Design of a purchasing maturity model and development of KPIs to increase purchasing maturity
Objectives: The main objective of this thesis is to design a maturity model for purchasing and to develop a concept design of one proposal to increase its maturity. In this case, develop a set of KeyPerformanceIndicators (KPIs). The study addressed the research gap between maturity models and perfor...
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| Tipo de recurso: | tesis de maestría |
| Fecha de publicación: | 2025 |
| País: | España |
| Institución: | Universitat Politècnica de Catalunya (UPC) |
| Repositorio: | UPCommons. Portal del coneixement obert de la UPC |
| Idioma: | inglés |
| OAI Identifier: | oai:upcommons.upc.edu:2117/445638 |
| Acceso en línea: | https://hdl.handle.net/2117/445638 |
| Access Level: | acceso abierto |
| Palabra clave: | Materials management Decision-making Organizational effectiveness Gestió de compres Decisió, Presa de Eficàcia organitzativa Àrees temàtiques de la UPC::Economia i organització d'empreses |
| Sumario: | Objectives: The main objective of this thesis is to design a maturity model for purchasing and to develop a concept design of one proposal to increase its maturity. In this case, develop a set of KeyPerformanceIndicators (KPIs). The study addressed the research gap between maturity models and performance measurement systems as well as the lack of empirical research done onthose topics combined, aiming to provide both an academic contribution and practical value for organizations. Methods: The project builds upon the existing maturity framework, particularly the PSM2F model by Schweiger (2016), which was adapted through expert consultation to the context of Company X. A maturity assessment was performed using a structured questionnaire distributed among the 32 employees of the Corporate Purchasing Unit (CPU), obtaining 31 responses. In parallel, an extensive literature review and expert input led to the development of an initial list of KPIs that could be used. These KPIs were refined using the Delphi method in three iterative rounds, narrowing the list down to a final more manageable selection that was aligned with the company’s strategic priorities. Results: The maturity assessment revealed significant gaps between the importance attributed to Key Evaluation Points (KEPs) and the perceived maturity within the organization, with the largest gaps observed in the dimension of Controlling& Performance Management, which led to the selection of KPIs. A correlation analysis confirmed a strong positive correlation between significant and maturity levels, which indicates that resources are allocated correctly in the different dimensions. The Delphi method achieved consensus among experts, reducing the initial list of 44 KPIs to a final set of 28. Additionally, a dashboard concept was designed, and for each KPI, afeasibility study and data structure were carried out to ensure that the selected indicators can be realistically implemented using the company’s current systems. |
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