and Meier 2004
Social-cultural actors Economics Actors
( community groups, media, Suppliers (tax authorities, central banks,
Opinion leaders, religious Employers` federations,
Upstream Stock exchanges, unions)
Organizations)
vertical
relations
Industry Indirect Direct Industry
Outsider Horizontal FIRM Horizontal Insider
(Competitors)
(Complementors) relations relations
Downstream
Vertical
Political/legal actors relations Technological Actors
(governments, lobbyist, (patent offices, universities,
Buyers Research institutes,
parties, regulatory bodies,
standardization bodies)
international institutions)
RFID

Source Travis Sparcs

 Technology

Bar Code RFID

RFID
 Livestock Tagging
Meet Bobby the Cow

Bobby has an old

fashioned ear tag
for identification.

Source Travis Sparcs

Tracking Penguins

Source Travis Sparcs

http://www.beitec.com/penguin.htm
RFID UPC

Source Travis Sparcs

Artist conception courtesy Motorola
 RFID Price
Evolução do Preço da Etiqueta Eletrônica (lotes de 1 milhão un.)

3,50

3,00 3,00

2,50

2,00
US$

1,50
1,30

1,00
0,85

0,50 0,50

0,15
0,00
2000 2001 2002 2003 2004 2005 2006 2007
Ano
THE VICIOUS CIRCLE OF TECHNOLOGY
AND COMPETITIVE ADVANTAGE
 Supply Chain Strategy
Company Strategy

Stock transport
Relationship Network
Customer
Strategy Service Strategy

information

Logistics
Strategy
 Supply Chain Coordination

A supply chain is fully coordinated when all

decisions are aligned to accomplish
global system objectives.
Lack of coordination occurs when
decision makers have incomplete information
or incentives that are not compatible with
system objectives.
 Supply Chain Strategy
Company Strategy

Stock transport
Relationship Network
Customer
Strategy Service Strategy
Information
People information Technology

Logistics
Strategy
Logistic
Provider
 Chicago

New York

Dallas

Houston Miami
Urban Vehicle
Telemantic
 Delivery
“Last mile”
 LALT Brasil
Learning Laboratory in Logistics and Transport

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 Muito Obrigado
Prof. Orlando Fontes Lima Jr.

Email: oflimaj@fec.unicamp.br
LALT – Learning Laboratory in Logistics and Transport
Email: lalt@fec.unicamp.br
www.fec.unicamp.br/~lalt
Campinas São Paulo Brasil