Changing organizational practices during and after the implementation of supply chain management in a multinational steel company

Abstract

This paper evaluates the transformations occurred in practices of the employees at strategic, tactical and operational levels of a steel tube multinational company after the implementation of the supply chain management program - SCM. In the literature, the research about this theme is concentrated on systems' operations, limitations and justifications, with few investigations of the employees' perceptions about the impacts of technological resources on the work practices . The results of this research contribute to a better understanding of the facilities and difficulties provided by users' manifestations about the changes in organizational practices.