5.2 Study findings and recommendations
5.2.1 Theme 1: Plans and processes in place for efficient execution of SCM
5.2.1.1 The significance of planning in SCM in the DPW-PMB The role of planning in SCM
Findings of the study indicated that poor planning in SCM might be associated with the lack understanding of the role of planning in SCM by junior staff members in comparison to senior staff members. The difference in understanding the role of planning in SCM emanates from the fact that senior staff are managers with the responsible for developing SCM plans and processes. The great understanding of the role of planning in SCM by senior staff is linked to their overall advantage of being in a strategic position of management within the department.
86 Planning process of SCM
The study revealed that junior staff are not familiar about plans in place for SCM since planning process was usually executed on the upper echelons of the sub-directorate. There is lack of knowledge by junior staff knowledge regarding planning processes that were in place for SCM in the DPW since they are not involved when strategic planning processes are conducted. SCM planning process is viewed as a top management function to be attended only by senior management staff. The problems related to lack of knowledge of planning processes emanate from various sections of SCM working in silos, which constitute planning for failure.
5.2.1.2 Plans and processes in place to enable efficient execution of SCM
Findings indicated that participants from senior staff members had great understanding of processes in place for SCM execution when compared to junior staff members. Key responsibility areas of senior staff members entailed ensuring the management of processes for SCM in the DPW, which offered them more exposure to knowing such processes.
Efficiency of SCM
The research revealed that there is lack of knowledge and understanding concerning compliance with public SCM rules, legislation, norms and standards. The findings are to an extent similar to reviewed literature cited the lack of efficiency in SCM as a critical aspect in ensuring that government’s policy objectives are attained, while reducing waste, eradicating corruption and improve public sector performance, ethics, integrity, transparency and accountability need to be strengthened.
Accountability of SCM section
The study revealed that there is lack of accountability and adherence to relevant plans and processes for SCM policies the regions, which poses a great risk of abuse and mal- administration of the system as a whole resulting to poor governance. The regions are not accountable to head office since they report only to the regional directors. The SCM problems related to the ‘lack of accountability’ emanates from deficiency by the DPW to apply the principle of organisational theory.
87 Compliance to SCM processes
The research revealed that despite all relevant SCM frameworks in place for the DPW, there were problems related to deviation from normal SCM processes due to non-compliance and lack of understanding of SCM by various role players in SCM process. There is lack of accountability because of non-compliance to applicable SCM processes. Non-compliance to SCM processes prevented efficient execution of ‘SCM’ and has negative impact to delivery of services by DPW. There are continuous weaknesses in SCM resulting from the inability of staff to interpret and apply SCM policies and standards.
5.2.1.3 The role of SCM policies and procedures
The study revealed that senior staff had clear understanding of the role of policies and procedures for SCM in the DPW-PMB as opposed to their sub-ordinates (junior staff). The fieldwork data was incongruent with general literature, which cited that SCM policies, processes and procedures are frequently unclear and awkward. Problems related to the shallow role of SCM policies and procedures in the DPW is that they are not clear and simple to understand.
SCM policies and procedures are viewed as the key instruments for ensuring efficiency, effectiveness and transparency of the SCM system thus, ensuring value for money. There is a contrast and difference in qualitative data and literature since it cited that processes, procedures impede SCM process. Non-adherence to SCM policies and procedures emanates from the lack of the ability of SCM officials to apply them in practice.
Adherence to SCM policies and procedures
The study revealed that both junior staff and senior staff agreed that they adhere to SCM policies and procedure however, some could not mention them as plan and processes in place for efficient execution of SCM in DPW. The lack of adherence to SCM policies and procedures in place to implementation of SCM in DPW. The implementation of SCM policies and the delivery of services are significant for the DPW to achieve value for money. The problems related to irregular expenditure results from failure by management to review the compliance checklist of SCM processes in DPW. SCM officials lack consistency in the application of the policies and procedures through-out the regions.
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The study revealed that fieldwork data contradicts with literature which cited that non- compliance to SCM policy was due to lack of skills, capacity and knowledge of the workforce to be able to fully implement SCM across various spheres of government. The study revealed that the DPW failed to adhere to SCM best practices when it made contractual obligations with service providers as per the requirements of relevant treasury. The study showed that DPW deviated from the requirements of relevant SCM policy and legislative framework.
5.2.2 Theme 2: The role of co-ordinating, reporting and budgeting in enhancing