<p>The purpose of this study is to investigate the suppliers’ view of their relation to Stora Enso. The study focuses on the relation between the central purchasing unit of Stora Enso and the suppliers but also gives indications of how the overall interface between Stora Enso and the suppliers works. The purpose is explored through a number of research objectives, which are presented below. </p><p>Areas essential for the functioning of the central purchasing unit: </p><p>- The overall organisation of Stora Enso’s purchasing activities, </p><p>- Stora Enso’s cross-functional purchasing teams, </p><p>- The internal coordination and communication, </p><p>- The relational bonds between Stora Enso and the suppliers </p><p>Important goals and visions for the central purchasing unit: </p><p>- Minimising the Total Business Cost, </p><p>- Being an attractive partner to the suppliers </p><p>Currently discussed issues within the central purchasing organisation: </p><p>- The potential for closer cooperation between Stora Enso and the suppliers, </p><p>- The professionalism of Stora Enso’s purchasers </p><p>Stora Enso is well organised for purchasing but the centrally coordinated cross-functional teams are not working as well as they could. The internal coordination has improved lately but the central purchasing unit’s mission to optimise for Stora Enso as a whole often creates tension within the organisation, as a result of the mills being profit centres. The internal communication is not efficient, and the suppliers are strengthening their bonds with the mills by taking over the responsibility for certain information flows. The central purchasing unit and the cross-functional teams have the responsibility but not the authority to carry out their task of identifying and reducing the Total Business Cost. Stora Enso is an attractive customer for their suppliers, mainly because of the big volumes they represent. The current negotiation strategies are not advantageous for the introduction of collaborative supplier relations but other factors in the relation between the suppliers and Stora Enso speak strongly in favour for such a strategic change. When it comes to professionalism and business moral the suppliers give the central purchasing unit a very positive evaluation.</p>

The purpose of this study is to investigate the suppliers’ view of their relation to Stora Enso. The study focuses on the relation between the central purchasing unit of Stora Enso and the suppliers but also gives indications of how the overall interface between Stora Enso and the suppliers works. The purpose is explored through a number of research objectives, which are presented below. Areas essential for the functioning of the central purchasing unit: - The overall organisation of Stora Enso’s purchasing activities, - Stora Enso’s cross-functional purchasing teams, - The internal coordination and communication, - The relational bonds between Stora Enso and the suppliers Important goals and visions for the central purchasing unit: - Minimising the Total Business Cost, - Being an attractive partner to the suppliers Currently discussed issues within the central purchasing organisation: - The potential for closer cooperation between Stora Enso and the suppliers, - The professionalism of Stora Enso’s purchasers Stora Enso is well organised for purchasing but the centrally coordinated cross-functional teams are not working as well as they could. The internal coordination has improved lately but the central purchasing unit’s mission to optimise for Stora Enso as a whole often creates tension within the organisation, as a result of the mills being profit centres. The internal communication is not efficient, and the suppliers are strengthening their bonds with the mills by taking over the responsibility for certain information flows. The central purchasing unit and the cross-functional teams have the responsibility but not the authority to carry out their task of identifying and reducing the Total Business Cost. Stora Enso is an attractive customer for their suppliers, mainly because of the big volumes they represent. The current negotiation strategies are not advantageous for the introduction of collaborative supplier relations but other factors in the relation between the suppliers and Stora Enso speak strongly in favour for such a strategic change. When it comes to professionalism and business moral the suppliers give the central purchasing unit a very positive evaluation.

Sumažintos viešųjų pirkimų išlaidos, konkurencijos tarp tiekėjų padidėjimas, pagreitinti viešųjų pirkimų procesai, skatinimas naudoti įvairesnius pirkimų būdus, perkančiųjų organizacijų žmogiškųjų išteklių optimizavimas, pagerintos viešųjų pirkimų apskaitos ir kontrolės galimybės ir padidintas viešųjų pirkimų skaidrumas – tai pagrindiniai siekiniai, kuriuos užsibrėžė teisėkūros institucijos, inicijavusios viešųjų pirkimų perkėlimą į elektroninę erdvę. Tačiau ar iš tiesų teisėkūros organų siekiamybės atitinka realius rezultatus? Itin retai suteikiama galimybė tiesiogiai su viešaisiais pirkimais dirbantiems specialistams - praktikams pareikšti išankstines pastabas ar pasiūlymus, tokiu būdu užkertant kelią nenumatytų praktinių probleminių situacijų atsiradimui. Atsižvelgiant į tai ir buvo suformuluotas šio darbo tikslas - išanalizuoti viešųjų pirkimų vykdymo elektroninėmis priemonėmis teisinį ir praktinį reglamentavimą bei nustatyti, ar problemas, su kuriomis susiduria viešųjų pirkimų specialistai – praktikai, organizuodami viešuosius pirkimus elektroninėmis priemonėmis, galima išspręsti tik tikslinant (tobulinant) teisinį ir praktinį reglamentavimą. Darbe išanalizuotas esamas viešųjų pirkimų vykdymo elektroninėmis priemonėmis teisinis ir praktinis reglamentavimas, išskirti keturi elektroninių viešųjų pirkimų vykdymo etapai bei tyrimo metu, panaudojus interviu metodą ir apklausus viešųjų pirkimų srityje dirbančius praktikus, identifikuoti teisinio bei praktinio reglamentavimo... [toliau žr. visą tekstą] / Reduced public procurement costs, increased competition among suppliers, quicker processes of the procurement, promotion of the use of diverse methods of public procurement, optimization of human resources, improved public procurement accounting and control options and increased transparency in public procurement – these are the main objectives set out by the legislative institutions, initiating public procurement transference into the electronic space. But are these strivings of the legislative institutions meets the actual results? Very rarely opportunities to make preliminary comments or suggestions are given to specialists – practitioners working directly with public procurement, thus preventing unintended practical problem situations from occurring. Taking this into consideration was formulated the goal of this paper work – to analyze legal an practical regulation of the performance of public procurement by electronic means and to determine whether the problems faced by public procurement professionals – practitioners, organizing public procurement procedures by electronic means, can be solved only by revising (improving) the legal and practical regulation. Paper work analyze the existing legal and practical regulation of public procurement performance by electronic means, identifies four phases of public procurement performed by electronic means, and by interviewing public procurement practitioners using interview method identifies problematic factors of the legal and... [to full text]