The aim of this paper is to identify structural, relational and strategic differences among Brazilian engine assembling chains, as well as suggesting factors originating from or responsible for such differences. Thus, the structures of three chains are studied and compared, as well as the relationships that take place. A case study was carried out and it consists of eight suppliers positioned in the first and/or second tiers of their chains, as well as the three engine manufacturers. Although the engine manufacturers belong to chains with distinct structural configurations and adopt different relationship patterns, their decisions regarding supply chain management are strategically aligned. Thus, although some overlapping among the chains occurred, the automakers succeeded in effectively using them to improve competitiveness. The work also indicates some general trends that were observed, such as the increase in the outsourcing level, and the existence of few hierarchical levels, consisting of, in the second tier, suppliers of less technologically sophisticated products.
Supply chain management; Strategy; Automotive industry; Automotive engine
