Beruflich Dokumente
Kultur Dokumente
Procurement News
Inside this Issue;
1 Procurement News
2 KISM Programs
3 KISM Interview
4 Notice Board
5 Articles from Professionals
6 Articles from around the
World
Project manager Mr. Georg Nicola from Bosch takes participants through a session at Stawi Foods ltd premises.
Our Products
Membership
Beginning of this year, KISM introduced half day membership forums
in each quarter featuring selected themes that address a topical issue
in procurement. On 30th may 2014, we organized a membership forum
themed, contract management: role of procurement and supply practitioner, facilitated by Mr. Alex Musungu of Kenya Forest Service. The objective of this forum was to raise levels of awareness and understanding
amongst supplies practitioners on Management of contracts with focus
on performance management and measurement, supplier relationships,
and resource planning. Membership renewal is encouraged to facilitate
similar sessions for membership.
CPD Training
In May, we held a workshop in Kisumu on international procurement. The
workshop addressed challenges faced in international procurement and
equipped participants with knowledge and skills for maximizing value
through international opportunities, risks and contractual issues in international procurement.
A section of participants during a membership forum on contract management on 30th may 2014 at Hilton Hotel Nairobi
Notice Board
Membership
CPD Workshops
Theme: Supplier Management
Dates:
21st - 23rd May 2014
Venue:
Kisumu
CPD hrs:
24
Workshop Theme: Supplier Management
Dates:
23rd - 25th July 2014
Venue:
Nakuru
CPD hrs:
24
Workshop Theme: Procurement Course for Saccos,
Schools and small Procuring Entities
Dates:
20th 22nd August 2014
Venue:
Nairobi
CPD hrs:
24
Workshop Theme: Effective Contract Management
Dates:
17th - 19th September 2014
Venue:
Mombasa
CPD hrs:
24
Name:
KISM Interview
Mr. Jerome Ochieng (L) confers with Mr. Hedwig Nyalwal Head of Secretariat, KISM at his office
that tenders are awarded to a selected few while others are locked out.
Well the system sorts this out by sending out invitations to suppliers in
lots of say five, until everybody has a chance to bid. Further, the system
has a list of common user items with indicative market price which acts
as a guide and this minimizes incidences of price inflation.
Any challenges so far?
We can confidently say we are on course, however we cant lack challenges. There is some level of resistance from users, who are used to
the manual way of doing things. We are changing this through targeted
training on how to use the system and also culture change. Also, SMEs
have expressed their displeasure, indicating that the process is complex;
however we are also changing their perception in forums and workshops
that we have held around the country.
Is IFMIS anchored in any law?
Yes it is under the Kenya Communication Amendment Act 2009
which recognizes electronic transactions and also electronic documents.
Further, the IFMIS module is configured to comply with the PPDA 2005,
considering the procurement circle and various procurement methods in
the Act. Currently, the procurement law is under review and we have also
made recommendations to the drafters to incorporate electronic procurement.
How has the transition from PPOA to IFMIS been like
for you?
One word; exciting! Considering that it has been my passion to see the
procurement process being done electronically. These efforts were started while I was at PPOA and Im glad that I moved to IFMIS where Im well
placed to implement the process.
Away from serious issues, how do you unwind?
I take time off for work-outs at the gym, particularly in the morning, so
that Im ready for the day. I also enjoy watching soccer.
Personnel
Roles and Responsibilities:
i. Identification of clear roles and responsibilities for individuals to be
involved in the procurement process is a key challenge. Re-definition
will be on-going as the agency evolves and increases in efficiency.
Most of the newly recruited staff will not be willing to take risk for
fear of being looked at as bringing bad habits to the new organization.
Procurement Committees
This is a major challenge due to the fact that certain committees require a
specific quorum and level of understanding of the organizations needs to
work effectively and efficiently. The solution is for the agency to consider
use of procurement agents as capacity is developed.
Technology:
New agencies are faced with the decision over what system will work for
the procurement function. This is based on the fact that the newly recruited staff might or might not have been using a formal integrated system.
A critical success factor is to hire staff with experience with working on
integrated systems. Learning will be easier and fast.
Political interference
This is a killer to take-off by newly created government agencies. All
politicians from across the country would love to have stake in the new
agency purposely to satisfy personal echoes. The leadership of the new
agencies should remind the politicians of our Political Pillar under Vision
2030. Further timely reports to regulatory authorities and/or commissions
will save the situation.
Recommendations and Conclusion:
Here are some of the recommendations aimed at alleviating the above
stated challenges:
i. Obtaining Management support in matters relating to procurement
authority and delegation.
ii. Obtaining Stakeholders support in matters incremental to the success of the procurement function.
iii. Communication process: part of enhancing effectiveness of the procurement function lies in continuous training of procurement staff.
iv. Embrace learning and/or benchmarking from peers in the government set-up.
Prepared by: Alex L. Musungu Msc. (Proc. & Logistics), Bsc, MCIPS,
MKISM Supply Chain Manager - Kenya Forest Service
but from a novel perspective. Whereas most of the literature on sustainable sourcing tend to be concerned with buying company issues, such as
drivers/barriers and effects on buying company performance, this review
tries to provide an overview and analysis of how the mechanisms adopted
by the buying company to influence suppliers to live up to sustainability,
actually affect supplier sustainability performance.
The review reveals that there is limited or mixed evidence in the literature
of the effects of various adopted mechanisms on supplier sustainability
performance. We highlight the needs and possibilities for future research,
including research on the suppliers point of view, which has been limited
in previous empirical studies and articles.
Abstract
Several literature reviews about sustainable sourcing can be found in the
literature, adopting related terms such as sustainable/green supply chain
management, corporate social responsibility in purchasing, sustainable
purchasing etc. This article represents another review of this literature,
7 KISM e-Newsletter | June 2014
Introduction
Sustainable sourcing has been on the purchasing and supply management research agenda for more than a decade and is among the most
popular topics in the field today. Meanwhile, companies have developed
a range of methods and tools for managing sustainable sourcing, which
has grown to be an integrated part of purchasing strategy. However, at
Discussion
14 mechanisms have been found in the 53 reviewed articles and the four
most dominant mechanisms have been analyzed in this review. But only
21 of the reviewed articles mention performance effects caused by the 14
mechanisms. Actual sustainable performance factors found in the analysis of the four mechanisms Codes of Conduct, certifications, audits/monitoring and collaboration/supplier involvement were mainly connected to
green sustainability; such as reduced packaging, recycling, reduction of