Knowledge of the many influences that affect purchasing preferences is important for marketers o Apart from the technical and economic factors of importance, non- economic factors are also significanto The latter have sociological and psychological bases o Organisational buying behaviour models attempt to provide a comprehensive scenario of these factors that in combination, help to explain buyer behaviouro Sheth 0 s model of industrial buying behaviour presents many of the factors that influence the organisational buying process and describes the complexity of decision making o These relationships are reflected in an integrated frameworko Sheth's model is not intended to be definitive, it does, however, offer a framework that systematically presents the factors that influence organisational buying behaviouro This study shows that the Sheth ~odel of industrial buying behaviour can be applied in the South African leather industry, and that valuable information can be obtained when the model is applied. / Economics / M. Com. (Business Economics)

Knowledge of the many influences that affect purchasing preferences is important for marketers o Apart from the technical and economic factors of importance, non- economic factors are also significanto The latter have sociological and psychological bases o Organisational buying behaviour models attempt to provide a comprehensive scenario of these factors that in combination, help to explain buyer behaviouro Sheth 0 s model of industrial buying behaviour presents many of the factors that influence the organisational buying process and describes the complexity of decision making o These relationships are reflected in an integrated frameworko Sheth's model is not intended to be definitive, it does, however, offer a framework that systematically presents the factors that influence organisational buying behaviouro This study shows that the Sheth ~odel of industrial buying behaviour can be applied in the South African leather industry, and that valuable information can be obtained when the model is applied. / Economics / M. Com. (Business Economics)

Successful business in today’s competitive climate thrives on building relationships with one’s suppliers, clientele and employees. Businesses, as a form of strategic engagement, extend their appreciation and recognition to these key role players with rewards (or incentives) such as prizes, holidays and free goods and/or services. This treatise examines the taxation implications of such rewards and determines that the market value thereof should be taxed in the hands of their recipients. This study also investigates possible indicators (or points of reference) to establish such market value and suggests alternate values that may be ascribed thereto for inclusion in the recipient’s gross income. Where the rewards are passed onwards by the recipient to its employees, fringe benefit consequences are occasioned and this study observes that the market value thereof should be taxed in the employees’ hands. The study goes on further to consider the position of the supplier (or provider) of the rewards and finds that the supplier is entitled to a deduction of the cost of the rewards it has provided to its clients or customers. This study also reflects upon the penal implications of not including the market value of rewards in gross income and notes that such non-inclusion constitutes a fiscal loss and is subject to an understatement penalty. Key recommendations on how such omission may be addressed by the tax authorities are also presented.

Thesis (MPA.) -- University of Limpopo, 2012 / The main aim or purpose of this study was to examine the impact of the supply chain management on service delivery on the Limpopo Department of Economic, Development, Environment and Tourism (LEDET). The field survey was conducted in LEDET in the supply chain management directorate after gaining permission from the Head of Department of LEDET. The study was qualitative in design. Semi-structured interviews and questionnaires were used. The questionnaire has both open ended and closed ended questionnaires. The supply chain management directorate plays an important role in all the departments in South Africa as a whole. Supply chain management in South Africa was created to improve the lives of the communities such as historically disadvantaged individuals, disabled and women, but it is no longer serving its purpose because nowadays it is serving the few politicians, public officials and the friends and relatives of the public officials. One of the findings of this study is that the supply chain management directorate cannot function properly if the public officials who are appointed does not have relevant qualifications, training and experience towards supply chain management. There should always have uniformity of supply chain management in the three spheres of government to prevent corruption. Supply chain management must be centralised. This means that all the tender contract of the three spheres of government must be done in one centralised unit. Linking of the databases in the three spheres of government can also help the supply chain management not to appoint the same service providers in the tender contract. Appointment of service providers must be done electronically to minimize all forms of corruption. To improve service delivery the public officials must know how to interpret the acts, rules, regulations and policies governing supply chain management. They must also monitor and evaluate the entire contract from the start to the end of the contract The public officials working in the supply chain management must be paid competitive salaries, because they are compelled by the low salaries to corruption such as bribery, fraud, nepotism, extortion, embezzlement and conflict of interest become common in place. It is further recommended that the officials working in the supply chain management, who are getting lower salaries must also be evaluated and upgraded to the higher salary, depending on their qualification, experience and training.

The construction industry in South Africa is envisaged to play a pivotal role in the reconstruction of the South African economy, via the delivery of economic and social infrastructure. The skewed ownership I patterns prevalent in the construction sector, resulted in the South African government utilising public sector procurement as a mechanism to address these imbalances, and to promote wider participation I in public sector construction opportunities. This dissertation analyses the role of the construction industry in South Africa, and explores the rationale behind utilising public sector procurement as a mechanism to promote wider participation in the construction industry in South Africa. The research then focuses on the application of the Affirmative Procurement Policy (APP) on construction projects procured by the National Department of Public Works, in order to evaluate the impact which this policy has had on the growth and development of Affirmable Business Enterprises (ABEs). The research evaluates the primary policy outcomes, via the development of appropriate indices and a diagnostic quadrant comparator, and concludes that the application of the APP has had a positive impact on ABE participation, with levels of participation varying across construction sub sectors and categories. It was also found that financial premiums, borne by the State in adopting this policy, were nominal when compared with the initial projected outcomes and the overall benefits. The overall performance of ABEs, measured against that of non-ABEs, was then tested to ascertain whether the adoption of the APP was a necessary and sufficient condition for ABE enablement and empowerment. The research concludes that there is a difference in overall performance between J ABEs and non-ABEs, and that supply side interventions and capacitation programmes are required to mitigate the increased risk exposure by the State, when engaging ABEs on construction projects. The : research also analyses the variation in the levels of participation of ABEs, in the different construction sub sectors and concludes that the manner in which ABEs are structured and their internal business processes tend to establish operational limitations, which influence their scope of activitiies to a larger extent than the existence of eternal sub sector thresholds. Similar characteristics were,observed in non-ABEs of a similar size, inferring that the problems encountered relate to business development and growth of small and medium enterprises, in general. The research also. analyses the impact that the APP has had on subcontracting relationships and the promotion of structured joint ventures. It concludes that whilst the requirements of the APP has seen the development of formalised subcontracting relationships, the form of subcontracts that are currently utilised do not comply with the requirements outlined in the APP, which are aimed at eradicating unfair subcontracting conditions. The adoption of the APP has seen an increase in structured joint ventures between ABEs and larger established contractors. The analysis of these joint ventures concludes that they provide an effective means of transferring expertise, provided that they are structured appropriately. The dissertation concludes with recommendations on APP policy refinements, mechanisms to enhance compliance and opportunities for international application. The recent enactment of the Preferential Procurement Policy Act (Act 5 of 20(0) in South Africa indicates that several elements of the APP are likely to be prescribed as mandatory requirements for public sector procurement by different government institutions and across the different industrial sectors. It is therefore important that the areas identified for further research be pursued, to ensure optimal policy outcomes across a range of industrial sectors. / Thesis (Ph.D.)-University of Natal, Durban, 2000.

The Organisation of Economic Co-operation and Development (OECD) notes that regulations seek to make improvements by changing individual or organisational behaviour in ways that generate positive impacts in terms of solving societal and economic problems. At its most basic level, regulations are designed to work according to implementation, leading to changes in behaviours that, in turn, lead to changes in outcomes. Such outcomes can be satisfaction in terms of an underlying problem or other (hopefully positive) changes in conditions in the world. Following this premise, this research project investigates the implications of the 2014 Construction Regulations for the Department of Public Works’ procurement system. The study also examines the contents of the construction Regulations; the impact of the Construction Regulations 2014 – permit-to-work; client / contractor procurement issues; the enforcement of compliance to permit-to-work requirements, and education and training demands in relation to health and safety (H&S) competency. The study shows that even though industry role players are relatively familiar with the Construction Regulations 2014, there is a common concern regarding competency (education and training) levels required for the implementation of the permit-to-work requirement of the regulations. The concerns focus on the ability of the Department of Labour (DoL) to process the permits. Based on the study’s findings, the research concludes that there would be cost implications for project actors when implementing the permit-to-work requirement and this cost factor could delay project initiation and planning, as well as service delivery.

Mini-study project (MBA)--University of Stellenbosch, 2004. / ENGLISH ABSTRACT: The traditional role of the procurement functions within large organizations has changed significantly over the last couple of years. Moving away from a function purely directed at rendering a supply of material service to the relevant plants, the procurement departments are now a vital link in the chain to improve global competitiveness. In this changing role, procurement is expected to work closely with the organization's internal operations, as well as with suppliers to ensure that opportunities for gaining competitive advantages are fully explored. The procurement manager and his team will have to focus on building links to ensure that the organization's goals and objectives are met. This paper serves to describe the changes made by Iscor Steel to ensure that its procurement department is adequately equipped to manage these new challenges. The changing face of the department, its organizational structure, the operational methodology and focus are explained. The methodology of modem supply chain cost reduction initiatives undertaken by Iscor and its suppliers is explained and the results thereof are presented. The paper highlights the successes achieved by Iscor in transforming the traditional service orientated procurement function into a world class, continuous business improvement orientated department. The success revolves around changing the organizational structure in such a way as to equip the procurement function with the commercial and technical expertise to focus on specific commodities in such detail that maximum cost and efficiency advantages are realized. As an example, the latter part of the paper gives a detailed explanation of one of the tools used by the procurement department to minimize cost and maximize efficiency, and describes in general the considerable success achieved by using these tools. / AFRIKAANSE OPSOMMING: Die tradisionele rol van die aankopefunksie binne groot organsisasies het geweldig verander oor die laaste aantal jare. Dit het wegbeweeg van 'n funksie wat uitsluitlik gemik was op die verskaffing van materiaal aan betrokke aanlegte. Die aankope departement speel vandag 'n belangrike rol in die verbetering van 'n maatskappy se internasionale kompeteringsvermoê. In hierdie veranderende rol word van die aankopefunksie verwag om baie nou met die interne bedrywighede van die maatskappy, sowel as met die verskaffers saam te werk om te verseker dat geleenthede vir die benutting van kompeterende voordele ten volle ontgin word. Die aankopebestuurder en sy span moet fokus daarop om bande te bou wat kan verseker dat die organisasie sy doelwitte bereik. Hierdie studie ondersoek en illustreer die veranderinge wat deur Iscor Staal gemaak is om te verseker dat die aankopefunksie toegerus is om hierdie nuwe uitdagings te hanteer en te bestuur. Die veranderende funksie van die aankopedepartement, die organsisasiestruktuur, die bestuursmetodologie en die nuwe fokus word beskryf in die studie. Die metodologie van moderne kosteverminderings inisiatiewe binne die verskaffingsketting van Iscor en sy verskaffers word verduidelik en die resultate daarvan weergegee. Hierdie studie reflekteer die suksesse wat Iscor behaal het deur die verandering van die tradisionele diensgeorienteerde aankopefunksie na 'n wêreldklas aaneenlopende besigheidsverbeterings georienteerde funksie. Die sukses wentel rondom die verandering van die organisasiestruktuur op so 'n wyse dat die aankopefunksie toegerus is met kommersiële en tegniese kundigheid om te fokus op spesifieke kommoditeite sodat maksimum koste en effektiwiteitsvoordele verwesenlik word. 'n Gedeelte van die studie gee 'n gedetaileerde verduideliking van een van die metodes wat deur die aankopefunksie gebruik word om koste te verminder en effektiwiteit te verbeter en beskryf in die algemeen die sukses wat behaal is deur hierdie metodes te gebruik.

Thesis (MBA)--University of Stellenbosch, 2010. / The value-add of a functional department in the corporate environment is continuously being challenged. Functions regularly find themselves in a state of restructuring in order to reduce cost structures which speaks volumes about an organisation’s view of its functions. What is however extremely important to take into account, is that functions can in fact add a great deal of value to the business, but before a function can be recognised as a value-adding partner, it needs to transform itself from a traditional transaction-driven service to a strategic value-adding function which contributes to the business on a strategic level. If this does not happen, the function risks becoming redundant, as most transactional activities today are or at least can be executed in an automated manner. Such a transformation is, however, no easy task, and requires a considerable amount of time to be achieved. It further requires substantial investments, enduring commitment from senior management and specific skills to enable a function to operate at a strategic level. Commitment, investments and new skills on the other hand, do not automatically acquire a seat at the boardroom table for such a function and a place must be earned through accurate proof of the functions value-add in the organisation – the difficult task being expressing that value-add in terms of financial numbers. A function that was confronted with the same predicament was the procurement function of Sasol around 1999, during a time when the commodity prices were under severe pressure and the organisation was looking into alternative ways of improving its cost structure. At this point a decision, to shift the focus of the procurement department from a traditional transactional environment to a value-adding business partner, laid the foundation to re-engineer the function into becoming a value-adding strategic function. A decision was taken to implement strategic sourcing in Sasol as the basis for procurement. This decision required substantial investment and the help of consulting firm McKinsey and Company. The Sasol Board were very confident in its decision, and requested continuous feedback on the actual value that was released through implementation of this new process. This required of the procurement function to develop a model by which the value-add of the process could be measured in real terms. The purpose of this study is to investigate the transformation of the procurement function in Sasol from a traditional transactional function to a strategic value-adding business partner by specifically focusing on the function’s ability to prove its value-add to the organisation, and in so doing, gain respect for being a true strategic value-adding function.

Thesis (MBA (Business Management))--Stellenbosch University, 2009. / ENGLISH ABSTRACT: A typical medium-sized service company in South Africa faces definite challenges and misses opportunities in optimising and managing its operational expenses in its sourcing and supply chain. Medium-sized companies generally do not have the benefit of sophisticated in-house procurement divisions and extensive buying power but they still have to optimise their expenses in order to ensure maximum profitability and business longevity. The study addresses these challenges and opportunities by developing and proposing a framework for a typical medium-sized service company that does not have a central procurement function related to the cost optimisation and management of the identified sourcing and supply-chain elements. The research process entails the development of a conceptual framework developed from literature analysis and a representational practical environment as well as the testing, reviewing and validating of the test implementation of the framework. The results flowing from the testing and implementation of the framework are excluded from the research project. The results are displayed in the form of a summary of specific relevant information around each framework element as well as a conceptual framework. Recommendations are made in relation to the implementation and practical adaptation of the framework. It is concluded that a medium-sized service company can successfully optimise and manage its costs in the sourcing and supply-chain elements in the absence of a central procurement function. This requires the effective implementation of the developed framework, which was adapted from sophisticated larger companies. Implementation and the measurement process need to be driven or, preferably, conducted by the medium-sized company owner or management. Buy-in of the framework and the processes around it needs to be obtained from employees, suppliers and other stakeholders. / AFRIKAANSE OPSOMMING: ’n Tipiese mediumgrootte diensverskaffingsonderneming in Suid-Afrika staar spesifieke uitdagings in die gesig en ontbeer geleenthede met betrekking tot die optimalisering en bestuur van die bedryfsuitgawes in sy aankoop- en verskaffingsketting. Mediumgrootte ondernemings beskik in die algemeen nie oor die voordeel van ’n gesofistikeerde interne aankoopafdeling en groot aankoopkrag nie, maar hierdie ondernemings moet nog steeds hulle koste-uitgawes optimaliseer in die nastreef van maksimale wins en besigheidsukses. Die navorsingstudie neem hierdie uitdagings en geleenthede onder die loep deur die ontwikkeling en aanbeveling van ’n raamwerk vir ’n tipiese mediumgrootte diensverskaffingsonderneming wat nie oor ’n sentrale interne aankoopafdeling beskik nie. Die raamwerk is gebaseer op koste-optimalisering en -bestuur van die geïdentifiseerde aankoop- en verskaffingskettingelemente. Die navorsingsproses behels die ontwikkeling van ’n konseptuele raamwerk deur literatuuranalise en ’n verteenwoordigende praktiese omgewing, sowel as die toetsing, hersiening en geldigverklaring van die raamwerk tydens die toets-implementering daarvan in die praktiese omgewing. Die resultate van die toets en implementering van die raamwerk vorm nie deel van hierdie studie nie. Die navorsingsresultate word ten toon gestel in die vorm van ’n opsomming van die relevante raamwerkelemente sowel as ’n ontwikkelde raamwerk. Aanbevelings ten opsigte van die implementering en praktiese aanpassing van die raamwerk word dan gemaak. Die gevolgtrekking word gemaak dat ’n mediumgrootte diensverskaffingsonderneming wel in die afwesigheid van ’n sentrale interne aankoopafdeling sy kostes in die aankoop- en verskaffingsketting suksesvol kan optimaliseer en bestuur. Dit kan gedoen word deur die doeltreffende implementering en aanwending van die ontwikkelde raamwerk wat vanaf groter ondernemings aangepas is. Die raamwerk se implementering- en metingsproses moet deur die eienaar of bestuur van die mediumgrootte onderneming gelei, of verkieslik uitgevoer, word. Die werknemers, verskaffers en ander belanghebbendes se ondersteuning vir die raamwerk en gepaardgaande prosesse is baie belangrik vir die implementering en sukses van die raamwerk.

Research report presented in partial fulfilment of the requirements for the degree of Master of Management in Public Policy in the Faculty of Commerce, Law, and Management at the University of Witwatersrand Degree of Confidentiality: A Date: March 2017 / This dissertation is set out to investigate corruption-related challenges within the procurement and Supply Chain Management practices in the Ekurhuleni Metropolitan Municipality that hinder good practices and the promotion of good governance and offers insight on how those challenges could be addressed. A research design adopted is descriptive case study through a qualitative method approach which was influenced by the nature of the research problems understudy, in order to uncover trends in thought and opinions, and dive deeper into the problem, using in-depth interviews. The findings of the study or the identified challenges that are associated with procurement and SCM processes in the Ekurhuleni Metropolitan Municipality are a lack of capacity (skilled), inconsistent Bid Committee processes, lack of appraisal systems, ineffective technologically advanced SCM systems (E-procurement), lack of SCM monitoring tools, and lack of training programs for personnel. The study was meant to investigate corruption-related challenges within the procurement and Supply Chain Management practices in Ekurhuleni Metropolitan Municipality that hinder good practices and the promotion of good governance, with the focus being on issues of accountability, rule of law, ethics and integrity, and transparency as principles of good governance and elements of anti-corruption measures in curbing corruption. The findings highlight the challenges that are likely to hinder good governance; and with a clear bigger picture of what the challenges are, then that would pave a way for what could to be done, especially in the procurement and Supply Chain Management Unit of the Municipality to abate corruption-related activities. / MT2017