TY  - JOUR
AB  - This paper discusses the problems and challenges that arise if a firm tries to concentrate purchasing activities in a separate organisational unit. For a variety of reasons, only a – small – part of all purchasing activities in an organisation is actually carried out by a purchasing department or a specialist. In particular, the purchasing of so‐called non‐product‐related (NPR) items and services often takes place without the involvement of a purchasing department. In addition, despite the sometimes huge savings that reportedly are possible by involving a purchasing department, many managers and boards pay only modest attention to such opportunities. In this paper, a conceptual model is proposed that serves, in particular, to explain the Purchasing department’s limited and problematic involvement in a firm’s tactical NPR‐purchasing activities. Based on these explanations and results from a small empirical study, we draw conclusions and formulate implications for managers and purchasing specialists. Research implications are formulated as well.
VL  - 41
IS  - 9
SN  - 0025-1747
DO  - 10.1108/00251740310500903
UR  - https://doi.org/10.1108/00251740310500903
AU  - de Boer Luitzen
AU  - Holmen Elsebeth
AU  - Pop‐Sitar Corina
PY  - 2003
Y1  - 2003/01/01
TI  - Purchasing as an organizational design problem: the case of non‐product‐related items and services
T2  - Management Decision
PB  - MCB UP Ltd
SP  - 911
EP  - 922
Y2  - 2024/04/25
ER  -