Llorente, A., Luchi, R., Sioli, A., 2013. Kraft Foods’ 2009 Conflict in Argentina: A Turning-Points Analysis of a Labor-Management Negotiation . Negotiation and Conflict Management Research , : .
"This article analyzes a 4-month-long labor dispute that unfolded in Argentina between Kraft Foods Argentina's (KFTA) management and its workers' union delegation at the firm's largest plant on account of the 2009 A(H1N1) influenza pandemic outbreak. This crisis included a siege of the firm's headquarters; the inception of a special labor–management negotiation process, a mandatory conciliation, issued by Argentina's Labor Ministry; a 150-worker layoff; the occupation of the firm's plant by 40 workers and their violent eviction by the provincial police force; the firm's threat to sell off all its assets; and a massive demonstration to pressure the U.S. Ambassador to Argentina. Eventually, the parties reached an agreement and signed Act of Reconciliation to end their conflict. To better understand its complex dynamics, we have used Druckman's turning-point framework—precipitants, departures, and consequences (Druckman, , ; Druckman, Husbands, & Johnston, ) to examine KFTA's conflict. Our single-case study explores how negotiators managed their organizational conflict and demonstrates the usefulness of the turning-point framework to extract practical implications. This may help labor–management negotiators to avoid conflicts or to attain better, enduring agreements."
Sánchez Loppacher, J., Pancotto, M., 2013. Rethinking Distribution Logistics at VASA, Pilkington. Case Research Journal, : .
VASA, a Latin American subsidiary of a global group, was the result of a joint-venture between two of the five leading companies in the glass global business (NSG-Pilkington and St Gobain). It had almost total control over the Argentine market with 88 percent of market share, and had grown steadily over the last 60 years. Its historical competitive advantage, based on a full range of products and a high level of service (delivery in due time and manner), had enabled VASA to consolidate its historical leadership. Since 2003, a strong recovery of the local and world economy, had had a big impact on the growth of two key sectors of the glass industry: the construction and the automobile sector. By 2008, this rapid growth had caused local supply shortages due to limited installed capacity at the regional level. In addition, a strong trend in VASA’s customer base towards fragmentation, had led to an increasingly complex delivery service. The delivery service was handled by two small-medium sized independent transportation companies. In recent years, VASA's high quality service reputation suffered from a progressive deterioration of its delivery service. After doing business with these transportation companies for over 25 years, the case poses the question of how to reverse a disappointing delivery service level that led to: angry customers complaining about unfulfilled orders, late deliveries to distributors’ premises, transportation companies that held VASA responsible for these delays, and a steadily declining relationship with transportation companies. To this end, VASA’s CEO evaluates the following alternatives: taking total control of distribution to customers by developing VASA’s own delivery service, or reversing the situation with transportation companies by requiring them to transform in order to develop their delivery service management capabilities. Another alternative was to replace these transportation companies partially or totally, and substitute more sophisticated logistics service providers. Coordination, Distribution Logistics Management, Distribution Center (DC) Management, Logistic Service Outsourcing, Input- Output Curves, Capacity and Demand Analysis.
Sánchez Loppacher, J. , 2011. Key Dimensions of global supply strategy: A model of interrelated decision. International Journal of Procurement Management, : .
Sánchez Loppacher, J., Cagliano, R., & Spina, G. , 2011. Key drivers of buyer-supplier relationships in global sourcing strategies. International Journal of Procurement Management, : .
"In their search for sources of global competitive advantage to succeed in the new economy, multinational companies have turned to Global Sourcing Strategies, balancing the opportunities coming from global, centralised purchases, and the need for local supply adjustment and exploitation. In this context, relationships with suppliers provide a significant opportunity for companies to develop a strategic source of efficiency and to enhance global competitive advantages, thus becoming a key decision variable in the definition of Global Sourcing Strategies. The literature shows that buyer-supplier relationships evolve from competitive to cooperative relationships, going through several stages or modes primarily to respond to key factors, such as purchasing product and market characteristics, and globalisation process evolution. This research work shows how Global Sourcing Strategy behaviour patterns related to supply source globalisation and purchasing centralisation constitute a key factor at play with Supplier Management Strategies."
Luchi, R., Llorente, A. A., 2010. La Resolución Alternativa de Disputas. Foreign Affairs Latinoamérica, Volumen 10, Nro. 1: pp. 119 - 130.
Durante la última década del siglo XX, los gobiernos de los países latinoamericanos promulgaron normas relativas a la Resolución Alternativa de Disputas. El paradigmático caso de las papeleras del río Uruguay ilustra las falencias de la gestión gubernamental para atender las disputas públicas que desencadenan diversos impactos sociales y ambientales atribuibles a las actividades productivas de las empresas.
Sánchez Loppacher, J., Cagliano, R., Spina, G., 2010. Key factors in global supply headquarters-subidiary control systems. Journal of Manufacturing Technology Management, : .
"Purpose – According to the reviewed literature, in order to build effective and efficient global supply (GS) strategies, multinational companies (MNCs) need to define and implement adequate headquarters' control and follow-up systems for GS management performance in order to guarantee world supply consistence and alignment. The purpose of this paper is to shed some light on how key variables affect GS headquarters-subsidiary control systems and their complementary behaviours across culturally similar business units.
Design/methodology/approach – Multiple case study methodology, with a sample including seven Italian MNCs, has expanded their operations to the Mercosur area (Latin America's Southern Common Market) and designed to guarantee theoretical replication in the analysis of the empirical evidence.
Findings – It was found that, although cultural similarities strongly influence MNCs' GS headquarters-subsidiary control systems, other factors, such as purchasing and globalization sourcing strategy centralization and globalization process evolution, lead companies to implement complementary formal control systems that are consistent with the sharply personalized profile set by cultural proximity.
Research limitations/implications – In order to expand and deepen these conclusions, further research will be necessary to validate these findings in a wider sample, including companies from various countries of origin and destination. In any case, a longitudinal study could help to shed some light on the evolution of headquarters-subsidiary relationships within global sourcing strategies.
Originality/value – The paper enables better understanding of the impact of and interactions between key driving factors in GS headquarters-subsidiary control systems in cases of strong cultural similarities through a multi-case sample study."
Cagliano R., Spina G.& Sánchez Loppacher, J., 2006. Global sourcing: un’analisi empirica delle scelte e delle determinanti strategiche. Studi Organizzativi, : .
"In the past few decades, the strong competition and globalisation featured by world markets have led companies to pursue internationalisation strategies for their supply management in order to effectively support their globalisation process. The literature reveal a strong link between two key dimensions in global supply strategy (GSS) development: international sourcing – i.e., the level of supply globalisation - and purchasing location – i.e., the level of centralisation in relevant purchasing decisions. All the same, other variables are discussed as relevant for supporting GSS deployment. This research, based on the study of seven Italian MNCs that have expanded their operations to the MERCOSUR area, intends to explore the process of GSS definition and development, focusing on the key dimensions and identifying the driver criteria used in each of them, as well as their impact on decision-making processes."
Sánchez Loppacher, J., Cagliano, R., Luchi, R. & Spina, G. , 2006. Global sourcing and procurement strategy: A model of interrelated decisions. Supply Chain Forum: An International Journal, : .
"In the past few decades, the strong competition and globalization featured by world markets have led companies to develop international purchasing strategies involving dramatic price reductions, quality and delivery enhancements, improved cycle times, increased responsiveness to customers and better financial conditions. As a result, companies have been forced to pursue internationalization strategies for their purchase management in order to effectively support their globalization process.
The literature studies, focusing on Multinational Companies’ (MNC) corporate purchasing strategy influence on affiliates’ global supply strategy (GSS) development, reveal a strong link between two key dimensions: supply source – i.e., the level of supply globalization as related to MNC’ s worldwide operating needs - and purchasing location – i.e., the level of centralization in relevant purchasing decisions.
This research, based on the study of a sample of seven Italian MNCs that have expanded their operations to the MERCOSUR (Southern Common Market) area, intends to explore the purchasing strategy definition and development process, focusing on the relationship between its two key dimensions and identifying the definition criteria used in each of them, as well as their impact on decision-making processes."