NATIONAL GOVERNMENT DEPARTMENTS SUPPLY CHAIN MANAGEMENT …. Supply Chain... · 2016-12-19 · NATIONAL GOVERNMENT DEPARTMENTS SUPPLY CHAIN MANAGEMENT BASELINE STUDY PHASE 1 & 2 Page

PRELIMINARY ANALYSIS REPORT

NATIONAL DEPARTMENTS - SUPPLY CHAIN MANAGEMENT BASELINE STUDY PHASE 1 AND 2

30 MARCH 2016 NATIONAL TREASURY CAPACITY DEVELOPMENT

NATIONAL GOVERNMENT DEPARTMENTS SUPPLY CHAIN MANAGEMENT

BASELINE STUDY PHASE 1 & 2

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Table of Contents

1. EXECUTIVE SUMMARY ........................................................................................................ 3

2. INTRODUCTION AND OVERVIEW ......................................................................................... 4

2.1 Background ................................................................................................................................... 4

2.2 Scope ............................................................................................................................................ 5

2.3 General comments ....................................................................................................................... 5

2.4 Challenges and limitations ............................................................................................................ 6

2.5 National Government Departments Data Analysis ...................................................................... 6

2.5.1 Operational Supply Chain Management Structures ..................................................................... 6

2.5.2 Funded, Filled and Vacant Posts .................................................................................................... 7

Figure 1: National departments’ vacancies as percentage of funded post ............................... 7

2.5.3 Supply Chain Management Functions ........................................................................................... 8

Figure 2: National government departments SCM functions ..................................................... 8

2.6 National Government Departments Individual Data Analysis .................................................... 10

2.6.1 Demographics ............................................................................................................... 10

Figure 3: Nationality and Race ................................................................................................... 10

Figure 4: Gender and Age ........................................................................................................... 10

Figure 5: Occupational Roles: National Level ............................................................................ 11

Figure 6: Salary levels of officials at National Level .................................................................. 11

Figure 7: Officials in acting positions at National Level ............................................................ 12

2.6.2 Qualifications ................................................................................................................ 12

Figure 8: Highest Secondary Qualifications ............................................................................... 12

Figure 9: Professional Affiliation ................................................................................................ 13

Figure 10: Completed Qualifications at National Level ............................................................. 13

Figure 11: Description of Completed Qualifications at National Level..................................... 14

Figure 12: Qualifications officials are interested in undertaking.............................................. 14

2.6.3 Training ......................................................................................................................... 15

Figure 13: Supply Chain Management Courses completed ...................................................... 15

Figure 14: Supply Chain Management officials are interested in undertaking ........................ 16

2.6.4 Skills Profile ................................................................................................................... 16

Figure 15: Public Sector Experience vs. Private Sector Experience .......................................... 16



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Figure 16: Experience: Public Sector SCM vs. Private Sector SCM ............................................ 17

3. General Findings ............................................................................................................... 17

4. Conclusion ....................................................................................................................... 19

ANNEXURE 1- SCM BASELINE ROADSHOWS ............................................................................. 20

ANNEXURE 2: SUPPLY CHAIN MANAGEMENT FUNCTIONS PER NATIONAL GOVERNMENT

DEPARTMENT ............................................................................................................................. 22



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1. EXECUTIVE SUMMARY

The objective of the Supply Chain Management(SCM) baseline study is in line

with National Treasury Strategic Plan: 2015/2019 Programme 5: Financial

Accounting and Supply Chain Management Systems, strategic objective 5.5

which is to develop Supply Chain Management capacity.

On 10 December 2014 the Cabinet Committee for Governance and

Administration adopted the recommendations proposed in the Cabinet

Memorandum No: 25 of 2014 pertaining to SCM reforms and capacity

development. Cabinet noted the strategic importance of SCM in service delivery

and in achieving South Africa’s developmental and transformational objectives.

In order to position SCM as a strategic function, Cabinet approved a range of

steps to reform the SCM system which includes amongst others, that the SCM

performance criteria be included in the performance agreements of Accounting

Officers from 1 April 2015 and that Accounting Officers to conduct a capacity

review of SCM staff and take remedial action where required.

The strategic objective statement of the Supply Capacity Building chief

directorate within the Office of the Accountant-General at National Treasury is

to research, develop and implement interventions that will contribute to

improved Supply Chain Management capacity, capability and performance in

all three spheres of government, through institutional, organisational, individual

and stakeholder development.

The Supply Chain Management (SCM) Baseline Study seeks to

determine the number, demographic profile and

qualifications of SCM officials (practitioners and managers)

that are currently employed in the national, provincial and

local spheres of government.

This is a consolidated preliminary SCM baseline study

report in respect of national government departments.

The main source of information for the exercise is a

survey completed by SCM managers and practitioners.

Government is the single biggest spender in South Africa

and must promote good financial management in order

to maximise delivery through the efficient and effective use of limited resources.

A well performing Supply Chain Management function is therefore critical to

achieving the strategic objectives and goals of any government institution.

The third National Skills Development Strategy (NSDS III) recognises that the

capacity of the public sector lags far behind what is expected of it, and in many



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areas critical to the nation’s needs, there are serious skills gaps. To achieve the

goals of a developmental state it requires a public service that is skilled and

capable to deliver quality services efficiently and effectively.

Public procurement is a core function of public financial management and

service delivery. Government institutions are under increasing pressure to

deliver and demonstrate success in terms of both service delivery and

organisational performance. State institutions must ensure that their employees

have the necessary knowledge, skills and attributes required to undertake their

duties competently.

The accounting officer must ensure that the Supply Chain Management

function is adequately structured and staffed with appropriately qualified and

competent professionals able to support management in achieving the

organisational mandate, strategy and goals.

2. INTRODUCTION AND OVERVIEW

During the period 2015 to 2016, the National Treasury conducted a baseline

study in public sector SCM to determine a baseline capacity review of public

sector SCM in order to help government with its goal linked to Presidential

Outcome 12: “to improve planning, resource allocation, performance and

service delivery.”

There are two phases to the project, the first being the collection of

organisational data and the second being an individual survey.

Phase one (1) required each national department to provide the number of

funded, filled and vacant posts in the SCM Units, including the names of SCM

officials, their job title and email address, together with an approved

organisational structure of the SCM function in their respective institutions.

Phase two (2) required each individual to complete an online questionnaire to

determine the demographic, qualifications, courses and experience of

individual SCM officials in the entity.

2.1 Background

Serious capacity and capability constraints exist across government

pertaining to public Supply Chain Management (SCM) across the three

spheres of government.



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National Treasury intends to design, develop and deliver public sector specific

interventions aimed at improving the capacity and capability of public sector

employees in SCM.

A systematic capacity and capability needs easements provides a realistic

basis upon which to plan, budget, direct, monitor and evaluate effective and

efficient Capacity Development initiatives and Education, Training and

Development (ETD) programmes.

The results of the baseline study will inform the development of responsive and

appropriate capacity development solutions and enable the National Treasury

and state institutions to channel resources into the areas where they will

contribute the most to capacity development interventions, employee training

and development, as well as enhancing staff morale and organisational

performance.

2.2 Scope

This report on the SCM baseline study involves forty three (43) national

government departments. The provincial departments and municipalities

report will be finalised and released in the second and third quarter of the

2016/2017 financial year respectively.

It should be noted that information presented below is a preliminary analysis

of the SCM baseline study of phase 1 and 2. There may be no correlation of

the number of surveys completed between the two phases due to the

following reasons:

Structural changes and changes in staffing as a result of appointments,

resignations and retirements; and

New employees that were not part of the phase 1 survey, however, have

completed phase 2 surveys.

The data reflects the submissions from respective national departments.

SCM baseline road shows were conducted with various national departments

in order to assist them to complete both phase 1 and 2 surveys (for a list of

these road shows conducted, please refer to Annexure 1).

2.3 General comments

It should be noted that the information presented below is a preliminary

analysis of the Supply Chain Management (SCM) Baseline Study Phase

1 and Phase 2;



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The data reflects the submissions from the respective national

government departments; and

The data needs to be updated periodically to cater for structural changes

and changes in staffing due to appointments, resignations and

retirements.

2.4 Challenges and limitations

The study is dependent on the full cooperation and support of all government

institutions and individual SCM employees. Some departments were non-

responsive; others submitted incomplete, incoherent or inaccurate

organisational data. The data submitted required extensive validation.

Various surveys were completed without the following information:

Organisational structures;

Incomplete surveys which had to be re-done for the relevant departments to confirm the information;

No individual e-mail addresses loaded on the system in order to conduct phase 2 survey;

Incorrect individual e-mail addresses provided;

Some departments and staff completing the survey more than once. Duplicated surveys had to be deleted;

Departments not completing both phase 1 and 2 timeously;

Incoherent information and a number of abbreviations which do not make sense provided;

Information technology (IT) system being down most of the time and some staff not being able to access the survey due to different IT platforms; and

Some staff completing the survey without understanding the question and therefore providing irrelevant information.

Some surveys questionnaires fields not properly structured in order to conduct the

data analysis effectively and efficiently.

The most important findings are summarised in section five (5) of this report.

2.5 National Government Departments Data Analysis

2.5.1 Operational Supply Chain Management Structures

A review of submitted responses to the surveys indicates that a number of

national departments do not have adequate SCM structures. There are no



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standardised SCM structures; some structures do not include all the elements

of the public sector SCM Model such as Demand Management, Contract

Administration/Management, Disposal Management, Supply Chain Risk

Management or Supply Chain Performance Management; and other structures

provide for combinations of the different elements of the public sector SCM

Model.

This is understandable due to different sizes of the departments, mandates and

strategic plans. For example, in some departments the Asset Management

function and structure fall under the Finance Management Unit and not within

the SCM units.

2.5.2 Funded, Filled and Vacant Posts

Figure 1: National departments’ vacancies as percentage of funded post

SUPPLY CHAIN MANAGEMENT NATIONAL GOVERNMENT DEPARTMENTS

FILLED POSTS AND VACANCIES

Description Funded Filled Vacant Vacancies as % of Funded Positions

South African Police 1211 1111 100 8%

Public Works 620 487 133 21%

Justice and Constitutional Development

228 198 30 13%

Labour 210 172 38 18%

Correctional Services 178 145 33 19%

Agriculture Forestry and Fisheries 155 137 18 12%

Water and Sanitation 136 94 42 31%

Rural Development and Land Reform 120 107 13 11%

Health 66 65 1 2%

International Relations & Cooperation 63 54 9 14%

Environmental Affairs 58 58 0 0%

The Presidency 55 43 12 22%

State Security Agency 51 49 2 4%

Statistics South Africa 49 42 7 14%

Mineral Resources 44 37 7 16%

Human Settlements 42 40 2 5%

Social Development 37 37 0 0%

Transport 35 24 11 31%

Trade and Industry 35 32 3 9%

Higher Education and Training 33 25 8 24%

Government Communication and Information System

31 24 7 23%



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Telecommunications and Postal Services

31 21 10 32%

National Treasury 29 28 1 3%

Public Service & Administration 27 27 0 0%

Parliament 28 25 3 11%

Tourism 23 21 2 9%

Independent Police and Investigative Directorate

22 18 4 18%

Basic Education 20 20 0 0%

Science and Technology 19 17 2 11%

Energy 18 18 0 0%

Arts and Culture 18 15 3 17%

Sport and Recreation South Africa 17 11 6 35%

Performance Monitoring and Evaluation

17 16 1 6%

Cooperate Governance 17 16 1 6%

National School of Government 7 6 1 14%

Office of the Chief Justice 14 9 5 36%

Small Business Development 11 0 11 100%

Military Veterans 8 7 1 13%

Women 7 6 1 14%

Economic Development 7 4 3 43%

Public Enterprises 6 6 0 0%

Traditional Affairs 5 3 2 40%

Home Affairs 74 70 4 5%

Total 3882 3345 537 14%

Six national departments have 0% vacancy rates. Twelve departments have high

vacancy rates excedding 20%.Some of these departments have recently advertised

the positions and are in the process of filling them.

2.5.3 Supply Chain Management Functions

Figure 2: National government departments SCM functions

NATIONAL DEPARTMENTS SCM FUNCTIONS

Supply Chain Management Function Filled Vacant Total

Demand Management 238 43 281

Acquisition Management 572 92 664

Contract Administration/Management 88 23 111

Transversal Contracting 21 1 22

Logistics Management 1062 179 1241



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Asset Management 536 46 582

Disposal Management 152 8 160

Supply Chain Risk Management 37 6 43

Supply Chain Performance Management 92 38 130

Infrastructure Procurement 66 8 74

* Other 481 93 574

Total 3345 537 3882

* Explanation of Other Filled Vacant Total

Other is a combination of SCM Functions: Examples are provided below 481 93 574

Facilities

Transport Management

Fleet Management

Property Management

Support Services

Travel, Accommodation and Corporate Accounts

Research and Development

Moveable Asset Management

Logistics, Disposal and Procurement

Total 481 93 574

Figures 2 shows that the majority of employed SCM staff is in the Logistics

Management function with few staff employed in Contract Administration/Management

and SCM Performance Management functions. The least of officials are within

Transversal Contracting and Supply Risk Management functions.

The Supply Chain Performance Management function has the highest vacancy rate of

29% followed the by Contract Administration/Management with a vacancy rate of 21%.



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2.6 National Government Departments Individual Data Analysis

2.6.1 Demographics

Figure 3: Nationality and Race

Figure 3 above indicates that 99% of employees in national departments are South

African citizens. The racial composition of staff is in line with the national

demographics.

Figure 4: Gender and Age

An analysis by gender, represented in Figure 4 above indicates that males are in the

minority, i.e. 43% of the total staff. This is also in line with the national demographics

due to more female representation. 45% of staff is below 36 years of age. 55% of staff

is above the age of 36. Only 2% of staff is below 25 years of age.

99%

1% 0%0%

20%

40%

60%

80%

100%

120%

Nationality

SA

Unknown

Other78%

12%

7%

2% 1%Race

Black

White

Coloured

Asian

Unknown

57%

43%

0%0%

10%

20%

30%

40%

50%

60%

Female Male Unknown

Gender

2%

22%

21%

31%

12%

12%

1%

0% 10% 20% 30% 40%

18yrs-25 yrs

26 yrs- 31 yrs

32yrs-36 yrs

37 yrs- 45 yrs

46yrs-50 yrs

51 yrs- 70 yrs

Unknown

Age



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Figure 5: Occupational Roles: National Level

The majority of staff in national departments is employed at practitioner and

supervisory levels.

Figure 6: Salary levels of officials at National Level

The majority of staff is between salary level 5 and 8.

38%

39%12%

6%3%

2%

PractitionerLevel

SupervisoryLevel

JuniorManagement

Service

MiddleManagement

Service (MMS)

SeniorManagementService (SMS)

Unknown

Post Levels 1-6 Post Levels 7-8Post Levels 9-

10Post Levels 11-

12Post Levels 13-

16Unknown

Series1 38% 39% 12% 6% 3% 2%

Occupational Roles National Level

0% 0% 0%3% 3% 3%

5%7%

14%

25%

18%

16%

2%1% 0% 1% 2%

0%

5%

10%

15%

20%

25%

30%

Salary Level



Page 12 of 33

Figure 7: Officials in acting positions at National Level

Only 4% of officials are in acting positions in national departments.

2.6.2 Qualifications

Figure 8: Highest Secondary Qualifications

Only 4% of staff has no matric qualification as represented by 1% of staff having

Grade 11% and 3% having only Grade 10 secondary school qualifications.

4%

96%

0%

Acting orNot Acting

Yes

No

Unknown

65%

32%

1% 3%

Highest Secondary Qualifications

Matric

Grade 12 or Standard 10

Grade 11 or Standard 9

Grade 10 of Standard 8



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Figure 9: Professional Affiliation

Only 2% of officials belong to a professional body or association. Out of that 2%,

only 1% belong to CIPS.

Figure 10: Completed Qualifications at National Level

60% of staff has either a national diploma or undergraduate degree-i.e. a

combination of national diploma (41%) and bachelor degree (19%). Only 1% has

post graduate qualification.

1%0%0%0%0%0%0%0%0%0%0%0%0%1%

97%

0% 20% 40% 60% 80% 100% 120%

CIPS

IIA

Joint Matriculation…

Mind Sport

SAIBA

SAICA

SA Pharmacy Council

Not Applicable

Professional Affiliation

13%

41%19%1%

0%

0%

25%

0%

Completed Qualifications

National Certificate

National Diploma

Bachelors Degree

Honours

Masters

Doctorate

Not Applicable

Unknown



Page 14 of 33

Figure 11: Description of Completed Qualifications at National Level

DESCRIPTION TOTAL IN % TOTAL IN VALUE

Accounting 11% 151

Auditing 2% 22

Asset Management 0% 1

Law 0% 4

Logistics 12% 163

Marketing 1% 10

Policing 0% 1

Procurement Management 2% 27

Purchasing Management 3% 38

Project Management 0% 4

Public Administration 6% 82

Public Management 10% 141

SCM 2% 28

SCM Risk Management 0% 1

Strategic SCM 0% 1

Store Control 0% 5

Transportation 1% 8

Other 13% 184

Unknown 6% 89

Not Applicable 30% 413

Total 100% 1373

Only 19% of staff has completed SCM related qualifications with majority of courses

noticeable under accounting and public management.

Figure 12: Qualifications officials are interested in undertaking

2%

7%

13%

5%4%

1%68%

Interested Qualifications

National Certificate

National Diploma

Bachelors Degree

Honours

Masters

Doctorate

Unknown



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20% of staff has shown an interest in doing either a national diploma or bachelor’s

degree. 10% of staff has shown an interest in doing post graduate qualification.

2.6.3 Training

Figure 13: Supply Chain Management Courses completed

Figure 13 indicates that none of the staff has completed municipal SCM courses. This

raises questions with regard to the appropriate support to be provided to Municipalities

by provincial treasuries support staff given the amount of challenges at local

government level.

Only 14% of staff has completed an introductory course in Public Sector SCM. 5% of

staff has completed a Demand Management course. 5% of staff has completed

Acquisition Management course. 7% of staff has completed Logistics Management

course. 7% of staff has completed Asset Management course.

41%14%7%7%

2%5%

7%0%1%

5%0%

5%0%

2%0%0%0%1%1%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Unknown

Supply Chain Management for the Public Service

Logistics Management

Asset Management

Disposal Management

Acquisition Management

Bid Committees (PFMA)

Bid Committees (MFMA)

Supply Chain Risk Management

Contract Management (PFMA)

Contract Management (MFMA)

Demand Management

Municipal Supply Chain Management

Supply Chain Performance Management

Conduct Initial Assessment for Strategic Sourcing

Develop a Sourcing Strategy

Execute a Sourcing Strategy

Training on the Revised Preferential…

The Prevention, Detection and Combating of…

SCM Courses CompletedNational Level



Page 16 of 33

Figure 14: Supply Chain Management officials are interested in undertaking

Figure 14 shows that only a minority of staff are interested in doing SCM courses

focusing on municipalities. Few members of staff are interested in attending training

courses focusing on the various elements of the public sector SCM model. Each

element does not exceed 10%.

2.6.4 Skills Profile

Figure 15: Public Sector Experience vs. Private Sector Experience

16%8%8%

6%4%

7%6%

1%8%

10%1%

9%1%

6%1%

3%1%

3%2%

0% 2% 4% 6% 8% 10% 12% 14% 16% 18%

Unknown

Logistics Management

Disposal Management

Bid Committees (PFMA)

Supply Chain Risk Management

Contract Management (MFMA)

Municipal Supply Chain Management

Conduct Initial Assessment for Strategic Sourcing

Execute a Sourcing Strategy

The Prevention, Detection and Combating of…

Interested SCM CoursesNational Level

2%

26%

24%

27%

15%

6%

1%

73%13%

0%

8%

1%

0%

6%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Less than 1 Year

Between 1 year and 5 years

Between 6 years and 10 years

More than 10 years

More than 20 years

More than 35 years

Unknown

Number of Years Experience at National LevelPublic Sector vs. Private Sector

Number ofyears inPrivate Sector

Number ofyears in PublicService



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Figure 15 shows that 27% of staff has been in the public service for more than 10

years whereas 73% of employees have less than 1 year in the private sector.

Figure 16: Experience: Public Sector SCM vs. Private Sector SCM

An analysis of the public sector SCM number of experience versus public sector,

represented in figure 35 above, indicate that majority of staff has been in the public

sector for more than 10 years. 83% has been employed in private sector SCM for less

than 1 year.

3. General Findings

Overall the analysis reveals the following regarding national departments:

A number of government departments do not have adequate SCM

structures. There are no standardised SCM structures across government

departments; some structures primarily cater for Acquisition and Logistics

Management and do not include all the other elements of the public sector

SCM Model;

There is a high vacancy rate in terms of the phase 1 report which could have

an impact on the level of performance and fulfilling the approved mandates

by government;

4%

34%

0%

48%

9%

2%

1%

83%

7%

0%

3%

0%

0%

7%

0% 20% 40% 60% 80% 100%

Less than 1 Year

Between 1 year and 5 years

Between 6 years and 10years

More than 10 years

More than 20 years

More than 35 years

Unknown

Number of Years Experience at National LevelPublic Sector SCM vs. Private Sector SCM

Number ofyears inPrivateSector SCM

Number ofyears inPublic SectorSCM



Page 18 of 33

There is insufficient capacity in operational SCM units to provide the

appropriate level of performance required to support service delivery by

government departments;

Not all SCM managers and practitioners have completed the phase 2

individual survey in relation to phase 1 organisational data survey and this

was beyond the control of team collecting the data;

The demographics of officials in terms of nationality, race, gender and

people with disabilities is in line with the national demographic profile of the

country;

55% of staff is above the age of 36 and their job experience could be used

to provide on the job training for newly employed officials and existing

officials in government departments. They could also be trained as coaches

and mentors.

Very few officials are aware that there is an SCM Professional Body and

Associations which is useful to enhance their knowledge and experience

outside the government environment. This was ascertained from the actual

surveys completed and from the road shows conducted. The benefits of

belonging to a professional body or a relevant Association, amongst others

are: networking opportunities, broadening knowledge: education, attending

conferences and seminars, joining communities of practice and sharing

SCM good practice.

Although 61% of officials have tertiary qualifications there is lack of relevant

SCM academic qualifications;

There is inadequate uptake of opportunities for attending short term SCM

training courses.

Overall, one of the biggest challenges as reported in Auditor-General’s general report

dated 2014/2015 is that national departments have challenges in attracting and

retaining qualified and competent SCM officials.

It is therefore evident from the survey conducted that there is a correlation between

the AG`s findings and the results emanating from the survey conducted by the

National Treasury that the majority of SCM employees have been in government for

many years without appropriate SCM related academic qualifications and relevant

training.



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4. Conclusion

The accounting officer must ensure that the Supply Chain Management function is

adequately structured and staffed with appropriately qualified and competent

professionals able to support management in achieving the organisational

mandate, strategy and goals.

From the surveys conducted, it is revealed that there are a number of important

issues which need immediate and urgent attention. Amongst others, some of these

issues to be addressed are: standardisation and implementation of SCM structures

across all spheres of government based on their strategic plans and mandates.

The results of the survey provide a platform to prioritise the filling of critical vacant

posts, the development of relevant SCM academic qualifications, on the job training

initiatives, coaching and mentoring programmes at senior management level.

Adequate resources must therefore be mobilised to ensure the implementation of

these interventions, including allocation of adequate training budgets.

This also provides an opportunity to professionalise the SCM sector to be on par

with other financial management disciplines and host a public procurement

colloquium in order to address some of the challenges highlighted in this report.

SCM BASELINE ROAD SHOWS NATIONAL GOVERNMENT DEPARTMENTS

ANNEXURE 1- SCM BASELINE ROADSHOWS

1 Agriculture, Forestry & Fisheries (2) X

2 Basic Education √ 14/03/2016

3 Government Communication and Information System √ 16/03/2016

4 Correctional Services (9) X

5 Economic Development √ 16/03/2016

6 Health X

7 Human Settlements √ 17/03/2016

8 Mineral Resources √ 17/03/2016

9 National School of Government √ 17/03/2016

10 National Treasury √ 21/09/2015

11 Independent Police Investigative Directorate √ 15/03/2016

12 Planning, Monitoring & Evaluation X

13 Statistics South Africa √ 14/03/2016

14 Tourism (2) √ 17/03/2016

15 Trade and Industry √ 16/03/2016

16 Environmental Affairs √ 17/03/2016

17 Arts & Culture √ 17/03/2016

18 Transport X

19 Women X

20 Telecommunications & Postal Services √ 18/03/2016

21 Science & Technology X

22 Public Enterprises √ 16/03/2016

23 Labour √ 15/03/2016

24 Office of the Chief Justice & Judicial Administration X

NATIONAL GOVERNMENT DEPARTMENTS SUPPLY CHAIN MANAGEMENT BASELINE STUDY PHASE 1 & 2

Page 21 of 33

SCM BASELINE ROAD SHOWS NATIONAL GOVERNMENT DEPARTMENTS

ANNEXURE 1- SCM BASELINE ROADSHOWS

25 Home Affairs X

26 Higher Education & Training X

27 Energy √ 18/03/2016

28 Sport & Recreation South Africa X

29 The Presidency √ 18/03/2016

30 Military Veterans X

31 Public Service & Administration X

32 South African Police Service X

33 Cooperative Governance √ 16/03/2016

34 Social Development X

35 Water & Sanitation √ 15/03/2016

36 State Security X

37 Small Business Development √ 16/03/2016

38 Rural Development & Land Reform √ 15/03/2016

39 International Relations & Cooperation √ 16/03/2016

40 Justice & Constitutional Development X

41 Traditional Affairs X

42 Public Works √ 15/03/2016

43 Parliament X


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ANNEXURE 2: SUPPLY CHAIN MANAGEMENT FUNCTIONS PER NATIONAL GOVERNMENT DEPARTMENT

Description Filled: Demand

Management

Vacant: Demand

Management

Filled: Acquisitio

n Managem

ent

Vacant : Acquisitio

n Managem

ent

Filled: Contract

Administration/Management

Vacant : Contract


Filled: Transvers

al Contracti

ng

Vacant: Transvers

al Contracti

ng

Office of the Chief Justice 0 0 4 0 0 0 0 0

Agriculture Forestry and Fisheries 11 2 19 2 0 0 0 0

Arts and Culture 0 0 5 2 1 0 0 0

Cooperate Governance 1 0 5 1 0 0 0 0

Traditional Affairs 0 0 2 1 0 0 0 0

Energy 0 0 5 0 2 0 0 0

Environmental Affairs 0 0 9 0 0 0 0 0

Higher Education and Training 0 2 1 0 1 0 0 0

Home Affairs 0 0 0 0 0 0 0 0

Independent Police and Investigative Directorate 2 0 2 1 2 1 1 0

International Relations & Cooperation 11 0 10 0 2 0 0 0

Labour 20 9 26 0 11 7 12 0


Page 23 of 33


Management

Vacant: Demand

Management

Filled: Acquisitio

n Managem

ent

Vacant : Acquisitio

n Managem

ent

Filled: Contract


Vacant : Contract


Filled: Transvers

al Contracti

ng

Vacant: Transvers

al Contracti

ng

Military Veterans 1 0 1 0 1 0 1 0

Public Enterprises 1 0 1 0 1 0 0 0

Public Service & Administration 0 0 10 0 2 0 0 0

Rural Development and Land Reform 12 2 20 1 3 0 0 0

Science and Technology 0 0 0 0 0 0 0 0

Small Business Development 0 2 0 2 0 2 0 0

Social Development 5 0 4 0 0 0 0 0

South African Police 54 5 157 18 22 0 0 0

Sport Recreation South Africa 2 0 3 1 0 0 0 0

State Security Agency 8 0 20 2 0 0 0 0

Telecommunications and Postal Services 3 1 3 1 1 2 0 0

The Presidency 0 0 4 3 0 1 0 0

Transport 8 3 6 5 4 1 0 0

Water and Sanitation 3 1 13 15 0 0 0 0


Page 24 of 33


Management

Vacant: Demand

Management

Filled: Acquisitio

n Managem

ent

Vacant : Acquisitio

n Managem

ent

Filled: Contract


Vacant : Contract


Filled: Transvers

al Contracti

ng

Vacant: Transvers

al Contracti

ng

Women 0 1 3 0 0 0 0 0

Basic Education 1 0 3 0 3 0 0 0

Communications 2 1 5 1 1 0 0 1

Correctional Services 9 2 18 6 16 7 1 0

Economic Development 1 0 1 0 0 0 0 0

Health 6 0 2 1 0 0 0 0

Human Settlements 6 0 4 1 1 0 1 0

Justice and Constitutional Development 10 0 69 10 4 0 4 0

Mineral Resources 5 0 7 1 5 0 0 0

National School of Government 0 0 2 0 0 0 0 0

National Treasury 4 0 3 1 2 0 0 0

Performance Monitoring and Evaluation 2 0 3 1 0 0 0 0

Public Works 31 8 86 13 0 0 0 0

Tourism 3 0 2 1 0 0 0 0


Page 25 of 33


Management

Vacant: Demand

Management

Filled: Acquisitio

n Managem

ent

Vacant : Acquisitio

n Managem

ent

Filled: Contract


Vacant : Contract


Filled: Transvers

al Contracti

ng

Vacant: Transvers

al Contracti

ng

Statistics South Africa 8 2 15 0 2 2 0 0

Parliament 2 2 9 1 0 0 0 0

Trade and Industry 6 0 10 0 1 0 1 0

Total 238 43 572 92 88 23 21 1

Description Filled: Logistic Manage

ment

Vacant: Logistic Manage

ment

Filled: Asset

Management

Vacant: Asset

Management

Filled: Disposal Manage

ment

Vacant Disposal Manage

ment

Filled Supply Chain Risk

Management

Vacant Supply Chain Risk

Management

Filled Supply Perform

ance Chain

Management

Vacant Supply Chain

Performance

Management

Office of the Chief Justice 1 1 2 2 2 2 0 0 0 0


Page 26 of 33


ment


ment

Filled: Asset

Management

Vacant: Asset

Management


ment


ment


Management


Management


ance Chain

Management

Vacant Supply Chain

Performance

Management

Agriculture Forestry and Fisheries 72 9 3 1 0 0 0 0 0 0 Arts and Culture 4 1 3 0 0 0 0 0 0 0

Cooperate Governance 5 0 3 0 0 0 0 0 2 0 Traditional Affairs 1 1 0 0 0 0 0 0 0 0

Energy 9 0 0 0 0 0 0 0 0 0

Environmental Affairs 34 0 9 0 0 0 0 0 0 0 Higher Education and Training 22 6 0 0 0 0 0 0 0 0

Home Affairs 0 0 0 0 0 0 0 0 0 0 Independent Police and Investigative Directorate 3 0 4 2 2 0 1 0 1 0

International Relations & Cooperation 31 0 0 0 0 0 0 0 0 0

Labour 50 0 20 9 11 3 22 0 0 10 Military Veterans 1 0 1 0 0 0 0 0 0 1


Page 27 of 33


ment


ment

Filled: Asset

Management

Vacant: Asset

Management


ment


ment


Management


Management


ance Chain

Management

Vacant Supply Chain

Performance

Management

Public Enterprises 1 0 1 0 0 0 0 0 1 0 Public Service & Administration 7 0 4 0 0 0 0 0 0 0 Rural Development and Land Reform 28 0 8 3 0 0 0 0 14 3

Science and Technology 5 0 3 0 0 0 0 0 0 0 Small Business Development 0 1 0 3 0 1 0 0 0 0

Social Development 21 0 5 0 0 0 0 0 0 0

South African Police 125 26 343 0 119 0 3 5 50 18 Sport Recreation South Africa 3 2 2 2 0 0 0 0 0 0

State Security Agency 13 0 0 0 4 0 0 0 4 0 Telecommunications and Postal Services 10 1 4 2 0 0 0 0 0 0


Page 28 of 33


ment


ment

Filled: Asset

Management

Vacant: Asset

Management


ment


ment


Management


Management


ance Chain

Management

Vacant Supply Chain

Performance

Management

The Presidency 14 1 6 3 0 0 0 0 0 2

Transport 0 0 6 2 0 0 0 0 0 0

Water and Sanitation 58 13 16 12 0 0 0 0 0 0

Women 2 0 1 0 0 0 0 0 0 0 Basic Education 6 0 7 0 0 0 0 0 0 0

Communications 6 4 2 0 2 0 4 0 2 0

Correctional Services 63 15 15 0 4 0 1 1 7 0

Economic Development 1 0 1 0 0 0 0 0 0 1

Health 33 0 15 0 0 0 0 0 0 0

Human Settlements 12 0 5 1 0 0 0 0 1 1 Justice and Constitutional Development 30 5 26 3 5 2 0 0 2 2 Mineral Resources 11 4 7 1 0 0 1 0 0 0


Page 29 of 33


ment


ment

Filled: Asset

Management

Vacant: Asset

Management


ment


ment


Management


Management


ance Chain

Management

Vacant Supply Chain

Performance

Management

National School of Government 1 1 2 0 0 0 0 0 0 0 National Treasury 14 0 0 0 0 0 3 0 2 0 Performance Monitoring and Evaluation 3 0 2 0 0 0 1 0 0 0

Public Works 322 81 0 0 0 0 0 0 0 0

Tourism 8 1 4 0 2 0 0 0 2 0 Statistics South Africa 15 3 0 0 0 0 0 0 0 0

Parliament 11 0 0 0 0 0 0 0 0 0

Trade and Industry

5 3 5 0 1 0 1 0 2 0

Total 1061 179 535 46 152 8 37 6 90 38


Page 30 of 33

Description Filled Infrastructur

e Procurement

Vacant Infrastructur

e Procurement

Filled Other Vacant: Other

Total Vacant Total Filled Total Posts

Office of the Chief Justice 0 0 0 0 5 9 14 Agriculture Forestry and Fisheries 0 0 32 3 18 137 155

Arts and Culture 0 0 2 0 3 15 18

Cooperate Governance 0 0 0 0 1 16 17

Traditional Affairs 0 0 0 0 2 3 5

Energy 0 0 2 0 0 18 18

Environmental Affairs 0 0 6 0 0 58 58 Higher Education and Training 0 0 1 0 8 25 33

Home Affairs 0 0 70 4 4 70 74 Independent Police and Investigative Directorate 0 0 0 0 4 18 22 International Relations & Cooperation 0 0 0 9 9 54 63

Labour 0 0 0 0 38 172 210

Military Veterans 1 0 0 0 1 7 8


Page 31 of 33


e Procurement


e Procurement



Public Enterprises 0 0 0 0 0 6 6

Public Service & Administration 0 0 4 0 0 27 27 Rural Development and Land Reform 0 0 22 4 13 107 120 Science and Technology 0 0 9 2 2 17 19

Small Business Development 0 0 0 0 11 0 11

Social Development 0 0 2 0 0 37 37

South African Police 64 8 174 19 100 1111 1211 Sport Recreation South Africa 0 0 1 1 6 11 17

State Security Agency 0 0 0 0 2 49 51 Telecommunications and Postal Services 0 0 0 3 10 21 31

The Presidency 0 0 19 2 12 43 55

Transport 0 0 0 0 11 24 35


Page 32 of 33


e Procurement


e Procurement



Water and Sanitation 0 0 4 1 42 94 136

Women 0 0 0 0 1 6 7

Basic Education 0 0 0 0 0 20 20

Communications 0 0 0 0 7 24 31 Correctional Services 1 0 10 3 33 145 178 Economic Development 0 0 0 2 3 4 7

Health 0 0 9 0 1 65 66 Human Settlements 0 0 10 0 2 40 42 Justice and Constitutional Development 0 0 48 8 30 198 228

Mineral Resources 0 0 1 1 7 37 44

National School of Government 0 0 1 0 1 6 7

National Treasury 0 0 0 0 1 28 29 Performance Monitoring and Evaluation 0 0 5 0 1 16 17

Public Works 0 0 48 31 133 487 620

Tourism 0 0 0 0 2 21 23


Page 33 of 33


e Procurement


e Procurement



Statistics South Africa 0 0 2 0 7 42 49

Parliament 0 0 3 0 3 25 28

Trade and Industry 0 0 0 0 3 32 35

Total 66 8 485 93 537 3345 3882

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NATIONAL GOVERNMENT DEPARTMENTS SUPPLY CHAIN MANAGEMENT …. Supply Chain... · 2016-12-19 · NATIONAL GOVERNMENT DEPARTMENTS SUPPLY CHAIN MANAGEMENT BASELINE STUDY PHASE 1 & 2 Page