Eskom Procurement Book 2015

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. 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. 3.8 REFERENCES [1]

58 CHAPTER 3