$1\mathrm{.}4$ Current situation

$4\mathrm{.}1\mathrm{.}1$ SCM Organogram$/$structure

Inappropriate structure in place for the implementation of the SCM System. Example

$$ Most department$$s demand and acquisition unit are combined and demand is still a challenge it need to be a stand$-$alone unit because it is a critical stage of SCM this is where planning is done. Also there is lack of contract management and Risk and SCM performance in almost all the provincial departments. Departments are using internal control which is wrong.

$$ SCM components are fragmented and tend to operate in silo$$s and this makes it difficult for provincial departments to obtain maximum value when procuring goods and services.

$$ SCM functions are performed by generalists$-$thus lack of identity

$$ This shows lack of uniformity across the Provincial Departments$($different SCM Structure$)$

$1\mathrm{.}4\mathrm{.}2$ Policies

Policies are not reviewed against emerging laws and Regulations $($reforms$)$ and where applicable.

$1\mathrm{.}4\mathrm{.}3$ Lack of $$knowledge$,$ skills and experience.

SCM practitioners do not have the required knowledge, skills and experience. The competence assessment was also done and it showed the significant gaps in the SCM skills and knowledge. This also makes it difficult for practitioner to interpret and understand the regulations$/$policies$.$

$1\mathrm{.}4\mathrm{.}4$ Continuous non$-$compliance to SCM Legal Framework.

The Auditor General report $(2018-19,2019-20,2020-21),$ indicates low level of compliance with SCM Legal framework.

Common finding are as follows

$$ Failure to use competitive process for quotation and bids $($Deviations$)$

$$ Inadequate contract management

$$ Non$-$compliance with other procurement process requirement $($ e$.$g$.$ Local Content and production$)$

$$ Awards to employees and close family members

HOW DID DEPARTMENTS GET HERE