İnşaat sektöründe örgütsel satın alım stratejileri (satın almacı-tedarikçi ilşkileri açısından değerlendirme)
Organizational buying strategies in the construction industry (assessment of buyer-supplier relationships)
- Tez No: 151553
- Danışmanlar: Y.DOÇ.DR. ELÇİN TAŞ
- Tez Türü: Yüksek Lisans
- Konular: Mimarlık, Architecture
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 2004
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Mimarlık Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: 235
Özet
İNŞAAT SEKTÖRÜNDE ÖRGÜTSEL SATIN ALMA STRATEJİLERİ (SATIN ALMACI-TEDARİKÇİ İLİŞKİLERİ AÇISINDAN DEĞERLENDİRME) ÖZET Örgütsel pazarlardaki rekabete dayalı yaklaşımların yarattığı çeşitli sıkıntılar yüzünden;“örgütsel satın almanın”daha iyi anlaşılmasına duyulan ihtiyaç gün geçtikçe artmaktadır. Özellikle son yıllarda bu alanda, satm alma departmanının işleyişine ve tedarikçi ilişkilerine verilen önemin artması gibi köklü değişiklikler meydana gelmiştir. Bu yaklaşımlar, tedarikçi ile ortaklıkla sonuçlanabilecek bazı satm alma stratejilerinin gelişimine yol açabileceğinden, stratejik olarak değerlendirilmelidir. Tüm örgütler faaliyetlerini sürdürmek amacıyla, çeşitli iş ilişkileri kurmak zorundadır. Satm alma fonksiyonu da iki örgüt arasında çeşitli ilişkiler kurulmasına yol açar. Bu satın almacı-tedarikçi ilişkileri zamanla gelişip, farklı evrelerden geçerek, işbirliği ve ortaklığın en yüksek olduğu noktalara kadar ulaşabilir. Gelişim sürecinde gelinen noktaya bağlı olarak, örgütler yaşanan olaylara farklı tepkiler verebilirler. Bu nedenle, her münferit satm alma faaliyeti, içinde bulunduğu ilişki çerçevesinde değerlendirilmelidir. Bu değerlendirmeler ışığında, satın almacı örgütler geleceğe yönelik olarak bazı stratejik kararlar verebilir ve sonuçta ilişkilerin hepsinin yakınlaşma ve ortak çalışma hedefi ile yürütülmediği görülür. Sonuçta, örgütlerin tedarikçi ilişkilerine yönelik farklı yaklaşımları olur: bazıları ile ortak çalışmaya dayalı yalan ilişkiler kurulurken, diğerlerine belli bir mesafeden yaklaşılır veya tedarikçi, alt yüklenici olarak örgütün direktifleri doğrultusunda hareket eder. Görüldüğü üzere, farklı tedarikçi ilişkileri ile başa çıkmak için tek bir genel strateji yoktur. Bu nedenle, satm alma konusunun şirketin genel amaçlarına ulaşmasındaki destekleyici rolü de göz önünde bulundurularak; farklı satm alma stratejileri ortaya konmuştur. İnşaat sektöründe yer alan örgütlerin de, değişen şartlara uyum sağlayabilmek amacıyla; farklı endüstri alanlarında yaşanan gelişmeleri, yeni yönetim tekniklerini,. farklı stratejileri çeşitli fonksiyonlarında kullanmak için kendilerine uyarlamaları gerekmektedir. Bu fonksiyonlar içerisinde“örgütsel satın alma”; hem satm almacı olan inşaat firmalarım, hem de onlara malzeme ve hizmet sağlayan çeşitli tedarikçileri ilgilendirdiği için; tüm inşaat endüstrisine etki eden önemli bir fonksiyon olarak öne çıkmaktadır. Ancak, inşaat sektöründe faaliyet gösteren örgütler; sektöre özgü bazı faktörlerden etkilenerek farklı ilişkiler ve dolayısıyla farklı satm alma stratejileri geliştirirler. Bu durumu ortaya çıkarmak amacıyla bir alan araştırması yapılmıştır. Sektörde lider bir yüklenici firma ve onun çeşitli tedarikçileri ile yürüttüğü ilişkilerin incelenmesine dayalı bu araştırma ile; örgütsel satm ahna sürecinin ve satm almacı-tedarikçi ilişkilerinin, inşaat sektörüne has bazı özellikler nedeniyle, nasıl bir boyut aldığının ortaya çıkarılması amaçlanmıştır. IX
Özet (Çeviri)
ORGANIZATIONAL BUYING STRATEGIES IN THE CONSTRUCTION INDUSTRY (ASSESSMENT OF BUYER-SUPPLIER RELATIONSHIPS) SUMMARY The need for an understanding of the“organizational buying”has grown in recent years due to many competitive challenges presented in business-to-business markets. There have been a number of key changes in this area, including the increasing power of the purchasing department and the importance given to managing supplier relations. These challenges are considered as strategic, because they are leading the company to develop some purchase strategies which could finish at the end by partnerships with supplier. This thesis which has been prepared to study construction firms' organizational buying activities with their various components such as processes, types and objectives, and to show different purchasing strategies that are shaped by the relations between buyers-suppliers, has been divided into six sections. The first section is an introduction. It explains the main topics of the thesis and describes certain approaches, which limit the scope of this work. Because of the necessities of modern life, people perform purchasing activities to meet either their individual needs, or the needs of the society in which they live. General definitions concerning purchasing have been included in the second section.“Purchasing”has been defined as obtaining the necessary goods or services by paying for their value to the supplier. Basic marketing concepts and market definitions can be found in this thesis work, since it intends to study the act of purchasing in the context of marketing. Marketing academicians start with analysing the purchasing behaviours of individuals, as the society in general consists of consumers. However, purchasing is not an act which is performed only to meet the needs of individuals. Groups, which acquire new identities by getting together for common goals, constitute various organizations: industrial organizations, public organizations, agents, service institutions, non-profit organizations.“Organizational markets”are explained by the mutual relations between these organizations which have different goals and different needs. Generally, the common goal in these markets is, timely purchasing the goods and services that are necessary for the continuation of the activities of the organization, in the best conditions. However, the activity of organizational buying shows characteristics which are different than those of purchasing activities that are performed by individual consumers. The characteristics of organizational buying have been determined through these differences that have been classified by market traits, buyer-supplier relations and sales attributes. xThe third section focuses completely on“organizational buying”. First of all, it demonstrates the buying goals of organizations and various purchasing types. Straight re-buy, which is the first of three buying types that are classified according the changes in buying habits, is a routinely repeated purchasing act of the same product from the same supplier. Modified re-buy may be considered as a routine purchase, which is based on the modification of the features of a product that has been bought before. Different from these routine purchases, new buy is the purchase of a product which has not been bought before. By classifying buying types according to quantity, we may see the following three types: Buying in large quantities of goods, which will be needed in the future, namely purchase of stocks; buying of goods needed for a project which is linked to a specific working schedule, i.e. buying according to project; buying of an unforeseen need which has to be fulfilled immediately, i.e. urgent buy. Most buyers prefer buying a package of goods and services which is able to solve all aspects of his/her problems, instead of bothering with all individual details. This situation is referred to as“system buy”, which is a different type of purchase. Researchers have developed theories in order to understand the complex structure of organizational buying. As a result, the following organizational buying models have emerged: verbal or descriptive models, logical-flow models, behavioural models, and interaction models. These models have been studied in Section 3. Organizations, just like consumers, decide on buying under different influences. However, they act more analytically and more formally in these decisions. Therefore, the buying process has been examined in eight structural phases: 1. Recognition of a problem (need). 2. Determination of characteristics and quantity of needed item. 3. Description of needed item to potential suppliers. 4. Qualification of potential sources. 5. Acquisition of proposals. 6. Evaluation of proposals and selection of supplier(s). 7. Selection of an order routine. 8. Performance feedback and evaluation. A single individual, taking organizational buying decisions, is a relatively rare situation. Generally, several members of the organization influence or personally take part in the decision making. However, since a separate buying center may sometimes not exist in the organization's structure, it may be more appropriate to define the persons involved in the buying process by some roles: Initiator, influencer, decider, buyer, user, and gate keeper. These roles can either be divided into different relevant persons or be concentrated in a single individual. In Section 4 of this thesis, relations between buying and supplying organizations, which are created by organizational buying activities, have been studied carefully, since they have been considered as important in order for the organization to reach its goals. xiAll organizations have to establish business relations in order to continue their activities. Buying function serves as a way to establish relations between two organizations. These relations may develop in time, and through various phases, they may reach up to the point where cooperation and partnership are in their highest levels: Pre-relation phase, early phase, development phase, long-term phase, and conclusion phase. In early stages of relations, there are distances and uncertainties, which prevent the development of close relations; but later, when the parties are more experienced and committed to each other, relations are said to have entered the long-term stage. According to the point that has been reached in this process of development, organizations may reach differently to the events they experience. Therefore, every event must be considered in the context of the relationship, in which it has occurred. In the light of these considerations, organizations may make strategic decisions for the future. As a consequence of these decisions, it can be seen that not all relations set goals of closeness and collaboration. As a result of the evaluations according to the criteria of commitment, trust, cooperation, common goals, power balance and interdependence, adaptations, investments, and performance satisfaction, an organization may wish to have different kinds of relations with its suppliers. These strategic approaches, which are shaped according to characteristics of relationships, can be either competitive or collaborative, or can also be explained by the interaction model. Using different suppliers for goods which have wide range of supply; trying to strengthen the competition between suppliers; avoiding long term relations may be seen as forms of competitive approach. Whereas in collaborative approach, the following practices may be seen: sharing information with a limited number of suppliers; buyers and suppliers supporting and improving each other; acting as problem solvers. When it is remembered that relationships are formed mutually, it will be easy to conclude that two organizations (buyer and supplier) develop strategic approaches through their interaction. The factors, which affect the buyer and the supplier separately, are emphasized in this system of thoughts that is explained by the interaction model. This interaction atmosphere, which is created by the characteristics of the product, industry, organization, and the individual, may form either a competitive or a collaborative approach; but it may also form a“command”approach, in which one party becomes superior to the other. This last approach is especially evident in subcontracting. As a result, organizations have different approaches to supplier relations: with some suppliers they establish close relations based on collaboration, and with others relations are distant, or the suppliers act as subcontractors according to the instructions of the organization. Apparently, there is no general strategy to handle supplier relations. Therefore, while also taking the supportive role of buying into consideration, different buying strategies have been studied: Supplier base optimization, total quality management, supplier development, long term supplier relations, global sourcing, early supplier involvement, and just-in-time buying. In the construction industry, both the contractors that are the buyers, and the suppliers that supply materials and equipments, establish different relations and develop different strategies, as they are affected by industry-specific factors. In Section 5, these factors have been studied, and a case study has also been included. In this case study, a contractor, who is one of the leaders of the industry, and its relations with its suppliers have been examined. This study aims to show the xiiimplications of the construction industry's specific characteristics on some different kinds of relations, which appear in the literature, and which have been studied in the previous sections. The results of the thesis have been shown in the sixth section. It has been seen that there are no clear differences between various buying classes, and that economic uncertainties prevent establishment of long-term relations. However, owing to the fact that buyers and suppliers have started to realize the benefits of relations based on collaboration, and therefore have abandoned principles of selfish competition, mutual relations are now considered more strategically. xm
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