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Tekijä: | Fan, Zhongbo |
Työn nimi: | Development of Indirect Sourcing and Procurement: Case Studies from Finnish Industry |
Julkaisutyyppi: | Diplomityö |
Julkaisuvuosi: | 2013 |
Sivut: | 97 + [2] Kieli: eng |
Koulu/Laitos/Osasto: | Perustieteiden korkeakoulu |
Oppiaine: | Teollisuustalous (TU-22) |
Valvoja: | Eloranta, Eero |
Ohjaaja: | Takala, Minna-Liisa |
OEVS: | Sähköinen arkistokappale on luettavissa Aalto Thesis Databasen kautta.
Ohje Digitaalisten opinnäytteiden lukeminen Aalto-yliopiston Harald Herlin -oppimiskeskuksen suljetussa verkossaOppimiskeskuksen suljetussa verkossa voi lukea sellaisia digitaalisia ja digitoituja opinnäytteitä, joille ei ole saatu julkaisulupaa avoimessa verkossa. Oppimiskeskuksen yhteystiedot ja aukioloajat: https://learningcentre.aalto.fi/fi/harald-herlin-oppimiskeskus/ Opinnäytteitä voi lukea Oppimiskeskuksen asiakaskoneilla, joita löytyy kaikista kerroksista.
Kirjautuminen asiakaskoneille
Opinnäytteen avaaminen
Opinnäytteen lukeminen
Opinnäytteen tulostus
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Sijainti: | P1 Ark Aalto 7820 | Arkisto |
Avainsanat: | indirect sourcing purchasing centralization sourcing and innovation |
Tiivistelmä (eng): | The main focus of this thesis paper is to study management activities related to indirect sourcing and procurement (INS) in manufacturing companies. Through combining literature review with in-depth interviews conducted in Finnish companies, we were able to provide answers to the following focal research questions:. 1. What are reasons to manage INS as an independent function?. 2. How are the results of INS projects being measured?. 3. How should INS manage the relationship with internal stakeholders?. 4. What are the opportunities and challenges of INS management?. 5. How can sourcing and procurement functions support innovation?. Results of this study indicate that companies are able to achieve cost savings through successful indirect spend management. INS projects can contribute to internal processes optimization, and with the support of INS, the additional workload of managing indirect items can be released from non-purchasing internal departments. Finding innovative ways of managing S&P categories and working with internal stakeholders can push process improvement. In addition, systematically designed events with suppliers can bring resource to innovation projects from external resources. The overall focus of this study is not to provide generalized models of INS, but to build profound understanding on the relevant fields through an explorative path of information collection and analysis. |
ED: | 2013-06-12 |
INSSI tietueen numero: 46856
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