Suchergebnisse

Bu tez çalışması kapsamında, Türkiye'nin en yüksek cirosuna sahip özel kuluşlarından biri olan Arçelik A.Ş. Malzeme Kaynakları Yönetim Süreci ele alınmış ve bu konuda sektöründe başarılı oldukları bilinen firmaların süreçleri ile kıyaslama yaparak yeniden yapılandırılmıştır.Tüm şirket kaynaklarının ortak bir hedefe, yani şirket vizyonuna yönlenmesinin sağlanabilmesi için, süreç ve aktivitelerin şirket genelinde planlanması ve yaygınlaştırılması ve her kademedeki birim ve çalışanların şirket vizyonuna katkısının bilincinde olarak çalışmasının sağlanması gerekmektedir. Bu anlayışla, yardımcı sanayilerde organizasyonun önemli bir parçası olarak, şirket yönetimi tarafından yönlendirilmeli ve sorumlulukları tariflenmelidir. Politikanın yayılımı, onlarında büyük resim içinde kendi yerlerini görmelerini ve hedefler doğrultusunda taahhüt altına girmelerini sağlayacaktır.Tez çalışması, bu görüş doğrultusunda dünya uygulama örneklerini araştırmayı ve yeni yapıyı bu örnekler ile kıyaslama sonucunda oluşturmayı hedeflemiştir.Şirket yönetim modeli, şirketin her biriminde ki yardımcı sanayiler toplam kalite anlayışı ile şirketin bir birimi durumundadır, standart şekilde uygulanmalı ve stratejiler yaygınlaştırılmalıdır. Bu bakış açısından yola çıkarak, şirket vizyonuna ulaşma yolunda çalışılacak olan yardımcı sanayilerin ne şekilde seçileceği, ilişkilerin ne şekilde yürütüleceği, şirket strateji ve hedeflerinin yardımcı sanayilere ne şekilde indirileceği ve sonuçların ne şekilde değerlendirileceği bu tez kapsamında ele alınmıştır.Within the scope of this thesis, Material Resources Management Process of Arçelik, a leading company in Turkey, has been analysed and compared against world-class companies' processes. Arçelik's supplier management process has been re-organised accordingly.In order to assure that all resources are directed towards a common goal, namely the vision, companies should plan and realize their processes and activities by deploying company objectives throughout the organization. Every member of all levels should be aware of his / her contribution to company vision. Since, with this understanding, suppliers should be considered as very important members of the organization, they also be given responsibilities through this vision by the company management. Policy deployment will give a sense of commitment and direction and allows them to see how their job fits within the large scheme.This thesis has aimed to analyse the best-in-class applications of big companies and to re-organise the company's processes according to these findings.Company management model should be deployed to all the departments of the company including the suppliers that should be considered as a part of the company based on Total Quality Management approach. Selection and approval of the integrated suppliers, management by objectives and evaluation of them according to their achievements are the key points of this thesis.

In this study, we developed a document for managing Information Technology suppliers in hospitals. This document is used to ensure the proper management of IT suppliers in the hospital. Products and services in Information Technology have characteristics and specifications that are always up to date, making it difficult for non-IT people to understand. Hospitals whose main business in the health sector is often lack of human resources who understand IT. Observations and interviews were conducted in Indonesian hospital, to identify the characteristics and problems in supplier management. Control Objectives for Information and Related Technologies (COBIT), Information Technology Infrastructure Library (ITIL) and government regulations on supplier management were reviewed and combined as a benchmark and guidance on how supplier management activities are carried out. The result of the process is a Standard Operating Procedure (SOP) document. The parties involved in the supplier management process have evaluated the SOP document. From the results of the study, it is known that currently, the hospital is still focused on procedures procurement of goods and services that are government regulated. This study proposes some new activities that are not currently done by the hospital.

PurposeTo study the learning processes and mechanisms involved in sustainability-oriented supplier development (SSD), including how knowledge is transmitted by the buyer and how it is received, understood and internalised by the supplier.Design/methodology/approachAn exploratory longitudinal multi-case study approach is adopted. The research context is a social SSD project focusing on occupational health and safety (OHS) management at four supplier factories. The paper draws on the constructs of absorptive capacity and boundary objects.FindingsThe development of a supplier's absorptive capacity for OHS management is triggered by the transfer of boundary objects that are created by the buyer. Findings suggest that each supplier starts explorative learning in a similar and passive way in order to accept the knowledge, but then each supplier proactively transforms and exploits the knowledge through continuous sensing, seizing, and reconfiguring loops that develop the boundary objects in a way that fits their own needs and contexts, incorporating the objects into organisational structures and routines.Research limitations/implicationsThe research furthers the understanding of the development of supplier absorptive capacity for sustainability via SSD projects, including how it is triggered and sustained. The impact of ostensive and performative aspects of boundary objects on knowledge transfer is presented. Finally, insight is provided into how absorptive capacity and dynamic capabilities are linked in the context of SSD.Practical implicationsBuying firms should seek to develop boundary objects that can trigger and maintain learning momentum for sustainability at supplier organisations in addition to effectively transferring SSD-related sustainability knowledge. There is also a need to allow for sufficient flexibility in the design of the boundary objects, and to pay sufficient attention to how suppliers contextualise and embed them into their own organisations, providing support for this process where necessary. For the supplier, establishing structures and routines for OHS management can help to prepare for future audits, thereby reducing audit fatigue.Originality/valueThe paper contributes to the supply chain learning literature by exploring the development of supplier absorptive capacity for sustainability triggered by the focal buying firm. It sheds new light on the role of boundary objects for facilitating knowledge transfer and learning between supply chain members in the context of SSD projects.

This research is a case study belonging to the historical research. The data were taken from the Department of Natural Product Buying and Financial and Controlling XYZ CORP. XYZ CORP is a manufacturing enterprise and exporter of clove oil and its derivatives to the world with a market share of about 55% of the world market. This study aims to empirically examine and study the ethical behavior of suppliers in the ever-changing business environment. The analysis tool used is the Mann Whitney test with SPSS 17.0 software. Based on the survey results it was revealed that for natural raw materials, the average purchase price between the rainy season and the dry season does not differ significantly, but the cost of purchase in the dry season, and the rainy season varies significantly. In this study, the price does not affect the acquisition of raw materials purchased from suppliers. The results of this study also obtained empirical evidence that the trading patterns of natural raw materials are strongly influenced by the behavior or ethics of suppliers, in addition to weather factors or uncertain climate.

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Conventionally, the literature on project management presents the story from the project client, or owner's, perspective. This book turns this on its head and explores the challenges and remedies from the perspective of the vendors providing the necessary goods and services to a project. It explains the likely impact on the structure, culture, and procedures of suppliers and identifies the additional competencies they may require. It offers new insights, frameworks and models, in particular, a new supplier organization's project lifecycle model. The text explores in some detail the shared and divergent interests of suppliers and owners and shows how a well thought-out and carefully executed procurement process maximises the former and diminishes the latter. Such an insight is equally valuable for any owner organization. --

"4/92." ; "OFI-6." ; Includes index. ; Shipping list no.: 92-0416-P. ; Cover title. ; Mode of access: Internet.