Abstract Paper aims This article aims to study the logistics problems in Brazilian hospitals through Lean methods, approaching different aspects of logistics and the procedures adopted in health institutions such as receiving, storage and transporting. Originality The rising of hospitals’ costs is importantly impacted by hospital logistics. They are caused by aspects such as unstandardized processes and inadequate layout and equipment in critical stages of logistic operations. However, these problems are rarely addressed in literature. Research method We developed, through Design Science Research and lean tools, a model based on route, rhythm and routine (3 R’s) that enables the identification of logistics problems. Main findings Hospitals present complex logistic operations. The application of the model developed identified improvement opportunities due to unnecessary activities, lack of space and infrastructure, and lack of standardized procedures. These findings enable improvements in operations and a better comprehension of the factors that impact the processes of internal logistics. Implications for theory and practice The model provides a comprehensive view of the logistical process, its stages and aspects of improvement. Therefore, hospital managers can better identify and address logistical problems directly at non-value adding activities. Adaptations may be required due to the healthcare environment specificities.

Abstract Paper aims To shed light on how knowledge is shared between companies during a collaborative new product development (NPD) process. Originality It is the first study of different knowledge sharing levels for each stage of the NPD process in an inter-organizational context. Research method A research framework was created based on the literature. Guided by this framework, an in-depth case study was performed in a multinational company analyzing the knowledge sharing with the company’s supplier during a collaborative NPD process. Main findings Different levels of knowledge sharing were found at each stage of the NPD process. Implications for theory and practice The results complement previous works demonstrating that this phenomenon should not be considered as a binary state. By clearly presenting how knowledge sharing occurs at each phase of the NPD process, managers can be prepared and correctly implement tools to support NPD teams from both buyer and supplier companies.