There are some superior arguments for having a de-centralised riigihangete koolitus organisation such as making it far more flexible to meet small business needs, rising the speed of reaction to marketplace adjustments and putting choice-generating nearer to the front line of enterprise. There are also some important causes not to have a de-centralised riigihangete koolitus organisation. Here are 5 of them.
1. Lack of experience in the enterprise units. Especially when enterprise units have grown swiftly from smaller beginnings, riigihangete koolitus tasks are accomplished by people who have not been trained as riigihangete koolitus experts. Procurement is just 1 of quite a few items that they have to do and as a outcome can drop down their list of priorities when issues get busy.
two. Loss of visibility of invest. Without having typical systems, it is achievable that two or additional organization units could be obtaining the identical point and the organisation as a whole would not know. This can lead to distinctive prices getting paid or volume discounts missed.
3. Many systems and procedures. If company units are truly autonomous then it is extremely probable that they could finish up with various riigihangete koolitus systems and methods of working. A centralised riigihangete koolitus organisation would be in a position to invest in systems that individual units could not afford on their own and even create additional effective procedures.
4. Lack of profession opportunities. It goes without having saying that a centralised riigihangete koolitus organisation that manages the combined devote of all of the business units can build bigger and more satisfying roles than individual units can themselves. This not only creates superior profession opportunities for current employees but also helps to recruit greater calibre folks.
five. Sub-optimal results. If enterprise units establish their own riigihangete koolitus futures you can finish up with situations in which they each reach the finest result that they can on their personal. But this could be a worse result than if they combined their needs and went to market place at the exact same time.
These factors imply that the organisation as a entire does not have riigihangete koolitus completely below handle. This a prime cause to have a centralised riigihangete koolitus organisation, at least for the quick term. When riigihangete koolitus have been resolved you can take into account going back to a de-centralised structure.
