The Supplier Performance Measurement System (SPMS) is a tool for
assessing, measuring, and monitoring supplier performance. There is great interest
in SPMS in the academia, becoming a frequent theme in the literature. However,
there are still gaps little explored by researchers in the subject, such as the review
phase of an SPMS and its application in the public sector. In this context, this
master s research evaluates the effectiveness of the review phase of an SPMS of a
large Brazilian state-owned company, which had to adapt to legislative changes and
feedback from its contract management teams, buyers and suppliers, seeking to
increase the confidence of the system with these stakeholders. With the support of
the literature and the collaborative work of several departments, the company
carried out five interventions in the SPMS, including raising its transparency,
improving the timing of assessments, implementation of the assessment review
functionality, implementation of the assessment justifications functionality, and
review of questionnaires and evaluation metrics. As a result of the interventions,
there was an improvement in the relationship with suppliers, the significant increase
in the use of the Supplier Performance Index (SPI) as a criterion for selecting and
enabling suppliers and increasing the performance of new and ongoing contracts.
This research offers a framework, inspired by the organizational contingency
theory, presenting the initial context, interventions performed through the
perspective of Human, Technological and Organizational dimensions (HTO), and
the identified results, which provides guidance and direct implications for industry
practitioners and academic researchers, reducing the gap between theory and
practice.
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