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The everchanging role of purchasing function and its strategic significance: The comparative analysis in three middle sized companies

Yıl 2010, Sayı: 1, 61 - 77, 01.02.2010

Öz

On account of fierce competition, the companies has increasingly been forced to focus on strategic management. The prosperity of strategic management which sees the company as a system depends on the formation of each component in the system in a way as to accomplish certain objectives. The function of purchasing which is mostly seen as a secondary function and which is taken into consideration more seriously in recent years has been as significant as the other functions of the company in terms of strategic management. The studies which have been done in recent years has indicated that the function of purchasing should play significant roles in the process of strategic decision making. The objectives of this study can be stated as pointing out the roles of purchasing function in the process of strategic management and to emphasize that the companies can increase their competitive effectiveness by adapting the department of purchasing to the process of strategic management. In order to achieve this, firstly, the basic profile of strategic management has been clarified, then, the cause and effect relationships of requirements concerning the formation of an effective purchasing function in companies have been analyzed, and finally three middle-sized companies in food sector have been examined in view of the great significance that the purchasing department has. The purchasing departments of those three companies have also been analyzed in terms of their present structures, the roles that they play and their participation in strategic decisions. The method of this survey is interviewing in which the top executives of those companies, the executives of purchasing, marketing and production departments were asked nine questions. First of all, the companies were evaluated individually regarding the responses they had given and then the following conclusions were drawn in view of those evaluations; –– The purchasing departments have a crucial role in the life of the companies of food sector. –– Two companies except Dardanel which has foreign investor, however, do not even realize this role. –– The purchasing departments of those two companies have been either positioned in a false hierarchical order, or they have been formed as secondary or lower departments. –– These departments have been making purchasing decisions by the executives of marketing or production departments. –– The purchasing departments of these companies act as a data storage of current activities rather than gathering information about supplier environments, sharing such information with other departments and transferring it into strategic decisions.

Kaynakça

  • 1. Anderson, M.G. ve Katz, P.B. (1998), Strategic Sourcing, International Journal of Logistics Management, (9:1), 1-13
  • 2. Belyea, Kathryn (5.4.2000), The Expanding Role of The Purchasing Professional, Purchasing, 103
  • 3. Bloom, H. ve Nardone, J.K. (Spring 1981), Organizational Level of the Purchasing Function, Journal of Purchasing and Materials Management, 31-36
  • 4. Bracker, J.S. (April 1980), The Historical Development of the Strategic Management Concept, Akademy of Management Journal, 223
  • 5. Burt, D.N. ve Soukup, W.R. (September/October 1985), Purchasing’s Role in New Product Development, Harvard Business Review, 95
  • 6. Carter, Joseph R. ve Smeltzer, Larry R. (Spring 2000), Human Resource Management Within Purchasing Management: Its Relationship to Total Quality Management, Journal of Supply Chain Management: A Global Review of Purchasing and Supply, 92
  • 7. Carr, A.S. ve Smeltzer, L.R. (1997), An Empirically-Based Operational Definition of Strategic Purchasing, European Journal of Purchasing and Supply Management, (3:4), 199-207
  • 8. Cavinato, J.L. (1991), Evolving Procurement Organizations: Logistics Implications, Journal of Business Logistics, (13:1). 27-44
  • 9. Ellram, L.M. ve Carr A. (1994), Strategic Purchasing: A History and Review of the Literature, International Journal of Purchasing and Materials Management, (30:2). 10-19
  • 10. Eren, Erol (2000), Stratejik Yönetim ve İşletme Politikası İstanbul: Beta Basım Yayım Dağıtım A.Ş., Beşinci Baskı, 317-349
  • 11. Freeman, V.T. ve Cavinato, J.L. (1990), Fitting PUrchasing to Strategic Firm: Frameworks, Processes and Values, Journal of Purchasing and Materials Management, (26:1), 6-10
  • 12. Handfield, R.B., Krause, D.R. Krause, Scannell, TV. Ve Monczka, R.M. (2000), Avoid the Pitfalls in Supplier Development, Sloan Management Review, (41:2). 37-49
  • 13. Johnson, P.F.; Leenders, M.R. ve Fearon, H.E. (2006), Supply’s Growing Status and IInfluence: A Sixteen-Year Perspective, Journal of Supply Chain Management. (42:2), 33-44
  • 14. Kocabasoglu, C. Ve Suresh, N.C. (2006), Strategic Sourcing: An Empirical Investigation of the Concept and Its Practices in U.S. Manufacturing Firms, Journal of Supply Chain Management. (42:2), 4-13
  • 15. Krause, D.R., Handfield, R.B. ve Scannell, T.V. (1998), An Empirical Investigation of Supplier Development: Reactive and Strategic Processes, Journal of Operations Management, (17), 39-58
  • 16. Monczka, R.M., Petersen, KJ., Handfield, R.B. ve Ragatz, G.L. (1998), Success Factors in Strategic Supplier Alliances: The Buying Company Perspective, Decision Sciences, (29:3), 553-576
  • 17. Morgan, James P. (22.2.2001), CEOS to Purchasing: No Time to “Ligten Up, Purchasing, 21
  • 18. Narasimhan, R. ve Das, A. (1999), An Empirical Investigation of the Contribution of Strategic Sourcing to Manufacturing Flexibilities and Performance, Decision Sciences, (30:3), 683-718
  • 19. Pint, E.M ve Baldwin, L.H. (1997), Strategic Sourcing: Teory and Evidence from Economics and Business Management, http://www.rand.org/publications/ MR/MR865/, 1997
  • 20. Porter Michael (1998), On Competition, Boston, Harvard Business School Publishing, 39-40
  • 21. Reck, R.F. ve Long, B. G. (1988), Purchasing: A Competitive Weapon. Journal of Purshasing and Materials Management, (24:3), 2-8
  • 22. Sahin, F. ve Robinson, E.P. (2002), Flow Coordination and Information Sharing in Supply Chains: Review, Implications and Directions of Future Research, Decision Sciences, (33:4), 505-536
  • 23. Sislian, E. Ve Satir, A. (2000), Strategic Sourcing: A Framework and a Case Study, The Journal of Supply Chain Management, 4-11
  • 24. Smeltzer, Larry R. (Fall 97), Executive and Purchasing Leadership in Purchasing Change Initiatives, International Journal of Purchasing&Materials Management, 43-57
  • 25. Smeltzer, L. R. ve Siferd, S. P. (Winter 1998), Proactive Supply Management: The Management of Risk, International Journal of Purchasing&Materials Management, 12-19
  • 26. Stank, T., Crum, M. ve Arango, M.(1999), Benefits of Interfirm Coordination in Food Industry Supply Chains, Journal of Business Logistics, (20:2), 21-41
  • 27. Thompson, Jr. Arthur A. ve Strickland III, A.J. (1993), Strategic Management, New York, Richard D. Irwin Inc., Seventh Edition, 2-20
  • 28. Thompson. John L. (2001), Strategic Management, Australia, THOMSON LEARNİNG Thown, Keith ve Mitchell, Helen (December 1998). Organizational Buying Behaviour in Changing Times, Europen Management Journal, 201-214
  • 29. Welch, J.A. ve Nayak, P.R. (1992), Strategic Sourcing: A Progressive Approach to the Make-orBuy Decision, Academy of Management Executive, (6:1), 23-31
  • 30. Wheelen, Thomas L. ve Hunger, David J.(2002), Strategic Management and Business Policy, New Jersey, PRENTİCE HALL, 32
  • 31. Wolf, H-H. (Summer 2005), Making the Transition to Strategic Purchasing, MITSloan Management Review, (46:4), 16-21
  • 32. Zeng, Amy Zhaohui (Fall 1998), Single or Multiple Sourcing: An Integrated Optimization Framework for Sustaing Time Based, Journal of Marketing Theory&Practice, 17
  • 33. http://www.dardanel.com.tr/kurumsal/organizasyon.asp 34. http://www.tat.com.tr/kurumsal/hakkinda-organizasyon.htm

Satın alma fonksiyonunun değişen rolu ve stratejik önemi: Üç orta ölcekli işletmede karşılaştırmalı analiz

Yıl 2010, Sayı: 1, 61 - 77, 01.02.2010

Öz

Artan rekabet, işletmelerin stratejik yönetim üzerine daha fazla eğilmelerini zorunlu kılmıştır. İşletmeyi bir sistem olarak ele alan stratejik yönetimin başarısı, bu sistemin her parçasının belirlenen amaçlara hizmet edecek biçimde yapılandırılmasına bağlıdır. Yakın bir zaman kadar ikincil bir işlev gözüyle bakılan, önemi yeni yeni anlaşılmaya başlayan satın alma işlevi, stratejik yönetim açısından işletmenin diğer işlevleri kadar önemlidir. Son yıllarda yapılan araştırmalar, satın alma fonksiyonunun stratejik karar alma sürecinde önemli roller üstlenmesi gerektiğine işaret etmektedir. Bu makalede temel amaç, satın alma fonksiyonunun stratejik yönetim sürecinde üstlenmesi gereken rolü ortaya koymak, gelişmiş bir satın alma bölümünün stratejik karar alma sürecine uyumlaştırılmasıyla, işletmelerin rekabet gücünü artırabileceğini vurgulamaktır. Bu amaçla, işletmelerin gelişmiş bir satın alma fonksiyonunu yapılandırma zorunluluklarının nedenleri ve sonuçları incelenmiş, daha sonra satın alma departmanının özellikle büyük önem taşıması nedeniyle gıda sektöründe faaliyet gösteren üç orta ölçekli işletme, çalışmanın uygulama bölümü için tespit edilmiştir. Bu üç işletmenin satın alma bölümleri mevcut yapısı, üstlendiği roller ve stratejik karar alma sürecine katılımı açısından incelenmiştir. Çalışmada araştırma yöntemi olarak görüşme yöntemi uygulanmış, işletmelerin üst yönetimine, satın alma departman yöneticilerine, pazarlama ve üretim departman yöneticilerine toplam dokuz soru yöneltilmiştir. Alınan cevaplar ışığında önce işletmelerle ilgili tek tek değerlendirme yapılmış daha sonra bu değerlendirmeler ışığında aşağıdaki sonuçlara varılmıştır: –– Gıda sektöründe faaliyet gösteren işletmeler için satın alma departmanı, büyük öneme sahiptir. –– Ancak, yabancı bir ortağa sahip olan Dardanel A.Ş. dışındaki iki işletme bu önemin farkında değildir. –– Bu iki işletmede satın alma departmanı ya yanlış hiyerarşik pozisyonda yer almaktadır ya da ikincil, üçüncül bölümler olarak yapılandırılmıştır. –– Bölüm satın alma kararlarını pazarlama departmanından ve üretim departman yöneticisinden almaktadır. –– Bölüm tedarik çevresiyle ilgili bilgi toplama, diğer bölümlerle paylaşma ve stratejik kararlara bu bilgileri aktarmaktan çok, mevcut, faaliyetlerle ilgili bilgileri depolama konumundadır.

Kaynakça

  • 1. Anderson, M.G. ve Katz, P.B. (1998), Strategic Sourcing, International Journal of Logistics Management, (9:1), 1-13
  • 2. Belyea, Kathryn (5.4.2000), The Expanding Role of The Purchasing Professional, Purchasing, 103
  • 3. Bloom, H. ve Nardone, J.K. (Spring 1981), Organizational Level of the Purchasing Function, Journal of Purchasing and Materials Management, 31-36
  • 4. Bracker, J.S. (April 1980), The Historical Development of the Strategic Management Concept, Akademy of Management Journal, 223
  • 5. Burt, D.N. ve Soukup, W.R. (September/October 1985), Purchasing’s Role in New Product Development, Harvard Business Review, 95
  • 6. Carter, Joseph R. ve Smeltzer, Larry R. (Spring 2000), Human Resource Management Within Purchasing Management: Its Relationship to Total Quality Management, Journal of Supply Chain Management: A Global Review of Purchasing and Supply, 92
  • 7. Carr, A.S. ve Smeltzer, L.R. (1997), An Empirically-Based Operational Definition of Strategic Purchasing, European Journal of Purchasing and Supply Management, (3:4), 199-207
  • 8. Cavinato, J.L. (1991), Evolving Procurement Organizations: Logistics Implications, Journal of Business Logistics, (13:1). 27-44
  • 9. Ellram, L.M. ve Carr A. (1994), Strategic Purchasing: A History and Review of the Literature, International Journal of Purchasing and Materials Management, (30:2). 10-19
  • 10. Eren, Erol (2000), Stratejik Yönetim ve İşletme Politikası İstanbul: Beta Basım Yayım Dağıtım A.Ş., Beşinci Baskı, 317-349
  • 11. Freeman, V.T. ve Cavinato, J.L. (1990), Fitting PUrchasing to Strategic Firm: Frameworks, Processes and Values, Journal of Purchasing and Materials Management, (26:1), 6-10
  • 12. Handfield, R.B., Krause, D.R. Krause, Scannell, TV. Ve Monczka, R.M. (2000), Avoid the Pitfalls in Supplier Development, Sloan Management Review, (41:2). 37-49
  • 13. Johnson, P.F.; Leenders, M.R. ve Fearon, H.E. (2006), Supply’s Growing Status and IInfluence: A Sixteen-Year Perspective, Journal of Supply Chain Management. (42:2), 33-44
  • 14. Kocabasoglu, C. Ve Suresh, N.C. (2006), Strategic Sourcing: An Empirical Investigation of the Concept and Its Practices in U.S. Manufacturing Firms, Journal of Supply Chain Management. (42:2), 4-13
  • 15. Krause, D.R., Handfield, R.B. ve Scannell, T.V. (1998), An Empirical Investigation of Supplier Development: Reactive and Strategic Processes, Journal of Operations Management, (17), 39-58
  • 16. Monczka, R.M., Petersen, KJ., Handfield, R.B. ve Ragatz, G.L. (1998), Success Factors in Strategic Supplier Alliances: The Buying Company Perspective, Decision Sciences, (29:3), 553-576
  • 17. Morgan, James P. (22.2.2001), CEOS to Purchasing: No Time to “Ligten Up, Purchasing, 21
  • 18. Narasimhan, R. ve Das, A. (1999), An Empirical Investigation of the Contribution of Strategic Sourcing to Manufacturing Flexibilities and Performance, Decision Sciences, (30:3), 683-718
  • 19. Pint, E.M ve Baldwin, L.H. (1997), Strategic Sourcing: Teory and Evidence from Economics and Business Management, http://www.rand.org/publications/ MR/MR865/, 1997
  • 20. Porter Michael (1998), On Competition, Boston, Harvard Business School Publishing, 39-40
  • 21. Reck, R.F. ve Long, B. G. (1988), Purchasing: A Competitive Weapon. Journal of Purshasing and Materials Management, (24:3), 2-8
  • 22. Sahin, F. ve Robinson, E.P. (2002), Flow Coordination and Information Sharing in Supply Chains: Review, Implications and Directions of Future Research, Decision Sciences, (33:4), 505-536
  • 23. Sislian, E. Ve Satir, A. (2000), Strategic Sourcing: A Framework and a Case Study, The Journal of Supply Chain Management, 4-11
  • 24. Smeltzer, Larry R. (Fall 97), Executive and Purchasing Leadership in Purchasing Change Initiatives, International Journal of Purchasing&Materials Management, 43-57
  • 25. Smeltzer, L. R. ve Siferd, S. P. (Winter 1998), Proactive Supply Management: The Management of Risk, International Journal of Purchasing&Materials Management, 12-19
  • 26. Stank, T., Crum, M. ve Arango, M.(1999), Benefits of Interfirm Coordination in Food Industry Supply Chains, Journal of Business Logistics, (20:2), 21-41
  • 27. Thompson, Jr. Arthur A. ve Strickland III, A.J. (1993), Strategic Management, New York, Richard D. Irwin Inc., Seventh Edition, 2-20
  • 28. Thompson. John L. (2001), Strategic Management, Australia, THOMSON LEARNİNG Thown, Keith ve Mitchell, Helen (December 1998). Organizational Buying Behaviour in Changing Times, Europen Management Journal, 201-214
  • 29. Welch, J.A. ve Nayak, P.R. (1992), Strategic Sourcing: A Progressive Approach to the Make-orBuy Decision, Academy of Management Executive, (6:1), 23-31
  • 30. Wheelen, Thomas L. ve Hunger, David J.(2002), Strategic Management and Business Policy, New Jersey, PRENTİCE HALL, 32
  • 31. Wolf, H-H. (Summer 2005), Making the Transition to Strategic Purchasing, MITSloan Management Review, (46:4), 16-21
  • 32. Zeng, Amy Zhaohui (Fall 1998), Single or Multiple Sourcing: An Integrated Optimization Framework for Sustaing Time Based, Journal of Marketing Theory&Practice, 17
  • 33. http://www.dardanel.com.tr/kurumsal/organizasyon.asp 34. http://www.tat.com.tr/kurumsal/hakkinda-organizasyon.htm
Toplam 33 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Figen Dalyan Bu kişi benim

Yayımlanma Tarihi 1 Şubat 2010
Gönderilme Tarihi 16 Ağustos 2014
Yayımlandığı Sayı Yıl 2010 Sayı: 1

Kaynak Göster

APA Dalyan, F. (2010). Satın alma fonksiyonunun değişen rolu ve stratejik önemi: Üç orta ölcekli işletmede karşılaştırmalı analiz. Verimlilik Dergisi(1), 61-77.

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