Türkiye'de tesis yönetimi: perakende zinciri tesis yönetimi şirketi örneği için strateji analizi geliştirme
Facility management in turkey: strategy analysis development for a retail facilities management company sample
Yazar: ERDEM DENİZ
Danışman: PROF. DR. ŞEVKİYE ŞENCE TÜRK
İstanbul Teknik Üniversitesi / Fen Bilimleri Enstitüsü / Gayrimenkul Geliştirme Ana Bilim Dalı / Gayrimenkul Geliştirme Bilim Dalı
Derece: Yüksek Lisans, 2019
Konu: İnşaat Mühendisliği = Civil Engineering ; Şehircilik ve Bölge Planlama = Urban and Regional Planning
Dizin: Bakım yönetimi = Maintenance management ; Bina yönetimi = Building management ; Çok kriterli karar verme = Multi criteria decision making

Özet:
Tesis, kısaca insanların yaşadığı veya çalıştığı tüm yapılar ve mekânlar olarak tanımlanmaktadır. İnsanlar yerleşik hayata geçtiklerinden beri pek çok farklı yapı dolayısıyla tesis inşa etmişlerdir. Teknoloji ve sanayi alanında yaşanan gelişmeler ile, tesislerin çeşitliliği artmış ve yapıları daha kompleks hale gelmiştir. Tesislerin farklı sistemler ile donatılması, kullanım amaçlarındaki farklılıklar ve kullanıcıların farklı beklentilerini yapılarda yönetim ihtiyacını beraberinde getirmiştir. Bu ihtiyaç tesis yönetimi kavramının ortaya çıkmasına neden olmuştur. Tesis yönetimi kavramı, 20. Yüzyılın sonlarına doğru batı ülkelerinde ortaya çıkan yeni sayılabilecek bir kavramdır. Temel olarak, parçası olduğu organizasyonun verimliliğini ve paydaşların konforunu arttırmayı amaçlamaktadır. Organizasyonun bir alt fonksiyonu olarak görülen tesis yönetimi, organizasyon içinde pek çok alanla ilişkilidir. Tesis yönetiminin pek çok alanı kapsaması, tesise ilişkin tüm süreçlerin planlı ve sistemli şekilde yönetilmesi ihtiyacı, zamanla bu alanda profesyonelleşmeyi gerektirmiştir. Tesis yönetiminin profesyonel bir alan olarak ayrılmasıyla, bu alanda dış kaynaklardan hizmet alma talebi oluşturmuştur. Talebin gün geçtikçe artması ve çeşitlenmesi, günümüzde tesis yönetimi sektörünü oldukça hızlı büyüyen global bir sektör haline getirmiştir. Türkiye'de tesis yönetimi sektörü yaklaşık olarak 25 yıllık bir geçmişe sahiptir. Sektör gayrimenkul alanındaki yatırımlara paralel olarak büyümekte ve bu durum bilinirliğini arttırmaktadır. AVM ve plaza yönetimi, Türkiye tesis yönetimi pazarından en büyük payı alan alanlardır. Sektör gelişimini sürdürürken, dış kaynak olarak tesis yönetim hizmetleri almak isteyen tesislerin çeşitliliği her geçen gün artmaktadır. Farklı türden tesisler, farklı tesis yönetim yapılanmaları gerektirmektedir. Bu durum tesis yönetimi alanında faaliyet alanlarında çeşitlilik sağlamakta ve alt sektörler oluşturmaktadır. Bu çalışma, tesis yönetiminin yeni ve özel alanlarından biri olan, arz ve talep yönünden diğer alanlara göre daha düşük bilgi düzeyine sahip olunan perakende zinciri tesis yönetimi alanına  odaklanmaktadır. Bu alanda henüz hizmet standartlarının oluşmaması, gelişim alanlarının çeşitlilik göstermesi ve potansiyeli yüksek bir alan olarak görülmesi sebebi ile bu alanda gelişim göstermek isteyen bir şirketin gelişim stratejisinin belirlenmesi ve en uygun stratejinin seçilmesi için metodolojik bir yöntem geliştirilmesi amaçlanmıştır. Yöntemde SWOT analizi ve Analitik Hiyerarşi Prosesi (AHP) birlikte kullanılmıştır. Yöntem, sektördeki gerçek şirketlerin yapıları ve işleyişleri incelenerek tanımlanan hipotetik bir perakende zinciri tesis yönetimi şirketi ele alınarak uygulanmış ve uygulama sonucunda şirket için en uygun strateji seçilmiştir. Elde edilen sonuçlarla hipotezler sınanmış, seçilen stratejinin firmada ne tip değişikliler gerektireceği yorumlanmıştır.

Abstract:
The facility is briefly defined as all buildings and spaces where people live or work. People built many different structures since they were transitioned to settled life, this also means that many different facilities have been built. Advances in technology and industry led to an increase in the diversity of facilities and more complex structures occured. The systems used in the facilities are constantly improving. Equipping the facilities with different systems, differences in the purposes of use and the different expectations of the users brought about the need for management in the facilities. The facility management notion occurred to serve this purpose.  The facility management notion is a new notion that occurred in the western countries towards the end of the 20th century. In simple terms, it basically aims to increase the efficiency of the organization and the comfort of stakeholders. Facility management which is seen as a sub-function of the organization, is related to many areas within the organization. The extensive service area of the facility management and the need to manage all the processes related to the facility in planned and systematic manner have required professionalization in this field in time. By the separation of facility management as a professional field, firstly units were established as insource to manage the facilities. In course of time, demand of outsourcing in facility management increased. The increasing and diversification of demand of outsourcing made the facility management sector a rapidly growing global sector. In developed countries, the facility management function takes place in many different types of organizations. In facility management, the organization must comply with the basic expectations and operation of the facility. Diversity in facilities and different expectations have led to differentiation in terms of organization types in facility management. Although the types of organizations has same specifications as basically, there are structural differences due to the fact that the facility management function must be fully integrated into the organization in which it functions. The increasing number of facilities in need of professional facility management sevice and successful applications in the field of facility management have led to the development of the facility management sector. There are many organizations in the world operating in national or international scope in order to create solutions for common problems of the sector, to increase knowledge sharing in the sector and to establish a professional network. According to the 2018 market report of GlobalFM, one of these organizations, outsourced facility management has increased its share in the total market. According to the same report, the share of outsourced facility management in total facility management is expected to exceed 35% in 2025. This situation showen that outsourced facility management will continue its development with increasing acceleration. Facility Management applications in Turkey discussed as a separate within this thesis. Facilities Management sector in Turkey has a history of approximately 25 years. The sector is growing parallel to the investments in the real estate field and this situation increases its awareness. Shopping centers management and plazas management take the largest share of facilities management market in Turkey. The increasing of the investments in these two real estate areas in Turkey at last 10 years can be shown as reason.  The development of the Turkey market market, increased interest of international facilitiy management companies. In the early 2000s, the sector has leap forward with the investments of international facility management companies. International companies increased their market share by acquiring or partnering with local companies. Initially confined to Istanbul, the sector spread over time to other major cities and across the country. Irregular structuring and unsustainable growth strategies of small-scale companies which are specialized in the sub-areas within the facility management bring bad practices on sector. In this case, even if the confidence of investors in the sector fell in the first years, owing to successful applications of national and international companies which are offering full scope services, outsourced facilities management market in Turkey continues to grow. While the sector continues to develop, the diversity of the facilities that want to get facility management services as outsourcing is increasing day by day. Similar to the development of facility management on global scale, different types of facilities require different facility management organizations. This situation has provided diversity in the fields of facility management and created special sub-sectors. Similar to general orientation in the world, transition to organized retailing is accelerate in Turkey too. Therefore, many domestic and international retail chain companies  invest in Turkey. Chain markets, stores, bank branches are retail facilities. These complex facilities which contain many complex systems in much smaller areas, are used extensively due to the sector in which they are located. In order not to stop the sales operations, which are the main activity of the retail, needs beyond the scope of this activity should be managed professionally in accordance with the dynamics of retailing. This need leads to the field of retail facilities management. Within this study has focused on the retail facilities management which is one of the new and special areas of facility management and has been a lower level of knowledge in terms of supply and demand than other areas. The aim of this study is to develop a methodological method for the determination of the development strategy of a company that wants to develop in retail facilities management sector due to the lack of service standards in this field, the diversity of its development areas and sector's high potential.  As method, SWOT analysis and Analytical Hierarchy Process (AHP) were used together.  In accordance the main purpose of this thesis which is developing a methodological method for determining the most appropriate development strategy for a company providing services in the field of retail facilities management, firstly the firms in the sector and the general structure of the sector were examined and then a hypothetical retail facilities management company was defined. In order to determine the development strategy alternatives of a company in this sector which is still in the development stage, SWOT analysis has been chosen as the appropriate method and strengths and weaknesses, which are internal factors, have been determined by examining the company data. Opportunities and threats as external factors, have been identified by taking into account sector data and general market conditions. Four different strategies have been achieved by matching strengths, weaknesses, opportunities and threats in a binary way. Then, The resulting strategies were compared with the AHP method. In order to determine the dual significance levels in AHP method, a questionnaire was conducted with 4 different participants working in different positions in similar companies in the sector. As the result of AHP method application, the most appropriate strategy was determined by taking the general average of the results of 4 different participants. The hypotheses were tested with the results obtained and the what type of changes required in the company was interpreted.