İnşaat sektöründe stratejik iş birlikleri
Başlık çevirisi mevcut değil.
- Tez No: 75539
- Danışmanlar: PROF. DR. FATMA HEYECAN GİRİTLİ
- Tez Türü: Yüksek Lisans
- Konular: Mimarlık, Architecture
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Mimarlık Ana Bilim Dalı
- Bilim Dalı: Bina Yapım Yönetimi Bilim Dalı
- Sayfa Sayısı: 131
Özet
ÖZET Tüm endüstriler küreselleşmenin baskısı altındadır. Gelişen ulaşım ve iletişim teknolojisi nedeni ile firmalar tüm dünyada rekabet etmek zorundadır. Sadece kendi kaynaklarını kullanarak farklı pazarlarda rekabet etmek ve tüm riski üstüne alabilmek bir firmanın üstlenebileceğinden çok daha fazladır. Bu sebepten dolayı çok uluslu firmalar kaynaklarının etkinliğini maksimuma çıkarmak, üstlerine aldıkları riski minimuma indirmek, yeni pazarlara girmek ve teknoloji ve know- how'lanm geliştirmek için stratejik birleşmelere yönelme göstermişlerdir. İnşaat endüstrisi stratejik iş birliklerinden en çok faydalanma potansiyeline sahip endüstrilerden birisidir. Türk inşaat sektörünün de problemleri inşaat sektörünün genel problemleri ile çok fazla ayrılma göstermemektedir. Problemler dikkatlice incelenip, analiz edildiğinde Türk inşaat sektörünün sorunları için en uygun iş birliği biçiminin partnering olduğu sonucuna varılmıştır. Bu tezde genel olarak stratejik iş birlikleri tanıtıldıktan sonra partnering detaylı olarak açıklanmaya çalışılacaktır. Stratejik ortaklıkta teknolojiler, kaynaklar, beceriler ve ürünler karşılıklı yarar sağlayacak şekilde biraraya getirilir, karşılıklı değiştirilir veya entegre edilir. Stratejik ortaklar bağımsız kalmak üzere bazı amaçlar üzerinde anlaşırlar, verilmiş görevlerin yerine getirilmesini gözlerler ve birbirine teknoloji, malzeme ve hizmet gibi stratejik konularda ortaklık süresince katkıda bulunurlar. Partnering,“Her ortağın kaynağının üretkenliğinin maximum'a çıkarılması yoluyla belirli iş amaçlarına ulaşmak için iki veya daha fazla organizasyonun yaptığı uzun süreli taahhüttür.”şeklinde tanımlanabilir. Başarılı bir partnering ilişkisi için uzun süreli taahhüt, güven, ortak bakış açısı, karşılıklı amaçlar, denklik, yatırım, sinerji, risk paylaşımı, kazançlar, sürekli gelişim, etkin problem çözümleme gerekli prensiplerdir. Partnering'den elde edilen faydalar 4 başlık altında toplanabilir: Artan iletişim, gizlilik, esneklik ve sinerji doğrultusunda değişen pazar koşullarına cevap verme becerisinin artması. İkinci olarak, kalite ve güvenliğin, deneyim, standartlaşma, süreklilik ve sürekli gelişim sayesinde artması. Üçüncü başlıkta ise, ortak seçimi, karşılıklı yönetim, buluşlar, öğrenme eğrisi, yapılabilirliğin artması doğrultusunda firmanın genel giderlerinin azalması ve artan karlılık sayılabilirlik. Son olarak da azalan anlaşmazlıklar, süreklilik, zamanında ödemeler ve süreye uygunluk sayesinde kaynakların daha etkin kullanımıdır. Sonuç olarak partnering Türk inşaat endüstrisine kalıcı ve köklü çözümler önermektedir. Partnering global rekabette firmaların yer alabilmeleri için en gerçekçi çözümlerden birisidir. Vlll
Özet (Çeviri)
SUMMARY The whole industrial world is under pressure of globalisation. The developed communication and transportation means of new technology force the firms to compete in all geographic areas. To be competitive in different markets only by using the own resources of the firm and to compensate all the possible risks require much higher potential that a firm might possess. Therefore, the multi-national firms develop a tendency on making strategic cooperation's to each other to get the maximum efficiency from their resources, to minimise the percentage of risk that they share by their own, to enter into new markets and to enlarge their technology and know-how. Moreover, after the globalisation process, the firms can not compete in the international markets easily even if they have the potential to do so, because the local market requirements, international competence rules and the governmental regulations of the new country might be unfamiliar to the firm. Construction industry have its fundamentals different then the other sectors, however, this difference does not prevent the industry to be effected from the overall conjuncture of the industrial world. Construction industry is one of the industries in the world that benefited the most from the strategic alliances. These alliances are very effective and stable in solving the sector's fundamental problems. In Turkey, the complaints of the leader firms of the construction industry seems to be different than their international business analogues however, Turkish construction industry which is not very dissimilar to the sector overall, have the same symptoms and problems in the general view. When those problems are deeply analysed and searched, it is decided that the best approach amongst the strategic alliances to put convenient solutions on Turkish construction industry's problem is partnering. Then in the thesis, after a general overview of strategic alliances, partnering will tried to be explained in detail. In strategic alliances, two or more firms cooperate to share, to integrate or to join their technologies, know-how or products to achieve mutual objectives. Strategic targets and management were decided and the firms monitor for the accomplishing of the goals by helping to each other in every aspect but by still staying independent. There are different types of strategic alliances. The first group is equity alliances including joint ventures, minority investments, partnering and consortiums. Joint ventures are the strategic alliances funded for a limited amount of time between two business professionals with the purpose of joining their skills and resources about engineering, consultancy, construction and management. Minority investment is a type of strategic alliance in which the biggest partner buys the shares of the other without the threat of a takeover to join their management. Consortiums are strategic IXalliances funded by several firms to obtain a specific target mostly organised with resource pooling. Partnering will be explained later on in this summary. The second group is contractual agreements including supply agreements, marketing agreements, research and development agreements, licensing, franchising and technical education agreements. Supply agreements can be either vertical or horizontal and includes the provisions of supply for one firm by the other one for a limited amount of time. Marketing arrangement is a type of alliance in which one firm uses the marketing organisation of the other company to enter into a new market again for a limited amount of time. Research and development arrangements are the ones that the firms are joining their technologies and know-how in order to obtain a deeper technology or make an invention. Licensing and franchising are the most common type of the non-equity arrangements in which one of the firms gives the other the right to use its name or its license to manufacture or market its products. Technical education arrangements are the ones that one of the firms uses its knowledge and information to prepare the other firm for a later business relationship. The third group is non- binding and non-legal agreements between the firms of an oligopoly and the last group is networks. Networks are the types of strategic alliances in which different types of arrangements are possible between the parties involved. The reason of funding strategic alliances can be grouped into two. First is the firm- wide reasons and the second is the global reasons. Global reasons are to be able to compete internationally, to access new technology and globalisation itself- which means to find new and fresh markets. The firm-wide reasons are resource pooling, risk and cost sharing, market expansion, research and development, production and supply sharing and trade agreements. To reach economies of scale and economies of scope are the other factors motivating the strategic alliances. In addition to those, decreasing turnover rate and synergy between firms are the unexpected benefits of strategic alliances. The possible malfunctions and disadvantages of strategic alliances are also present. The complexity of management, decreasing control on firm's operations, less effective decision making mechanism, decreasing confidentiality especially on formulas and patents, dependency on the greater firm, anti-thrust and monopoly laws, sharing of the patent rights in the research and development alliance are amongst the possible problems that a strategic alliance may face. Construction industry is differing in fundamentals than the other sectors. The basic problem of the construction job is the uncertainty in demand. Then the firms need to have good work relations and advanced strategically thinking ability to carry a basic workload continually. Because of the demand uncertainty, the number of employees is limited in the industry and constructors and subcontractors are born from this philosophy. The assortment of the people involved in the project, the environment that the product is built and the long lead times are the general differences and the main problems of this industry. Strategic alliances have started to be seen in the construction industry in the last decade. The main reasons for the tendency of the construction firms to build strategic alliances is the financing difficulties, access to new technology, sharing risks, new market entries, serve to core customer, increasing competitiveness,learning the local market and meeting governmental requirements. Increasing profitability, quality and effectiveness of the firm are the aggregate benefits obtained from above reasons. After a brief examination of the strategic alliances in the construction industry, it will be focused on partnering which is the most suggested type of alliance for the Turkish construction industry. We will divide the partnering process into two. Single-project partnering and strategic partnering. Strategic partnering has started in 70's with the developing relations between Japanese car manufacturers and its suppliers, however the use of the partnering term was started to be used recently in the last decade. Partnering is long-term commitment between two or more organisations for the purpose of achieving specific business objectives by maximising the effectiveness of each participant's resources. For a successful partnering agreement, long-term commitment, trust, common approaches, mutual objectives, equity, investment, synergy, risk sharing, mutual benefits, continuos improvement, effective problem solving are the required principles. Some of the above principles are pre-required which means that before starting the partnering agreement, they should be present for successful applications. Long-term commitment, trust, mutual objectives, mutual benefits, risk sharing and commitment of the upper management are such types of principles. On the other hand, some of the above can be obtained during a successful partnering implementation such as synergy, common approaches, continuous improvement and effective problem solving. While choosing the partner, the procedure is to build a team, prepare a plan, determine the potential partners, interwieving the nominees, shorten the list, collecting the required information for the nominees, determining the criterion of choosing, evaluating the nominees, and making the choice and taking the approval of the upper management. The benefits of the partnering can be examined under four subheadings. The first one is the ability to respond to the changing market conditions including more communication, confidentiality, flexibility and synergy. Open communication channels and the trustworthy partner's make the firm more informed from the market conditions. However, this is not enough to respond to the rapidly changing business conditions. The flexibility obtained via partnering gives the firm the opportunity of restructuring business objectives and the strategy planned beforehand. The second one is the increasing quality and safety including experience, strandardication, consistency, safety, and continuous improvement. This might be the most important benefit of the firm from partnering because the quality-or-price trade-off is not valid in the international competition anymore. The client is expecting the best quality product for a considerable price and moreover is asking the best safety and standardication. Partnering gives all of these advantages to the firm by the economies of scale and economies of scope. XIThe third one is decreasing cost and developing profitability including company- wide cost decrease, partner selection, mutual management, inventions, learning curve and constructability. These advantages are the aggregate benefits of the partnering which can only be attainable by the successful implementation of the arrangement. The last one is more efficient use of the resources including continuity, dispute resolution, delivery, payment and starting dates. After a partnering arrangement, the firm becomes more concrete and planned therefore the completion of the projects involved, the resolution of the disputes aroused the deliveries become more definite. The single project partnering is an alliance between two or more firms for specific project goals to maximise the productivity of all the partners. The motivations and the benefits of single-project partnering are very similar to the strategic partnering. There is not any binding agreements or legal requirements in single project partnering and after the project completion; they may turn into strategic partnering. To support the approach of partnering and Turkish construction industry's problems, a survey was conducted to 25 leading firm of construction industry in Turkey. Close-ended questions were prepared and interviewees were from the upper management of the firm. The general results of the survey were on the viewpoint of the firms on alliances, partnering strategy decisions and future targets and benefits expected. The basic aim of the inquiry was to make an explicit definition of the strategic alliances and a special type of alliance, partnering, and to investigate the viewpoint of the Turkish Construction Industry to this newly emerging concept. The questionnaire was consisted of three parts. In the introduction part, there are some questions focusing on the general information about the firm. By the results of these questions, it is targeted to determine the position and size of the specific firm in the whole industry. In addition to those questions, there are also questions focusing on the operations and the specific working sites of these firms. In the second part of the questionnaire, the questions are such prepared that from the results, the future aims and the development schemes of the firms will be tractable. The expected information from the section was the tendency of the firms to make strategic alliances and their general view of the future Turkish Construction Industry. In the third part, the questions were related with the past experience of the firms and current positions. The market conditions for the industry was examined and the specialties of the alliances that the firms experienced, the motives of making alliances in the past, the benefits obtained from these alliances and the problems that they have faced were asked. The main result obtained from the inquiry is that without considering the past experiences of the firm, (whether experienced an alliance in the past or not, large, middle or low-sized) there is a general tendency in the management of the construction industry's firms to build strategic alliances. Table 1 xuTable 1 The viewpoints of the managers of the Turkish firms to the long-term business relations were given in Table 2 The managers of the firms have the belief that with the owners, contractors and subcontractors, such kind of an alliance is applicable, however, the required mutual trust and the openness for these alliances are not yet builded with the suppliers. Table3 The types of the alliances that they have experienced in the past were given in Figure 1. Most of the firms involved in the inquiry were founded contractual agreements. Did you last experience depend on conractural agreements and to only one project? I No %29 S Yes %71 Figurel xiuThe motivations of the firms to found strategic alliances and the benefits that they have obtained were given in Figure 2 and 3 respectively. The problems that they have faced were given in Figure 4. Figure 2 Why form alliances? 10 9 8 7 6 5 4 3 2 1 0 O Enter new markets ? Share risks H Secure financing 0 Access technology E3 Improve competitive position M team local markete ? Serve core customers Figure 3 Benefits gained from forming alliances 14 12 10 8 6 4 2 0 12 2 2 EI Obtain new work O Reduce risk B Enhance competitive position E3 Broaden client base 13 Increase market share H Increase profits 13 Increase cultural respostveness El Increase labor XIVProblems that firms lived in strategic alliances Ö Lack of communication ESLack of mutual trust S Lack of information sharing 03 Lack of claim solving procedure Figure4 At the introduction part, it is mentioned that globalisation is taking the industrial world under its pressure and the firms are forced into building strategic alliances to increase the productivity of their resources, to share the risk involved in a project, to reach the new technology and to compete in the global market. The strategic alliances and especially the suggested type of alliance for the construction industry, partnering, are examined and explicitly introduced. The most common approach obtained from the survey is that disregarding the size, past experience and the management type of the organisation, all of the firms have a tendency to be the part of a strategic alliance in the future and they have the idea that the whole sector have to consider the benefits of the alliances to stay in business and be competent. Another important conclusion drawn from the inquiry is that the management of the firms involved in the survey are not familiar with the concept of the partnering and strategic alliance, however, they possess the specialties needed for a successful alliance and they can meet the requirements of such an arrangement. The final point obtained from the survey is that partnering is a preferable type of alliance because it makes it easier in an organisation to implement the new management techniques such as total quality management, benchmarking, concurrent engineering and just-in-time production. Partnering suggests fundamental and stable solutions to the problems of Turkish Construction Industry. In addition, partnering arrangements possess the ability to best meet the global competition's necessities. XV
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