Managing essential inputs: the case of methanol supply in biodiesel industry

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1 31 Daniel Franco Goular ¹ Managing essenial inpus: he case of mehanol supply in biodiesel indusry ¹Mackenzie Presbierian Universiy - goulardf@gmail.com KEYWORDS Supply chain managemen, biodiesel, mehanol, spo marke, long-erm conracs. Received Acceped DOI / v20n2p4-14 ISSN Double blind review 1 Inroducion Gues Aricle Fa Track SIMPOI 2016 ABSTRACT This paper aims o discuss he ways ha biodiesel producers manage he supply chain of mehanol, an indispensable inpu obained almos exclusively hrough imporaion. To build his discussion, i was firsly drawn he main feaures of he Brazilian biodiesel indusry and, afer ha, i was described he main mehanol s origins, applicaions and marke. I was idenified wo ways on which biodiesel companies acquire mehanol: a) via long-erm conracs or b) in he spo marke. If he firs opion means supply safey, he second one means more compeiive prices. This qualiaive sudy was buil from wo differen daa collecion seps: a) paricipan observaion and b) semisrucured inerviews. jaropha ino cropping sysems in Malawi. In spie of he increase number of sudies 1 Inroducion The ineres for he research in biofuels, especially in biodiesel, has grown significanly in he las few years. Tha reflecs in an increase in biofuels aricles published in scholarly journals. Some examples migh be menioned such Jupesa, Harayama and Parayil (2011), ha build an analysis on he design a susainable business model on he developmen of a biofuel indusry in Indonesia; Babcock (2012), ha discusses he marke impacs of US biofuels and biofuel policies; Mcphail and Maimunah (2012), ha bring o he ligh an imporan discussion abou he challenge of producing biofuels and keep producing food in Malaysia and Maonga e al. (2015), ha analyzes he criical and socioeconomic facors ha leverage smallholder farmer s decision and willingness o adop menioned righ above, few papers have been addressed inernal compeiiveness of he biodiesel producers. I is especially rare o see papers ha discuss sraegies on he supply chain managemen in his indusry. Some samples migh be menioned like César and Baalha (2011), ha describe each compeiiveness driver and presens a picure of he compeiiveness of agriculural producion and indusrial producion of he biodiesel supply chain and Sarori e al. (2009) ha assess he implemenaion of crushing plans focused on he oil supply o small farmer s biodiesel faciliies. None of hem, however, discuss he day-o-day of decision process inside a biodiesel producion company. This paper comes o sar filling his gap. Revisa de Negócios, v. 21, n. 1, p , January, 2016.

2 The Brazilian biodiesel indusry is very compeiive. Since is creaion by he governmen up o curren days, yearly producion soared from nearly m³ in 2006 o approximaely m³ in 2014, according o he Naional Agency of Peroleum, Naural Gas and Biofuels (2015). To be profiable in a ough business environmen as biodiesel s companies have o be diligen in cos conrol, supply chain managemen and logisics managemen. A company ha is a leader in coss has he opporuniy o cach higher margins. The se of argumens above presened build he scenario o propose a sudy ha focus on discuss he ways biodiesel companies in Brazil manage heir essenial inpus. I is pu in he cener of he discussion he supply chain managemen of mehanol, an indispensable inpu o he biodiesel producion ha is almos oally impored. To address his objecive, i was firsly described he biodiesel supply chain and secondly clarified he main mehanol s origins, applicaions and markes. I was employed qualiaive research mehodology o perform he analysis of daa colleced in wo differen procedures seps: paricipaive observaions and semi-srucured inerviews. 2 Theoreical Framework: supply chain managemen (SCM) and supply chain disrupion Gibson e al. (2005, p. 17) say ha he concep of SCM is a disparae se of descripions. According o he auhors, definiions may vary from narrow and funcionally based perspecive, such as regarding he managemen and conrol of maerials, informaion and logisics, o broadly definiions ha reach he inegraion of business processes from end users o original suppliers. Burgess e al. (2006, p. 703) go in he same way saying ha, while ineres in SCM is immense, i is clear ha much of he knowledge abou SCM resides in narrow funcional silos such as purchasing, logisics, IT and markeing. Boone e al. (2007, p. 594) affirm ha SCM sraegies and echniques are as varied as he disciplines from which hey originae and he cusomers hey are o serve. The complexiy of relaionships among he auhors opens he opporuniy o discuss SCM from a non-linear perspecive. In his sense, Hearnshaw and Wilson Revisa de Negócios, v. 21, n. 1, p , January, (2013, p. 442) say ha a linear approach of SCM as a dyadic relaionship grossly oversimplifies and disors he realiies of he modern supply chains. Choi e al. (2001) defend he same, saying ha he linear view using dyadic analysis fails o adequaely accoun for he inerdependence beween numerous heerogeneous firms presen in supply chain sysems. Evolving he concep of inerrelaions among he players ha compound a supply chain, Choi and Wu (2009) approach his as a join of riadic relaionships. This auhors specifies nine buyer-supplier-supplier archeypes. Wu e al. (2010) say ha in a buyer-supplier-supplier relaionship riad, he buyer, as a conracing eniy, influences he supplier s behaviors and he relaionship beween hem. Sill according he auhors, by considering he relaionships in such a riad, i is possible o gain a richer and more realisic perspecive of buyer-supplier relaionship. Hi (2011) endorses he argumen of supply chain as a complex join of relaion discussing is managemen covered by resource based view of he firm, ransacion cos economics, organizaion learning heory and social capial approaches. In spie of being largely discussed in lieraure, Thomas e al. (2011) poin ou ha a common acceped definiion of SCM is sill lacking. Oher imporan poin o be considered in he concepualizaion of SCM is he issue disrupion. The concep of disrupion of a supply chain is linked o he idea of risk managemen in supply chains. In his sense, Hendricks and Singhal (2005a, p. 696) menion ha disrupions or, in heir erms, gliches in supply chain are likely o adversely affec he shor and long-erm profiabiliy of he firm. According o he auhors, supply chain gliches can lead o loss in sales and marke share, lower sales price due o markdowns of excess invenories and could preven he firm from capializing on srong marke demand due o unavailabiliy of producs. To avoid his kind of disrupion or gliches, a diligen supply chain risk managemen is required. Ouabouch and Paché (2014) defend i saying ha a muliude of more or less criical incidens along any supply chain may preven a company from obaining he expeced level of logisics performance. Sill according he auhors, knowing how o anicipae and manage supply chain risks is herefore an imporan approach o mainain a compeiive advanage.

3 Cousins e al. (2004, p. 556) argue ha a firm par of a supply chain migh be exposed o wo paricular risks: echnological and sraegic. The former is relaed o over-reliance in a single or limied source of a produc, process or echnology. The laer reflecs he danger of being over-relian on a single or limied number of suppliers. One case or anoher, Hendricks and Singhal (2005b) sae ha he risk of supply chain disrupion is an indicaion of a firm s inabiliy o mach demand and supply. 3 Mehodology The daa collecion procedures were divided ino wo pars: a) paricipan observaion, according o Guercini (2014) and b) semisrucured inerviews. The firs par was performed from January 2013 up o December 2014 and was realized wihin a biodiesel producer company. During his sage, he auhor had he chance o see how decision aker buil and execue mehanol purchase sraegy. The auhor kep up wih six processes of purchases in he spo marke during his period of ime. The main concern in his case was o ge he bes price a he spo marke and, a he same ime, assure a consan supply flow. Being inside a biodiesel company has allowed he auhor o ge in ouch wih managers of mehanol supply companies. Because of his relaionship rapprochemen, i was possible o perform he second par of daa collecion. This sage, ha happened beween March 2014 and February 2015, was compounded by seven semisrucured inerviews wih hree mehanol supplier companies. The inerviews approached global mehanol origins and desinaions, inernaional and inland logisics and sales models applied in he Brazilian biodiesel marke. All he analysis performed on primary daa were qualiaive. The collecion daa procedures were rich of deails and qualiy due o he fac ha he auhor could be following aciviies inside a biodiesel company and because of he access o imporan mehanol merchans ha his opporuniy gave o him. Beyond he robusness of primary daa, he research quesion, focused on descripive analysis, would be beer answered by qualiaive mehodology. In his sense, Rynes and Gephar Jr. (2004) are asserive when defining qualiaive research as mehod. According o his Revisa de Negócios, v. 21, n. 1, p , January, auhors, i provides insighs ha would be hardly reached by quaniaive mehod, giving he chance o undersand he social processes ha underlie managemen field. Suon (1997) advises ha a qualiaive research has o be conduced wih rigor and crierion. This way, say he auhor, qualiaive research will enjoy is legiimacy. Aiming o mee his requiremen, i is presened righ below a char ha brings he main characerisics of each of wo seps ha composed daa collecion procedures, as well as sor of informaion colleced in each process. I will no be revealed he name of he companies or inerviewees ha kindly paricipaed as daa supplier o his sudy due o a maer of academic ehics. Table 1. Characerizaion of daa collecion procedures and sor of informaion colleced in each. Daa collecion Sor of Main feaures procedure company Observaion of six purchase processes a he spo marke Acive observaion wih one commercial manager. Free conversaion wih seven commercial Semi-srucured managers from inerviews mehanol supplier companies ha serve Brazilian biodiesel indusry. Source: Elaboraed by he auhor. Biodiesel producer (1) Mehanol supplier companies (3). Each of daa collecion procedure was elaboraed aking ino consideraion arge informaion o be capured. The opics used o drive daa collecion in each kind of procedure is described below: Acive observaion: sraegy of purchasing a he mehanol spo marke; imporan logisics facors o be considered when building purchasing sraegy; imporance o have more han one mehanol supplier when buying in he spo marke; paricipaion of mehanol on oal and variable coss of biodiesel producion. Semi-srucured inerviews: he main mehanol origin areas; fundamenals of a longerm conrac of mehanol supply; he por logisics infrasrucure needed o operae mehanol in Brazil; he main concerns of biodiesel

4 34 producers when hey look for mehanol supply. variable coss (inpus + raw-maerial). 4 Analysis 4.1 Characerizing Brazilian biodiesel supply chain Brazilian biodiesel supply chain is highly conrolled by governmen. Commercially, he Minisry of Mines and Energy (MME), via Perobras, conrol he whole conracual sysem beween biodiesel producers and fuel blenders. Concerning o indusrial aspecs, MME apply is conrol hrough he Naional Agency of Peroleum, Naural Gas and Biofuels (ANP). This agency akes care of aspecs relaed o specificaion, qualiy, biodiesel x diesel mandaory blending aendance, among ohers. Wih regard o he social aspec, exclusive of Brazilian biodiesel indusry comparing wih he similar from oher counries, he Minisry of Agrarian Developmen (MDA) names hrough he Fuel Social Samp hose companies ha are small farming friend. The figure below illusraes he Brazilian biodiesel supply chain. Figure 1. Brazilian biodiesel supply chain. REGULATORY ENVIRONMENT MME, MDA and ANP Rawmaerial supplier Inpus suppliers Services providers Biodiesel plan Source: elaboraed by he auhor. A Perobras Fuel Blenders In his paper i will be focus he relaionship beween biodiesel plans and heir inpu suppliers, highlighed above by he green dashed line (leer A). Specifically, i will be approached he sraegies ha he formers adop o manage he supply of one of he mos imporan inpus o he producion: mehanol. According o primary daa, mehanol corresponds o 60% of he oal inpus used in biodiesel producion or 8,5% of oal Revisa de Negócios, v. 21, n. 1, p , January, Characerizing mehanol origin, applicaions and marke. Mehanol or mehyl alcohol is a colorless liquid produced from synhesis gas (a mixure of carbon monoxide, carbon dioxide and hydrogen) (Pereira and Andrade, 1998; Cummins e al., 2010). This produc is widely used in chemical indusry as raw-maerial (Pereira and Andrade, 1998), feeding in special formaldehyde producion process. Cummins e al. (2010) and he Brazilian Agency of Indusrial Developmen (2012) say ha formaldehyde is basic raw-maerial used in he producion of common producs such as paricle boards, medium densiy fiberboard, plywood, pains, foams, rubbers, solvens, fuels and pesicides. In addiion o he applicaions menioned above, i migh be poined ou oher kind of applicaion as addiives for gasoline, solvens and ani-freezes, or in he biodiesel producion process (IEA-ETSAP, 2013). In 2012 global mehanol producion was abou 45 million on, srongly based on fossil fuels, mainly naural gas (IEA-ETSAP, 2013). However, his produc may also be produced from oher carbon-conaining feedsock such as biogas, biomass, wase sreams and CO 2 (IEA-ETSAP, 2013). Coal is poined ou as an imporan raw maerial for mehanol producion as well (EPA, 2010; Naional Energy Technology Laboraory, 2014). According o Dolan (2013), geographical concenraion of mehanol producion plans changed drasically from 1999 and Producion capaciy in Norh America and Wesern Europe fell down from 13,3 million on in 1999 o jus on in In he same ime, sill according o Dolan (2013), producion capaciy jumped from 13,1 million on o over 24 million on in Souh America, mainly in Trinidad and Tobago and in he Middle Eas. However, nohing is similar o he increase in producion capaciy seen in China. From 1999 o 2011, Chinese producion capaciy grew up from 1,2 million on o roughly 40 million on (Dolan, 2013). This movemen was driven by he fas increase in naural gas feedsock coss in he pioneering indusrial regions. Farias (2014, p. 54) says ha Brazil is a ne imporer of mehanol by having a demand of

5 on versus a producion of According Rodrigues (2011) and he Naional Agency of Peroleum, Naural Gas and Biofuels (2012), he annual producion capaciy of he counry in 2012 was on divided amongs hree companies, namely GPC Química ( on), Companhia Peroquímica do Nordese (COPENOR) ( on) and Vale Ferilizanes (7.000). Inerviewees consuled during primary daa collecion process confirmed ha naional producion capaciy has no changed from 2012 o According o he Minisry of Developmen, Indusry and Inernaional Trade (2016), i was impored in 2015 US$ ,00 or almos on. Sill according o ha Minisry, from his oal, on was brough from Trinidad and Tobago, on was shipped from Venezuela and on was impored from Chile. The hree counries laer menioned have producion plans of wo of he bigges players in he global marke, namely Mehanex and Misubishi. Figure below brings paricipaion of he main supplier counries in Brazilian expors since 2010 Figure 2. Main Brazilian mehanol suppliers ( ) in on , , , , , ,00 - Chile Trinidad and Tobago European Union (EU) Venezuela Saudi Arabia Source: adaped from he Minisry of Developmen, Indusry and Inernaional Trade (2016). The Mehanol Insiue (2013) shows ha i is needed around 10% of mehanol o produce 100% of biodiesel. Taking ino accoun ha in 2015 biodiesel plans sold m³ of biodiesel o mee inernal marke demand and considering he mehanol yield above menioned, i is possible o deduce ha i was used around on of his produc only o feed biodiesel Revisa de Negócios, v. 21, n. 1, p , January, producion. I is remarkable he imporance of his inpu o biodiesel producion. Table below shows he esimaed consumpion of mehanol by biodiesel indusry and oal demand vis-a-vis inernal producion and impors of his inpu. Table 2. Mehanol Supply and Demand in Brazil (2008 o 2013) and paricipaion of biodiesel in oal demand. Iem Inernal Producion Impors Toal Supply Toal Demand Ne resul (supply demand) % Biodiesel on oal 27% 27% 28% 27% Demand Source: adaped from and Farias (2014), Naional Agency of Peroleum, Naural Gas and Biofuels (2016) and he Minisry of Developmen, Indusry and Inernaional Trade (2016). 4.3 How do biodiesel companies manage mehanol supply chain? The huge amoun of mehanol used o feed biodiesel indusry comes from Sanos (SP) and Paranaguá (PR) pors. I means ha he mos par of his inpu is brough from inernaional markes. Some excepions are seen in he case of biodiesel producers placed in Norh and Norheas Brazil ha ake mehanol from domesic suppliers as Copenor in Camaçari (BA). These biodiesel players are PBio (Bahia), PBio (Ceará) and Oleoplan (BA). The following discussions will be focus on he conracual relaionship beween biodiesel players and mehanol suppliers impor his inpu hrough he wo pors above poined ou. Five imporan companies prevail in Brazilian mehanol supply chain dedicaed o biodiesel producion, namely Mehanex, Misubishi, QuaniQ, Tricon Energy and Copenor. The wo former companies are wo of he mos imporan mehanol producers and rading company globally. QuaniQ is a Brazilian rading owned by Braskem holding. This company

6 operaes mehanol only in Brazil. Tricon Energy is a global rading company focused on Perochemical producs, among hem mehanol. This company don produce mehanol. And Copenor, as per menioned, is a Brazilian producer. In Paranaguá (PR) and Sanos (SP) pors hey operaes wih heir own produc produced in Camaçari (BA) or wih impored produc. Mehanex, he world s larges mehanol producer and supplier (Mehanex, 2014; mehanol insiue, 2015), makes business in Brazil only in wo ways: a) selling in he spo marke hrough inermediae players/disribuors companies, like QuaniQ and Copenor, or b) selling via long-erm conrac direcly o he biodiesel producer. In he firs opion, he inermediaries are responsible for all cusoms procedures o naionalize produc in Brazil and make i free for loading by biodiesel purchasers. In he second opion, Mehanex deliver he produc inside anks rened by iself and he biodiesel player akes care on he cusoms procedures. On he oher hand, Mehanex s mos imporan compeior, namely Misubishi, offers he wo ways of commercializaion as Mehanex does, bu, in case of spo marke, wih no inermediaries. Misubishi, differenly from Mehanex, has a subsidiary in Brazil. I allows he company o deal by iself he full cusom procedures and deliver produc naionalized o he biodiesel producer. QuaniQ, Tricon Energy and Copenor only offer produc in he spo marke. Being Mehanex s disribuor, QuaniQ and Copenor coun wih huge confidence in erms of supply guaranees. On he oher hand, Tricon Energy is a pure rading company wih no liaison wih mehanol s suppliers. This company ries o cach purchase opporuniies in he Middle Eas and Asia and bring his produc o Brazil. If in one hand hey are very compeiive in prices, on he oher hand hey evenually migh disrup mehanol supply in Brazil due o problems on he originaion side. The annexes 1 and 2 brings in a sysemaically way each of he menioned companies work and a scheme ha shows how each of he companies manages heir mehanol supply chains I is in ha mehanol supply scenario ha a biodiesel producer has o manage he supply chain Supply safey Revisa de Negócios, v. 21, n. 1, p , January, of his imporan inpu. To deal wih his, a biodiesel player has basically wo opions: a) Buying mehanol via long-erm conrac or b) Buying mehanol in he spo marke. Evenually, a biodiesel player migh mix boh sraegies, bu, in his case, long-erm conrac sellers end o increase he parameers used o build de price. In his case, hen, mehanol price ge higher. This mixed sraegy is no common. In a long-erm conrac, offered by Mehanex and Misubishi, a biodiesel player finds supply safey. As boh companies have faciliies in Souh America and have good ank space in he por, hey may give he purchases his guaranee. These conracs migh have from one o hree years duraion. Sale price is defined by a formula ha akes ino consideraion an inernaional price reference plus inernaional logisics and por coss. In he spo marke, biodiesel players have o be in sraigh conac wih he suppliers o undersand produc availabiliy and o ry o cach some opporuniy o buy a lower-price produc as well. The criical poin here is supply safey. An imporan even ha happened firs half 2015 may illusrae his poin: in April 2015, an Ulracargo liquid erminal burned on fire in Sanos due o and leakage. This inciden caused serious damage o he supply of mehanol o biodiesel indusry. In ha case, hose who were used o operae in spo marke suffered wih supply chain disrupion, while hose ha held long-erm conracs had heir flows kep by produc coming from Paranaguá (PR). An imporan compeiive advanage of operaing in spo marke is, undoubedly, he capaciy o ge very good opporuniies in prices, mainly playing wih compeiive suppliers as Tricon Energy. Bu, on he oher hand, if biodiesel player chooses his way, i is necessary o bear in mind ha i needs boh good ank sorage capaciy and an accurae logisics planning and execuion. Figure below shows possible conrac s flows from biodiesel player s poin of view. Figure 2. Possibiliies of conrac per supplier. Long-erm conrac Mehanex Misubishi Biodiesel Player Misubishi

7 Source: elaboraed by he auhor. 5 Conclusion This paper aims o discuss he ways ha biodiesel producers manage he supply chain of mehanol, an indispensable inpu obained almos exclusively hrough imporaion. To do so, i was firsly described he biodiesel supply chain and secondly clarified he main meanol s origins, applicaions and markes. I was employed qualiaive research mehodology o perform he analysis of daa colleced in wo collecion procedures seps: acive observaions and semisrucured inerviews. Mehanol is an imporan inpu o biodiesel indusry. I represens 60% of cos spen wih inpus and 8,5% of oal variable coss. This numbers show he imporance of his inpu ha is almos oally impored. Biodiesel companies have o be diligen on supply chain managemen o avoid supply disrupion or gliches (Cousins e al. 2004; Hendricks and Singhal, 2005b; Ouabouch and Paché, 2014). Hendricks and Singhal (2005a) highligh he imporance of a diligen supply chain managemen saying ha supply chain gliches can lead o loss in sales and marke share, lower sales price due o markdowns of excess invenories and could preven he firm from capializing on srong marke demand due o unavailabiliy of producs. I was idenified basically wo ways o purchase mehanol in Brazil: a) via long-erm conracs or b) in he spo marke. Five companies are on he spoligh when he subjec is mehanol supply o Brazilian biodiesel indusry: Mehanex, Misubishi, Tricon Energy, QuaniQ and Copenor. These companies have differen ways o ac in he Brazilian mehanol marke. These differences will induce biodiesel producers o purchase from one Revisa de Negócios, v. 21, n. 1, p , January, or anoher depending on heir ineress and needs. Mehanex and Misubishi have very similar ways o manage business in Brazil. Boh work wih he wo commercializaion modaliies. The difference beween hem is ha he former doesn have subsidiaries in Brazil and, because of ha, only deals in he spo marke via disribuors and he laer do have subsidiary in he counry. I means ha Misubishi is ready offer naionalized produc o purchasers when he sale is done in he spo marke, while Mehanex has o use QuaniQ or Copenor o paricipae in his modaliy. Boh purchasing modaliies have pros and cons. Buying in a long-erm conrac will give o biodiesel producer he guaranee of supply. Misubishi and Mehanex are wo of he larges mehanol producers worldwide. This posiion gives hem flexibiliy o bring produc from a se of faciliies. If safey is guaraneed, i is no possible o say he same abou compeiive prices. On he oher hand, operaing in he spo marke gives o he biodiesel producer he possibiliy of geing beer prices. Tricon, for example, use is know-how as perochemical rading company o find ou cheaper mehanol resources all around he world and offer is produc o he Brazilian biodiesel companies. In his case, biodiesel producer mus be aware abou he evenual supply disrupion risk and execue a diligen supply chain managemen o avoid his siuaion. This paper brings o he ligh he approach of supply chain managemen and supply chain disrupion o an indusry ha is poorly explored on his: Brazilian biodiesel indusry. Oher inpus and even raw-maerials would be approached in he same concepual background, bu none of hem would represen in he cleares way he risks of disrupion in supply chain han mehanol. This inpu arises wih wo imporan issues: i is essenial and cos-represenaive o he biodiesel indusry and i is almos fully impored. Sudies ha address discussions on supply chain managemen and supply chain disrupion on he sor of raw-maerial used o feed biodiesel indusry would help o evolve supply chain managemen and supply chain risk managemen o his imporan indusry in Brazil. In he same way, sudies ha address deeply he origins, applicaions and global flows of mehanol would help o discuss he risks involved wih his inpu no only in he Brazilian biodiesel indusry, bu in oher imporan secors as well.

8 38 6 Implicaions and Furher Research Academically, he findings of his sudy conribues o add one more piece on he concep of supply chain managemen regarded o biodiesel indusry. Sudies on his indusry having SCM as heoreical background are much more focused in raw maerial supply chain issues, puing aside he imporan sraegic group of inpus supply. This paper also brings imporan conribuion o he professionals ha deal wih biodiesel indusry. To hose ha is inside biodiesel indusry managing he daily basis commercial operaions, i is imporan o have a beer undersanding on how mehanol supply chain is organized and hus having enough subsides o ake he beer decisions. To hose professionals ha deal wih Merger and Acquisiions (M&A) in companies ha are willing o embark in biodiesel marke, his work may be helpful in addressing in deails he risks and raps of inpus sraegic group. 7 References Brazilian Agency of Indusrial Developmen (2012). Subsídios para a elaboração de uma esraégia indusrial brasileira para economia de baixo carbono. Caderno 4: Noa Técnica Química. Babcock, B. a. (2012). The impac of US biofuel policies on agriculural price levels and volailiy. China Agriculural Economic Review, 4(4), hp://doi.org/ / Boone, C.A.; Craighead, C. W.; Hanna, J. B. (2007). Posponemen: an evolving supply chain concep. Inernaional Journal of Physical Disribuion & Logisics Managemen, 37(8), Análise dos direcionadores de compeiividade sobre a cadeia produiva de biodiesel: o caso da mamona. Produção, 21(3), hp://doi.org/ /s Choi, T. Y.; Dooley, K. J.; Rungusanaham, M. (2001). Supply neworks and complex adapive sysems: Conrol versus emergence. Journal of Operaions Managemen, (19)3, Choi, T. Y.; Wu, Z. (2009). Triads in supply neworks: heorizing buyer-supplier-supplier relaionships. Journal of Supply Chain Managemen, (45)1, Cousins, P. D.; Lamming, R. C.; Bowen, F. The role of risk in environmen-relaed supplier iniiaives (2004). Inernaional Journal of Operaions & Producion Managemen, (24)5, Cummins, M.; Bucca, A.; Murphy, B. Model specificaion analysis in he mehanol markes (2010). The Journal of Energy Markes, (3)4, Dolan, G. A. (2013) The oxicology of mehanol. 1 ed. Wiley. Environmenal Proecion Agency (2010). Coal and mine mehane use in mehanol producion. 3 p. (EPA Coalbed Mehane Oureach Program Technical Opions Series). Farias, L. T. (2014). Avaliação da produção inegrada de Hidrogênio e meanol para redução de emissões de Carbono no refino de peróleo f. Disseração (Maser disseraion, Insiuo Albero Luiz Coimbra de Pós-Graduação e Pesquisa de Engenharia, Universidade Federal do Rio de Janeiro, 2014). Burgess, K.; Singh, P. J.; Koroglu, R. (2006). Supply chain managemen: a srucured lieraure review and implicaions for fuure research. Inernaional Journal of Operaions & Producion Managemen, (26)7, César, A. D. S., & Baalha, M. O. (2011). Revisa de Negócios, v. 21, n. 1, p , January, Guercini, S. (2014). New qualiaive research mehodologies in managemen. Managemen Decision, 52(4), hp://doi.org/ /md Gibson, B. J.; Menzer, J. T.; Cook, R. L. (2005) Supply chain managemen: he pursui of a

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11 41 Annex 1. Feaures of he main mehanol suppliers o Brazilian biodiesel marke. Mehanol Supplier Main feaures Larges world s producer and supplier. How does each company manage supply chain? Advanages Disadvanages Mehanex Srong posiion in Souh America due o is indusrial plan in Chile and in Trinidad and Tobago. Operaes in spo marke via disribuors or in long-erm conracs direcly wih end-users. a) Guaranee of supply. Prices are no very compeiive. Doesn have subsidiary in Brazil. One of he larges world s producer and suppliers. Misubishi Srong posiion in Souh America due o is indusrial plan in Venezuela and in consrucion plan in Trinidad and Tobago. Operaes in spo marke or in long-erm conracs wih end-users boh direcly. a) Guaranee of supply. Tough process of credi analysis. QuaniQ Tricon Energy Copenor Source: elaboraed by he auhor. Holds a subsidiary in Brazil. Naional company ha deal wih mehanol exclusively in Brazil. Inernaional rading company ha rading perochemicals and fuels globally, among hem mehanol. Does no have indusrial plan. Brazilian mehanol producer. 100% Mehanex disribuor a) Guaranee of supply. Looks for purchasing opporuniies all around he world, mainly Middle Eas and Asia, and ship he produc o Brazil. I may operaes boh sides, i.e., disribuing is own mehanol (generally in Norh and Norheas Brazil) and disribuing Mehanex s mehanol via Paranaguá and Sanos pors. a) Prices are compeiive. a) Prices are compeiive. b) Guaranee of supply. Prices are no very compeiive. Risk of disrupion in supply. Revisa de Negócios, v. 21, n. 1, p , January, 2016.

12 42 Annex 2. Mehanol supply chain focused on Brazilian biodiesel indusry. Source Main producion Misubishi Mehanex Via Paranaguá/Sanos por End cliens Middle Eas Copenor QuaniQ Brazilian biodiesel marke Tricon Energy Asia Source: elaboraed by he auhor. Revisa de Negócios, v. 21, n. 1, p , January, 2016.