제조기업 구매조직의 리더십 현실과 과제: 질적 연구를 통한 현상 이해

While purchasing organizations' strategic role in manufacturing has expanded amid rapid business environment changes, systematic research on purchasing leadership remains limited. This study conducted focus group interviews with 16 middle managers from a leading Korean manufacturing company to explore the realities and challenges of purchasing leadership. The analysis revealed multidimensional leadership challenges. Regarding task conflicts, key issues included gaps between executive performance pressure and operational realities, declining organizational status and insufficient recognition of purchasing expertise, and role ambiguity stemming from expanded responsibilities including ESG management and global supply chain operations. Relationship conflicts were characterized by triangular tension structures among seniors, position holders, and juniors, with the MZ generation's emphasis on fairness and procedural justice clashing with existing organizational culture. Analysis across business units identified differentiated leadership patterns: innovation-oriented, expertise-based, executionfocused, and system-based approaches depending on each unit's characteristics. Participants emphasized the need for purchasing-specific leadership education programs and intergenerational communication training. This study extends theoretical foundations by applying organizational conflict theory to manufacturing purchasing contexts, while providing practical implications for enhancing purchasing organization management and leadership development in manufacturing firms.