eProcurement Project Managing Change

eProcurement Project
Managing Change
S Tahalooa LLM, MBA, MCIPS, PhD Candidate
Advisor Procurement Policy Office
24 February 2014
Elements of Changes
• Technological Change
• Functional Change
• Physical Change
• Process Change
Key objectives of Change Management
• To acquaint stakeholders to appreciate the new eProcurement system
• To acquaint suppliers with the new system
• To motivate, train and capacitate procurement officials to undertake
revised roles and responsibilities associated with the implementation
of the eProcurement system.
• To streamline transition of all aspects pertain ing to the eProcurement
system a
• To ensure successful implementation of the eProcurement system
and embed sustainability of the project
Change Management Strategy
• Communication Strategy
• Capacity Building
• Operational Strategy
• Human Resource Strategy
• Risk Mitigation Strategy
- The eProcurement project will follow an incremental approach
- Change management would follow the pace
- Collaboration is key to success
• Face to face meeting with all stakeholders including suppliers
• Practical sessions
• Video clips
• Regular eNewsletter
• User manuals
• Emails
• Extensive use of PPO websites
• Feedback
Training and awareness workshop by Service
• Training Users for Testing
• Training Users for Helpdesk
• Training Users for System Administration
• Training Users for Master Data Management
• Training End Users
• Awareness Workshop for Suppliers
Capacity Building
• Capacity building to all concerned: Admin, Public Procurement
Officials, Auditors and Suppliers
• Special attention to SMEs with the collaboration of SMEDA, CIDB,
Suppliers Association etc
• PPO is compiling a list of potential trainers (about 10)
• Dedicated training after completion of each milestone (wherever
Process change
• Regulations for eProcurement introduced
• Directives and Circulars reviewed
• Detailed procedures introduced
Impact on current structure/operations
• Generally same
• Need for BEC, Departmental Tender Committee
• Major contracts will continue to be approved by CPB
• However, processes standardised and streamlined
• Internal stakeholders fully integrated
• Certain obligations such as Return of Procurement Activities might
not be necessary
• Management reports generated will be an important tool in the hand
of decision makers
Performance Management
• Measuring performance
• 2013 as base line
• Price differences, Efficiency gains, Increase in number of participants
(overseas suppliers, SMEs)
• Review
Note: 1 % savings = Rs 150 million
Critical Success Factors
• Perceived benefits of all stakeholders: Government, Public Bodies and
• Commitment and support of top level management is critical
eProcurement as ONE instrument
• eProcurement is one important instrument to achieve most
objectives of the procurement system
• Improvements will continue through introducing new techniques
such as LCC and FA
In a nutshell:
Public bodies and suppliers will receive all necessary support
throughout the transition period and beyond.
Commitment and collaboration of all key stakeholders are essential for
the success of the project

similar documents