Στρατηγική προμηθειών για προμήθειες Μη Εμπορεύσιμων προϊόντων. Εφαρμογή στην ΑΒ Βασιλόπουλος AE

Κόλλιας, Ευθύμιος; Kollias, Efthymios

dc.contributor.author	Κόλλιας, Ευθύμιος	el
dc.contributor.author	Kollias, Efthymios	en
dc.date.accessioned	2018-07-16T10:08:39Z
dc.date.available	2018-07-16T10:08:39Z
dc.date.issued	2018-07-16
dc.identifier.uri	https://dspace.lib.ntua.gr/xmlui/handle/123456789/47312
dc.identifier.uri	http://dx.doi.org/10.26240/heal.ntua.9169
dc.description	Εθνικό Μετσόβιο Πολυτεχνείο--Μεταπτυχιακή Εργασία. Διεπιστημονικό-Διατμηματικό Πρόγραμμα Μεταπτυχιακών Σπουδών (Δ.Π.Μ.Σ.) “Διοίκηση Επιχειρήσεων (ΜΒΑ)”	el
dc.rights	Αναφορά Δημιουργού-Μη Εμπορική Χρήση-Όχι Παράγωγα Έργα 3.0 Ελλάδα	*
dc.rights.uri	http://creativecommons.org/licenses/by-nc-nd/3.0/gr/	*
dc.subject	Προμήθειες	el
dc.subject	Στρατηγική Προμηθειών	el
dc.subject	Αξιολόγηση Προμηθευτών	el
dc.subject	Αξιολόγηση Ρίσκου	el
dc.subject	Προμηθευτές	el
dc.subject	Procurement	en
dc.subject	Strategic procurement	en
dc.subject	Sourcing	en
dc.subject	Suppliers	en
dc.subject	Risk	en
dc.title	Στρατηγική προμηθειών για προμήθειες Μη Εμπορεύσιμων προϊόντων. Εφαρμογή στην ΑΒ Βασιλόπουλος AE	el
heal.type	masterThesis
heal.classification	ΔΙΟΙΚΗΣΗ ΕΠΙΧΕΙΡΗΣΕΩΝ	el
heal.classificationURI	http://data.seab.gr/concepts/fc951ac278d76180bc62aea00a350e116518d7b5
heal.language	el
heal.access	free
heal.recordProvider	ntua	el
heal.publicationDate	2018-02-21
heal.abstract	Η παρούσα εργασία πραγματεύεται τη Στρατηγική των Προμηθειών για προμήθειες που προορίζονται για ιδία χρήση της εταιρείας. Εστιάζει στον κλάδο του Λιανεμπορίου, και συγκεκριμένα στη λειτουργία του τμήματος Προμηθειών Μη Εμπορευσίμων της ΑΒ Βασιλόπουλος. Στον κλάδο παραδοσιακά έχει δοθεί ιδιαίτερη βαρύτητα σε μεθοδολογίες για την προμήθεια των Eμπορεύσιμων προϊόντων (Direct Procurement) έναντι στην προμήθεια των μη Εμπορεύσιμων (Indirect Procurement). Αυτό είναι εμφανές και από τη βιβλιογραφική έρευνα. Στην παρούσα εργασία, παρουσιάζεται μια νέα μεθοδολογία για τις Στρατηγικές Προμηθειών στο Indirect Procurement. Η νέα μεθοδολογία, στρέφει την προσοχή από τη μείωση του κόστους αγοράς, στη μείωση του συνολικού κόστους κτήσης (TCO) και της συνολικής ποιότητας, μέσω πολυκριτηριακών αξιολογήσεων τόσο των προμηθευτών, όσο και των προϊόντων.	el
heal.abstract	The present thesis deals with the Strategic Procure ment for Indirect Buys. It is focused the Retailing Industry and more specificall y on the procedures and processes of the Indirect Procurement Dept. of AB Vassilopoul os. The Retailing Industry has traditionally given emphasis in methodologies for t he procurement of Direct Goods as opposed to Indirect Goods. This is evident in the r elated bibliography. In this paper, a new methodology for the Procurement Strategies in I ndirect Procurement is presented. This new methodology, shifts focus from the reducti on of the Buying Cost to the reduction of the Total Cost of Ownership via the us e of evaluation multi-criteria of suppliers and their products. The Indirect Procurement Dpt. Today, functions base d on the following strategy: reduction of the Buying Cost and maintena nce of the competition among prospective suppliers. It uses the same process for all purchases regardless of the involved level of investment. Given that the curren t process is effective in two main pillars, namely the reduction of the Buying cost an d the immediate acquisition of the product /service, due to the lack of a Procurement Strategy it is not optimal when examined with the following quantitative and qualit ative criteria: 1. The distribution of the resources of the Departm ent does not consider the saving from the purchase 2. It does not provide the prospect of advancing th e relationship with the suppliers to a partnership. The goal of this paper is to create a methodology t hat will lead the department from a simple purchasing approach to a strategic pu rchasing approach. The methodology is base in two pillars: 1. The creation of a differentiated strategy per pr oduct category 2. The evaluation of the vendors of strategic produ cts / services For this change to take place, the company needs to implement a new procurement model. The purpose of a procurement mod el is to split the products into different categories so as to apply a suitable proc urement strategy per category. Taking into consideration that the existing procure ment models are suitable for direct products – that contribute to the production of a f inal product and deal with the profitability that a product may have on the market (or the benefits of a quick introduction in the market) – this paper examines p roducts that are used for own Διαπανεπιστημιακό Πρόγραμμα Σπουδών στη Διοίκηση Επιχειρήσεων – “Athens MBA” “ Στρατηγική προμηθειών για προμήθειες μη Εμπορεύσιμων προϊόντων . Εφαρμογή στην ΑΒ Βασιλόπουλος ” 14 Κόλλιας Ευθύμιος, 2015 - 2016 consumption. None of the existing procurement model s can be implements as they are without modification. The methodology that was adopted is based on Kralji c’s model. Kraljic’s model is applied on direct products. It categorizes them according to the procurement risk and the effect on profit. In this paper, we impleme nted a new methodology that has modified Kraljic’s model in that it replaces the pr ofit with the Total Cost of Ownership (TCO). The TCO includes the buying cost as well as maintenance costs and the energy consumption costs in the total life of the product. Additionally, the procurement risks are different. In this paper, the procurement risks that were considered are: Quality of the Equipment, Delivery Time, After Sales Service, The Financial Standing of the Supplier, Industry Concentration, Legal Issues, Inn ovation, and Sustainability. Based on the modified Kraljic’s Model, four product categ ories were identified. These are: 1. Strategic: This category includes the equipment for which the company needs to invest large amounts to purchase and maint ain and that have a large procurement risk. For the procurement of this equipment the selection of the correct supplier and the creation of long te rm agreements are of top importance. 2. Bottleneck: This category includes equipment wit h low cost and high procurement risk. It usually includes suppliers tha t have established a monopoly. 3. Leverage / high opportunity. This category inclu des equipment with high cost and low procurement risk. The main characteris tic of this category is that the large number of available suppliers dictat es frequent auctions to reduce the costs. 4. Non critical products: This category includes eq uipment with low cost and low procurement risk. It includes equipment with lo w purchase price and maintenance costs. As the risk is low there is no o pportunity to reduce the costs significantly or to create cooperations that can improve the value to the company. Due to the importance of the Strategic category, th e development of a new methodology to evaluate the vendors of this categor y is deemed to be necessary. The evaluation needs to be based on the same pillars th at were used in the purchasing model (TCO and Procurement Risk). The methodology t hat is used in this paper is the Analytical Hierarchy Process (AHP)
heal.advisorName	Τσοσκούνογλου, Μιλτιάδης	el
heal.committeeMemberName	Τσοσκούνογλου, Μιλτιάδης	el
heal.committeeMemberName	Λεώπουλος, Βρασίδας	el
heal.committeeMemberName	Παναγιώτου, Νικόλαος	el
heal.academicPublisher	Εθνικό Μετσόβιο Πολυτεχνείο. Σχολή Μηχανολόγων Μηχανικών	el
heal.academicPublisherID	ntua
heal.numberOfPages	131 σ.	el
heal.fullTextAvailability	true