Sesion 2 - La cadena de valor sostenible
Datos
- Unidad: 2
- Fecha: Viernes 20/03/2026, 14:30 a 19:00
- Modalidad: Presencial (Clase 2)
Contenidos (segun programa)
- El nuevo “Playbook” del CPO: Resiliencia, Innovacion y Valor.
- Gestion de emisiones de Scope 1, 2 y 3
- Criterios ESG en la seleccion de proveedores.
- Riesgos geopoliticos y climaticos en la cadena de suministro.
- Colaboracion con proveedores: de transaccional a co-innovacion.
Material descargado
Contenido de la presentacion
Definicion de Supply Chain Management (Stock & Boyer, 2009)
“The management of a network of relationships within a company and between interdependent organizations and business units that consists of materials suppliers, purchasing, production locations, logistics, marketing, and related systems that facilitate the forward and reverse flow of materials, services, finances and information from the original producer to the final consumer with the benefit of adding value, maximizing profitability through efficiencies, and achieving consumer satisfaction” (p. 706)
High Performance Supply Chains - Triple A (Lee, 2004)
Enfoque tradicional: Speed + Efficiency
Enfoque necesario:
- Agility → respond to changes in supply and demand
- Adaptability → to variations in market structure
- Alignment → of all members of the SC
Agility - Methods: Promote flow of information with suppliers and customers. Develop collaborative relationships. Design for postponement. Build inventory buffers. Have a dependable logistics system. Draw up contingency plans.
Alignment - Methods: Exchange information and knowledge freely. Lay down roles/responsibilities clearly. Equitably share risks, costs, and gains.
Adaptability - Methods: Monitor economies globally. Use intermediaries for fresh suppliers. Evaluate needs of ultimate consumers. Create flexible product designs.
Supply Chain Management - Pilares
Competitiveness → Customer service, apoyado por:
- Integration: Selection of participants, Network organization, Collaboration Inter-organizational, Leadership
- Coordination: Use of technologies of the information, Orientation to process, Advanced planning
- Foundations: Logistics, marketing, operations research, organizational theory, purchasing, supplies
Matriz de Kraljic - Abastecimiento Estrategico
Ejes: Profit impact (vertical) vs Supply risk (horizontal)
- LEVERAGE (alto impacto, bajo riesgo): Exploitation of full purchasing power, Targeted pricing strategies, Abundant supply
- STRATEGIC (alto impacto, alto riesgo): Development of long-term relationships, Collaboration and innovation, Natural scarcity
- NON-CRITICAL (bajo impacto, bajo riesgo): Product standardisation, Process efficiency, automated purchasing
- BOTTLENECK (bajo impacto, alto riesgo): Low control of suppliers, Innovation and product substitution, Production-based scarcity
Negociar con proveedores poderosos (HBR - Paranikas et al., 2015)
Escala segun nivel de riesgo (bajo a alto):
- BRING NEW VALUE TO THE SUPPLIER - Ayudarle a entrar en nuevos mercados, reducir su riesgo
- CHANGE HOW WE BUY - Consolidar ordenes, bundling/unbundling
- CREATE A NEW SUPPLIER - Entrantes en mercados adyacentes, integracion vertical
- PLAY HARDBALL - Retener/cancelar ordenes, litigar
Compras Sostenibles
“Una compra responsable es aquella en la cual la empresa considera tanto la necesidad que requiere satisfacer al comprar y su presupuesto, como requisitos ambientales y sociales relacionados con el ciclo de vida del producto/servicio” (CEGESTI, 2010)
Incluye: Apoyo a Pymes, economia social, oportunidades equitativas, aspectos sostenibles, derechos humanos, trabajo decente, inclusion. Materiales de bajo impacto, reduccion de embalaje, reduccion de impacto en uso, facil de reciclar.
ISO 20400: Marco para compras sostenibles.
Sustainable Purchasing Portfolio Matrix
Variante de Kraljic: Threat to Triple Bottom Line (vertical) vs Supply risk/complexity (horizontal). Subcategorias: True Commodity, Transitional, Strategic Commodity.
Drivers de decision en la cadena de suministro
- Servicio → Ingresos → ROIC/ROCE
- Operaciones → Costo → EBIT → ROCE
- Preocupaciones ambientales (ODS): 6, 12, 13, 14, 15
- Preocupaciones sociales (ODS): 1, 5, 8, 10, 12
Casos analizados
Lecturas obligatorias
- A new CPO playbook (McKinsey)
- Cadena de valor sostenible (Deloitte)
- ESG integration supply chain (KPMG)
Ideas fuerza (textual de la presentacion)
- La cadena de valor provee numerosas oportunidades tanto para ahorrar costos e iniciativas estrategicas
- El abastecimiento sostenible no solo requiere considerar el impacto en las ganancias, pero en el triple bottom line
- La Matriz de Kraljic es una excelente herramienta para desarrollar una estrategia de abastecimiento sostenible, apalancada en marcos como el ISO 20400