Our readers generally make or influence the Procurement and Purchasing decisions within their organisations.

We cater to an audience of procurement practitioners with designations such as BEE Supplier Officers, Commodity and Contract Managers, Purchasing and Procurement Managers, P&SM Strategists and Sourcing Analysts and Specialists, active in all sectors of commerce and industry in all tiers of government, including parastatals and State owned-enterprises.

On the first Wednesday of the month our Publishing Editor, Bernie van Niekerk (B.Eng), oversees the content of relevant articles of interest to this audience which is published in the monthly SmartNewsletter to 11 500 voluntary subscribers. Our readership is updated on the latest developments and trends affecting Procurement processes, skill-sets, strategies, solutions, techniques, technologies, tools as well as the jobs and careers available, to improve the efficiencies of South Africa's national supply chains.

SmartProcurement is certified by the National Empowerment Rating Agency as a Level 4 BEE Contributor.

Editor’s Note

When SmartProcurement was first published almost a decade ago, I asked our readers “Is profit made when you buy or when you sell?”

This question usually caused some debate, because Procurement Functions of the time were predominantly tasked with the administration of purchasing, rather than strategic Procurement.

Almost ten years on a great many organisations have taken the leap to reposition where Procurement is headed.

We are in a time of financial uncertainty. But while turnover may have declined, overheads and expenses have not. It is in times of a poor harvest that Procurement must tighten an organisation’s belt. Never before has the responsibility of Procurement leaders been higher, and the opportunities more prevalent to escalate Procurement to main board level, to receive recognition.

However, just as the battle to win strategic recognition from organisations is being won, a lack of available and talented leaders is cited as a major reason for Procurement and Supply Managers not reporting directly to EXCO level.

There are gaps in the skill sets of some organisations as the expertise is simply just not available.

The fundamental premise is no longer, “should the Procurement function play a strategic role?” But rather, “are the senior individuals up to the task?” And this is an area that can be corrected through a formal talent management and training programme.
It is an exciting time in Procurement and Supply Chain Management. The discipline is catching-up for all the time it spent in the in the background. This development is dynamic and SmartProcurement will continue to bring you the latest news and trends empowering Procurement professionals.

To your success!

Bernie van Niekerk
Publishing Editor
bernievn@smartprocurement.net