TURKCELL
130 decisions on the company ’ s biggest purchases . While these make up 3 % of the firm ’ s purchases at large , their combined volume equates to 80 % of the total made by Turkcell . “ All of the company ’ s top executives are fully involved in these processes , and they acknowledge and evaluate all of the aspects of procurement investments and strategy .” Not only that , but a unification of operations between teams has been achieved through the adoption of agile management methodologies , enabling a consistent thread for supply chain management strategy to follow throughout the organisation .
These structural adaptations are bolstered by the application of disruptive technologies , driving efficiency and transparency at Turkcell . However , Türk stresses that digital transformation is , to Turkcell , a tool rather than a goal . “ Digital transformation is a must to survive in our era ,” he says . “ It enables us to focus on optimising costs in a sustainable structure , to increase revenues , and to increase the level of quality we offer our customers .” A particular area of interest for Türk is robotic process automation ( RPA ) and
“Turkcell is a unique company , a digital operator ”
— Ali Türk , EVP Supply Chain Management , Turkcell
JUNE 2019