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The aim of this paper was to analyze the role of the Cooperative of Farmers and Fishermen of the Lago do Cuniã Extractive Reserve (COOPCUNIÃ) in the inclusion of residents in the caiman meat value chain in Porto Velho, Brazil.

A total of six interviews were conducted with key actors to investigate the research problem in the Lago do Cuniã EXRES, namely the president and project advisor of the cooperative, two extractivist members of the cooperative and two non-member residents. The key actors were selected based on the following criteria: being over 18 years old, residing within the reserve and having participated in some stage of the caiman meat value chain.

The results demonstrate that the cooperative contributes to the inclusion of extractivist residents in the value chain, income generation and poverty reduction, enabling the production and marketing of caiman meat. Additionally, it overcomes challenges and improves the quality of life of the local population.

This study emphasizes the social and economic benefits for isolated regions with low productive development. For public policymakers, the results demonstrate that inclusion has enabled access to technology and markets. For the cooperative, it showcases actions oriented towards development, social inclusion and quality of life.

The originality of the article lies in the analysis of the role of a value chain within an environmental protection area in the Amazon, balancing economic, social and environmental factors.

O objetivo foi analisar o papel da Cooperativa dos Agricultores e Pescadores da Reserva Extrativista Lago do Cuniã (COOPCUNIÃ) na inclusão dos moradores na cadeia de valor da carne de jacaré em Porto Velho, Brasil.

Foram realizadas 06 (seis) entrevistas com atores-chave para investigar o problema de pesquisa na RESEX Lago do Cuniã, a saber: o presidente e o assessor de projetos da cooperativa, dois extrativistas cooperados e dois moradores não cooperados. Os atores-chave foram selecionados com base nos seguintes critérios: ser maior de 18 anos, residir na reserva e ter participado de alguma etapa da cadeia de valor da carne de jacaré.

Os resultados demonstram que a cooperativa contribui para a inclusão dos extrativistas na cadeia de valor, com a geração de renda e redução da pobreza, viabilizando a produção e comercialização da carne de jacaré. Além disso, supera desafios e melhora a qualidade de vida da população local.

Este estudo enfatiza os benefícios sociais e econômicos para regiões isoladas e com baixo desenvolvimento produtivo. Para os formuladores de políticas públicas, os resultados demonstram que a inclusão possibilitou o acesso à tecnologia e aos mercados. Para a cooperativa, mostra ações voltadas para o desenvolvimento, inclusão social e qualidade de vida.

A originalidade do artigo está na análise do papel de uma cadeia de valor dentro de uma área de proteção ambiental na Amazônia, equilibrando fatores econômicos, sociais e ambientais.

The overall contribution of this work is to provide a usable maturity model for collaborative scheduling (CS) that extends the literature, identifies inconsistencies in schedule development, and improves collaboration in the construction industry.

Via subject matter expert elicitation and focus groups, the maturity model establishes five pillars of collaboration—scheduling significance, planners and schedulers, scheduling representation, goal alignment with owner, and communication. The maturity model is then validated through iterative feedback and chi-squared statistical analysis of data obtained from a survey. The five pillars are tied to the literature and previous work in CS.

The analysis shows that current industry projects are not consistent in collaboration practice implementation, and the maturity model identifies areas for collaboration improvement. The study's contributions to the body of knowledge are (1) developing a maturity model-based approach to define and measure the current level of collaboration and (2) discovering the level of consistency in scheduling collaboration practice implementation.

The findings provide a benchmark for self-evaluation and peer-to-peer comparison for project managers. The model is also useful for project managers to develop effective strategies for improvement on targeted dimensions and metrics.

The construction engineering and management (CEM) literature does not contain targeted models for scheduling collaboration in the context of maturity and, broadly speaking, neither does the literature at large. The literature also lacks actionable items as presented for the maturity model for collaborative scheduling (MMCS).

This paper introduces the weighting, analysis and validation method used in the development of the Maturity Model for Collaborative Scheduling (MMCS). The scoring and ranking process introduced by the MMCS fills a gap in the literature by supporting the selection of collaborative scheduling (CS) practices that yield more weight toward the achievement of higher maturity levels in the development and implementation of CS. The ranking process can then be used during pre/post project execution to track collaborative scheduling in practice against the model’s weighting and provide the project team with constructive feedback and actionable steps for reaching the next highest level of collaboration.

The MMCS, which focuses on five pillars (key areas of interest for CS) and related swim lanes (specific attributes), covers a broad range of areas in the construction industry and was coded into a survey. The relative weights of pillars and swim lanes were then established using the Delphi method with the group of subject matter experts (SMEs), analyzed using multi-objective decision analysis (MODA) and validated using 241 answers to a survey with questions drawn from the MMCS, including organizations across the industry in the United States.

The project scoring defines bounds for bronze, silver and gold levels of collaboration in scheduling. Project evaluations can then be used to identify areas for continuous improvement and enhanced collaboration. We offer recommendations and best practices for project improvement.

Two original contributions resulted from this work: (1) a method to elicit weights based on a combination of Delphi, MODA and survey methods was used to develop and validate a scale with three different maturity levels to support the use and continuous improvement of CS practices and (2) a validated model was used to assess the maturity level of CS in construction projects alongside specific recommendations to move upward in terms of maturity. In practice, project leaders can use this model to assess project performance, advance the project’s maturity and guide continuous improvement efforts for enhanced collaboration.