تاثیر خصوصی سازی در ارتباط با خریدار و تأمین کننده
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|21134||2001||14 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : European Journal of Purchasing & Supply Management, Volume 7, Issue 1, March 2001, Pages 1–13
As the cornerstone of the Conservative Government between 1979 and 1996, privatisation has undoubtedly had an enormous impact on the UK economy. On the whole, privatised companies have improved their performance in an ever increasing competitive environment by focusing on, among other things, a drive to reduce costs through bought-out goods and services. Research into Japanese companies, meanwhile, has highlighted the key role that supplier relationships play in their success. It has stressed the advantages of co-operative over adversarial relationships with suppliers, and evidence shows that an increasing number of Western companies are adopting this practice. This has raised the profile of purchasing in these companies with a change towards `better practice’ and improved management of the supplier base. From this new research a model of Feature and Construct Evaluation and Aggregation (FCEA) has been developed, in the search for a link to support the proposition that privatisation has an influence on purchasing strategies concerning supplier relationships. The research has shown that only a very limited link exists. Whilst Purchasing as an activity has increased in its importance and control, it has not become strategic. Purchasing strategies have not evolved or supported the business strategy as a result of privatisation, nor does privatisation encourage the development of purchasing strategies towards closer relationships with suppliers. This is compounded by the EC Directives that reflect an `open tender’ model of procurement, particularly evident in the emphasis on formal competitive tendering procedures and maintaining an `arms-length’ relationship with suppliers.
نتیجه گیری انگلیسی
The data contained within the large number of items included in the interview schedule has been compressed into seven basic features and associated constructs (Table 4). Using the Feature and Construct Evaluation and Aggregation (FCEA) model, the author, has been able to identify whether the subjective measurement scales or constructs grouped themselves into clusters, showing a high congruence with the underlying feature. Observations as to how each feature has changed in each case since privatisation using the non-privatised Post Office as a control case have been made. By comparing the features across cases it has been possible to identify patterns of change for each feature for each case. Most privatised companies have gone through a progressive programme of reducing fixed costs. This has been achieved through the reduction in headcount either in areas of business no longer considered viable or by outsourcing in areas of the business no longer considered to be critical. Irrespective of whether the decision is the right one, or for the right reason, these are effectively `Make’ or `Buy’ decisions and therefore could and should require the input of Purchasing in terms of the impact on the supplier market. They are strategic in nature, especially if some people consider them to be core competencies to the business, and therefore involvement in these decisions is a strategic contribution. These decisions should be based on an understanding of the strengths, weaknesses and capabilities of the supplier market, as well as the relative dependencies and ability of the organisation to leverage its supply market. They should also be based on the appropriate or optimum type of relationship with the supplier replacing the `in-house’ resource. The author has collected no evidence to show that purchasing is involved in influencing or directing decisions and therefore it is assumed that Purchasing has remained a service function negotiating contracts for decisions to `make’ or `buy’ that have already been made. Clearly, to gain the confidence of Senior Managers, Purchasing must have a champion at a senior level, preferably a strong influential leader, be generally seen as `agents of change’ and hold the competencies to support these prerequisites. Of the three privatised companies other than the Water Company, no men