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CHAPTER 3
THE PLANNING, ORGANISING, LEADING AND CONTROL OF PROCUREMENT
Within procurement, this involves, at a minimum, dealing with suppliers honestly,
not accepting gifts or hospitality, being prudent in the use of the employer’s
property, and constantly working to eliminate fraud and corruption.
3.6.8 ANTI-CORRUPTION MEASURES
Anti-corruption measures are supported by a number of appropriate laws and
should be thought of as an important part of the control process. These laws
also protect employees making disclosures against their employers in both the
private and public sectors. In South Africa, the Public Protector Act 23 of 1994
is an example [24].
3.7 CONCLUDING REMARKS
Succeeding as a procurement leader requires strategic thinking, tactical
execution, business knowledge and the ability to communicate, motivate, and
lead people. And since procurement is increasingly about devising new and
creative ways of doing business, managing the change process is also essential.
The management functions of planning, organising, leading and controlling
are widely considered to be the best means of articulating the job of running
a procurement organisation. Despite the challenges that managers have had
to face over the past decade or so, these essential functions still remain the
foundation of their work.
3.8 REFERENCES
[1]
James V.U., Public policy and the African environment: An examination
of the theory and practice of the planning process on the continent, In:
Agenda setting and public policy in Africa, Hants, Ashgate Publishing
Limited, 2004.
[2]
Mullins D.R., Accountability and co-ordination in a decentralised context:
Institutional, fiscal and governance issues, Washington D.C., American
University, 2003.
[3]
Matthews D., Strategic procurement in the public sector: A mask for
financial and administrative policy, Journal of Public Procurement, Vol. 5
(Issue 3), 2005, pg. 388.
[4]
Deme A., Why is it important to undertake good planning before
undertaking a procurement process? IGF Journal, Vol. 21 (Issue 1), 2009.