Resumen

This research studies a large-scale project (duration between two or more years and a budget greater than 2.5 million euros), of an internationally active company in the logistics and warehouse automation sector, which is developed in Brazil. This study uses the CCPM (Collaboration Characterization Project Management) model proposed by Meisel (2016) to characterize and understand, both the collaborative relationships between the Roles of a Project Team (REP) and to assess the influence of the contributing factors to the formation of the general structure of a collaborative network formed by REP. The research has been developed as a descriptive cross-sectional study, of a quantitative-qualitative mixed nature, with a deductive approach. The proposed methodology comprises three stages to achieve the proposed objectives: 1) Analysis of the network structure and collaborative relationships in Project Oriented Supply Chains (CSOP), 2) Estimation of the implications of endogenous and exogenous factors in the formation of a collaborative network in a CSOP, 3) Analysis of the evolution of the structure of collaborative networks in CSOP through the different phases of project execution. The results of the visual and descriptive analysis without the NGP determine the most central and prestigious REPs are PMA Headquarters (Solutions) (132), Branch Office TPL (199), Project Manager Abroad (145), Customer Service Manager at abroad (90), Subsidiary Management Office in place (126) (Figure 3). However, a first stochastic analysis for the consolidated network identified the following communities: Software and consulting systems development, Electrical and software manufacturing, installation and control, International Customer Service, Human resources and travel management, Import and export, Engineering and mechatronics, Project management, as significant and relevant to foster collaborative relationships between REPs. Subsequently, a phase analysis was carried out, throwing the same more central and prestigious REPs than in the consolidated network, it is also important to highlight the relevance of the NGP, the Project Manager of the subsidiary office (146) at the time of carrying out the stochastic analysis within the different phases of project execution. We provided information to the literature and senior management of a Brazilian company, we hope that it can develop guidelines in the formulation of strategies that improve collaborative relationships between members and the CSOP involved areas.