TR 
Sustainability
Across the Entire Supply Chain
Supply chain has strategic importance in our profitability, growth and path to realise our vision.
Considering that our supply chain extends worldwide, we have a significant impact area.
To ensure the continuity in the supply of products and improve our suppliers’ environmental and social performances, we work together to create value for all our stakeholders in our value chain.
We make our purchasing operations sustainable using risk management processes, sustainable supplier indexes, supplier audits, communication events and supplier training.
We have a dynamic purchasing organization structured in line with increasing global needs and our expanding production network. You can review the reports we publish periodically which include our total purchasing volume and other relevant information.
Arçelik strives to develop the best strategy and collaboration model in line with its expanding manufacturing lines and vision to position itself as a global brand. In this sense, a category-based purchasing organization was established to make use of scale economy. Category managers specialize in their relevant categories and conduct cost improvement projects as well as projects that create value. The purchasing organization keeps track of many elements which may have an impact on costs including the regulations on environment, fluctuations in commodity prices, local and global economic developments, supplier sustainability risks and customs regulations.
The prices of purchased materials are determined through price analyses and tenders. Both methods are used to set fair prices with the suppliers. The pricing process is based on economic parameters including the workforce, raw material trends, electricity, fuel and inflation.
Sustainable Responsible Purchasing
Supplier Risk Management
Cost Improvement
Supplier Innovation
Long-term Cooperation
Supplier Management and Optimization
Global Purchasing
Would you like to work with us?
If you would like to supply material to our company, please apply by clicking on the link below. Your company will be contacted in case of need.
Supplier Management and Contracts
Signing supplier contracts is the primary condition for cooperation between Beko and its suppliers.
Responsible Purchasing Policy and Implementation Principles
Responsible Purchasing Policy is designed to ensure that suppliers' business practices comply with Beko's values and current legal rules, and must be complied with by all suppliers.
Business Ethics Audits & Reporting
As part of the policy, we carry out training and auditing activities for our suppliers. Within the scope of the audits, we audit the compliance of our suppliers with supplier business ethics rules, which include Arçelik A.Ş.'s expectations in legal practices, working conditions, ethical rules, occupational health and safety, and environment.
Supplier Sustainability Index
Supplier Environmental Conditions
Compliance with the Environmental Management System is required in all of our activities from the beginning of the commissioning process of our suppliers.
Supplier Quality Standards
Our suppliers should establish, document, implement and continually enhance the efficiency of a quality system which is aimed at performance improvement and reduction of the nonconformities and waste.
Product Sourcing Supplier Requirements
Compliance with the Environmental Management System is required in all of our activities from the beginning of the commissioning process of our suppliers.
Supplier Improvement Activities
The primary purpose of Beko Purchasing department is to create a portfolio of active suppliers who create synergy, increasing the high-quality manufacturing by considering the main elements competition and continually improving to reduce the manufacturing and operational cycles.
Sustainability Roadmap with
Our Suppliers
What is our roadmap for sustainability with our suppliers?
We focus on continuing our operations with the goal of developing products that take into account quality, innovation, cost efficiency, and sustainability considerations. We encourage our suppliers to adopt a similar approach and provide support in developing relevant practices.
Supplier ESG Program
We are eager to transform all together with our supply chain and minimize the impact of the operations in the value chain in total. Therefore, it is important that we help and guide our suppliers to set environmental targets, measure their progress, and reduce their impact. Thus, we developed a Supplier Sustainability Data Monitoring and Development Program. Through this program, we are sending our suppliers a survey with a list of both qualitative and quantitative questions about the ESG issues, including climate-related matters. We assess suppliers based on the data provided to understand their level of maturity in terms of ESG integration into their business based on our internal assessment. We also conduct third-party audits to monitor their performance. If any findings signal a potential ESG risk, we provide corrective actions plans to the related suppliers.
For further information, please see our Supplier ESG Program procedure.
Logistics and Manufacturing Practices
“Green Lane”: Rethinking Export
Logistics for a Low-Carbon Future
In response to increasing climate‑related expectations, traditional export logistics models—particularly those dependent on road transport—are becoming less aligned with long‑term sustainability objectives. These models are typically associated with higher emission levels, signaling the need for a fundamental shift rather than incremental optimization. To address this, we developed a new logistics approach called “Green Lane”, designed to prioritize lower‑carbon transport modes throughout export operations.
This model reflects a transformation in how we organize our logistics flows, giving preference to alternatives such as rail and sea routes where feasible. As part of this approach, shipments that were previously road‑based are increasingly shifted towards maritime transport, which generally has a lower carbon intensity compared with conventional road logistics. Additionally, the stages that support sea transport—such as pre‑carriage and onward distribution—are being redesigned using options like rail systems, barge transport and lower‑emission vehicle technologies to support emission‑reduction efforts more broadly.
The Green Lane initiative represents more than a modal shift; it introduces a systems‑based logistics model structured around continuous improvement and low‑carbon design principles. Looking ahead, we plan to explore a range of alternative fuel and transport technologies across the logistics chain to further support emission‑reduction efforts where possible.
By integrating these practices into our logistics planning, we are working to build a model where lower‑carbon transport choices are embedded into standard operations. The Green Lane approach demonstrates our long‑term commitment to aligning our logistics structure with our wider decarbonization aims.
“MAASive Shift”: Enabling Sustainable
Resilience through Manufacturing as a
Service
Manufacturers today operate under increasing pressure to both limit environmental impacts and strengthen resilience against frequent disruptions. Traditional asset‑intensive production models often lack the flexibility and resource efficiency needed in this evolving context. As a result, industry value chains must be reshaped into systems that support circularity, reduce dependency on physical assets and offer adaptable, low‑impact production options.
Funded under the Horizon Europe Call: HORIZON‑CL4‑2023‑TWIN‑TRANSITION‑01, the MAASive initiative focuses on transforming manufacturing through sustainability‑driven innovation. At the centre of this transformation is the adoption of Manufacturing as a Service (MaaS) — a model that allows companies to access and share production capabilities across a connected network. By using available capacity instead of expanding physical infrastructure, organisations can improve resource efficiency and enable circular practices such as remanufacturing and component take‑back.
This approach also supports operational resilience. MaaS enables value chains to be reconfigured rapidly through digital tools that assess disruptions and identify lower‑impact alternatives. Instead of reverting to carbon‑intensive emergency solutions or building new assets, companies can shift production to pre‑qualified service providers when needed, allowing for quicker recovery and reduced operational risk.
By aligning resilience with sustainability objectives, MAASive offers a new model for European industry — one that encourages circularity, supports more efficient use of existing resources and helps organisations build adaptive, future‑ready value chains that fit within Europe’s wider green transition ambitions.
Real-Time Emissions Visibility in
Logistics: ALBA and Logistics Visibility
Platform Integration
Effective sustainability management in logistics requires reliable and timely emissions information. Traditional data, often based on estimates or manual collection, can limit operational visibility and delay decision‑making, making it difficult to identify routes or activities that contribute more heavily to environmental impacts.
To address this challenge, the ALBA system and a logistics visibility platform were implemented and expanded to provide real‑time tracking of transport activities across both land and sea routes. This marks a shift from estimated to actual operational data. By connecting all logistics stakeholders on a single digital platform, the system offers immediate insights into shipment progress and transport patterns.
Real‑time visibility supports the identification of emission‑intensive routes and enables operational interventions at earlier stages. Digital features such as automated alerts, performance indicators, and forecasting tools help improve route planning, reduce inefficiencies, and strengthen overall logistics management. Centralizing data collection also improves accuracy and reduces manual workload, creating a more robust foundation for long‑term emissions monitoring and sustainability planning.
This transition to real‑time data enhances the company’s ability to integrate environmental considerations into logistics decisions and supports broader aims to improve sustainability performance across the supply chain.
