Collaborative Culture Management Model to Improve the Performence in the Inventory Management of a Supply Chain

The ceramic tile market in Peru had a sustained growth until 2013 when the construction sector began to decline. Added to this phenomenon was greater competition for products from China at prices below the national average, which meant a significant reduction in the sales of Peruvian production companies. In this context, inefficiencies were detected in inventory management within the supply chain, which began to accumulate inventories due to a lack of integration of its actors. On the other hand, the lack of finished product caused a loss of customers and brand loyalty. The importance of maintaining a good management of the supply chain lies in the necessary competitiveness in a company to face the globalized and vertiginous environment that is experienced today where uncertainty increases the risks of loss. Various efforts have sought to improve the performance of the supply chain; However, the strategies have not taken into account relevant aspects such as the organizational culture, which is a fundamental factor in the development of collaborative initiatives. For this reason, this study proposes a collaborative culture management model for inventory management based on the management of inter-organizational change. Through the OCAI tool based on the Competing Values Framework (CVF) it was possible to determine the cultural profile of two companies, alienate them to the appropriate culture for integrated supply chains and manage change based on it. Likewise, cultural integration led to improvements in inventory management in a joint manner, increasing service levels by 9.8% and reducing inventory levels by 37.5%, which proved that cultural integration for the CCS can improve the practices of management in the supply chain.