Decentralized Purchasing Paradigm: A Case Study of the Geographically Distributed Purchases
Närvä, Juha (2021)
Närvä, Juha
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021120323559
https://urn.fi/URN:NBN:fi:amk-2021120323559
Tiivistelmä
The research target was to develop purchasing processes for the Company’s field service business unit according to the Company’s new strategy. The Company’s new strategy targets were to increase revenue, improve profit margins, and improve employee and customer satisfaction. The selected strategy for the research was a case study that supported the Company’s practical development. The empirical data were collected using seven semi-structured interviews with selected managers and practitioners in the field service unit.
The semi-structured interviews provided a useful overview of purchase processes and operations. The study provided valuable information indicating where the existing purchasing operations were not performing well and how they should be developed. The studied field service purchasing operations had no well-documented government models for service purchases. Moreover, no standardized methods were available for purchasing or information sharing internally or externally.
Suitable purchasing development options for the Company were created, and concrete development proposals were provided, including a new purchasing process and internal and external information sharing practices. Category models were created for the material management by studying interviews together with purchasing and process theories. The proposed business processes provided continuous operational development and metric tools for evaluating the improvement.
The objectives set for the study were achieved. Thus, the Company can systematically develop further purchasing processes.
The semi-structured interviews provided a useful overview of purchase processes and operations. The study provided valuable information indicating where the existing purchasing operations were not performing well and how they should be developed. The studied field service purchasing operations had no well-documented government models for service purchases. Moreover, no standardized methods were available for purchasing or information sharing internally or externally.
Suitable purchasing development options for the Company were created, and concrete development proposals were provided, including a new purchasing process and internal and external information sharing practices. Category models were created for the material management by studying interviews together with purchasing and process theories. The proposed business processes provided continuous operational development and metric tools for evaluating the improvement.
The objectives set for the study were achieved. Thus, the Company can systematically develop further purchasing processes.