This
chapter critically evaluates the effectiveness of supply chain management (SCM)
reforms in South Africa’s provincial government sector. South Africa's
provincial landscape is divided into nine provinces: Gauteng, KwaZulu-Natal,
Western Cape, Eastern Cape, Limpopo, Mpumalanga, Free State, North-West, and
Northern Cape, each having different capacities, infrastructure readiness, and
procurement maturity. The aim was to identify key institutional and digital
transformation levers necessary for overhauling provincial supply chain
management systems. This study was motivated by the persistent challenges in
provincial SCM, ranging from bureaucratic inertia to technological
underutilisation, highlighting the urgent need for reform. Furthermore, the
inquest was also driven by the imperative to transition towards more accountable
and digitally enabled governance that aligns with developmental objectives.
Employing a qualitative research design, the study used thematic analysis to
draw insights from policy documents and relevant literature. In addition,
thematic analysis was conducted on both interview data and secondary sources.
Findings reveal a persistent misalignment between SCM policies and
institutional implementation capabilities. Key challenges include a lack of
digital infrastructure, inadequate skills, inconsistent oversight mechanisms,
and resistance to change. The adoption of the proposed eight-pillar digital and
institutional transformation framework can significantly enhance the
effectiveness of SCM in provincial departments. Furthermore, this framework is
especially relevant in KwaZulu-Natal, the Eastern Cape, and Limpopo, where
audit results have consistently highlighted issues such as improper
expenditure, noncompliance with SCM rules, and paper-based procurement
processes. It provides policymakers and managers with actionable insights to
redesign governance systems that are more responsive, transparent, and
developmentally aligned. This study contributes to the SCM reform discourse by
bridging theoretical and practical gaps in public procurement transformation.
It puts forth a framework that supports both digital innovation and
institutional coherence.
Author(s) Details
Bongani Innocent Dlamini
Durban University
of Technology (DUT), South Africa.
Emmanuel Lawa
Durban University
of Technology (DUT), South Africa.
Hlanganani Siduduzo Shange
Durban University
of Technology (DUT), South Africa.
Kusangiphila Sishi
Durban University
of Technology (DUT), South Africa.
Please see
the book here :- https://doi.org/10.9734/bpi/nabme/v11/6009
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