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Journals / Sosyal Bilimler Araştırmaları Dergisi / 2026 / Cilt: 21 Sayı: 1

Operations Management and Supply Management in Mega Projects: A Theoretical Review

Mega Projelerde Operasyon Yönetimi ve Tedarik Yönetimi: Kuramsal Bir İnceleme

Ali Görgün(ÇUKUROVA ÜNİVERSİTESİ, KOZAN MESLEK YÜKSEKOKULU, YÖNETİM VE ORGANİZASYON BÖLÜMÜ)0009-0007-2888-9090
Pages
421–443
Publication Date
2026-06-29
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AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

In such an environment, collaboration, communication, coordination and trust play a vital role.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Mega-projects feature a complex and evolving network of organisations, structured within a multi-level, multi-stage framework characterised by internal and inter-organisational boundaries that evolve throughout the project lifecycle.
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Key Findings & Data:Project coordination is addressed in terms of formal control and monitoring; informal monitoring; performance-based incentives; risk allocation; joint project management practices; shared culture, values and norms; and communication and information sharing.
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Conclusion & Impact:In such an environment, collaboration, communication, coordination and trust play a vital role.
🔬Design:Sistematik Derlemeler ve Meta Analiz
📍Scope:Comprehensive Sample
⚙️Variables:Stratejik Yönetim · Mega Projeler · Proje Yönetişimi

Abstract

Mega-projects feature a complex and evolving network of organisations, structured within a multi-level, multi-stage framework characterised by internal and inter-organisational boundaries that evolve throughout the project lifecycle. In mega projects, governance mechanisms interface with collaboration and coordination mechanisms. Project coordination is addressed in terms of formal control and monitoring; informal monitoring; performance-based incentives; risk allocation; joint project management practices; shared culture, values and norms; and communication and information sharing. Procurement is strategically vital for success. This temporary, multi-organisational coalition typically comprises an ‘owner’ acting as sponsor and operator; a ‘delivery partner’ assuming the role of programme manager; ‘Tier 1 prime contractors’ acting as system integrators; “Tier 2 subcontractors” supplying subsystems, “Tier 3 suppliers” providing components, and subsequent layers contributing with sub-components down to raw materials. The large number of actors involved in mega-projects implies the existence of numerous non-contractual relationships between them. In such an environment, collaboration, communication, coordination and trust play a vital role.

Özet

Mega projeler, yaşam döngüsü boyunca gelişen kurum içi ve kurumlar arası sınırlarla, çok seviyeli ve çok aşamalı bir yapıda düzenlenmiş karmaşık ve gelişen bir organizasyon ağına sahiptir. Mega projelerde yönetişim mekanizmaları, iş birliği ve koordinasyon mekanizmalarıyla bir arayüz bulunmaktadır. Proje koordinasyonu, resmi kontrol ve izleme; gayri resmi izleme; performansa bağlı ödüllendirme; risk tahsisi; ortak proje yönetimi uygulamaları; paylaşılan kültür, değerler ve normlar; iletişim ve bilgi paylaşımı boyutunda ele alınır. Tedarik, başarı için stratejik olarak önemlidir. Bu geçici çok organizasyonlu koalisyon sıklıkla, sponsor ve operatör olan bir “sahip”, program yöneticisi rolünü üstlenen bir “teslimat ortağı”, sistem entegratörü olarak hareket eden “1. Kademe ana yükleniciler”, alt sistemleri tedarik eden “2. Kademe alt yükleniciler”, bileşenler sağlayan “3. Kademe Tedarikçiler” ve hammaddelere kadar alt bileşenlerle katkıda bulunan sonraki katmanlardan oluşur. Mega projelerde yer alan çok sayıda aktör, aralarında çok sayıda sözleşme dışı ilişki olduğu anlamına gelir. Böyle bir ortamda iş birliği, iletişim, koordinasyon ve güven çok önemli bir rol oynar.

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Cite This Article

Görgün, A. (2026). Operations Management and Supply Management in Mega Projects: A Theoretical Review. Sosyal Bilimler Araştırmaları Dergisi, Cilt: 21 Sayı: 1, 421–443. https://doi.org/10.48145/gopsbad.1750478

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