The Procurement Quest

Despite the common perception of procurement as tools to obtain best prices for the intended service or products, the efforts of professional community to elevate the practice is almost fruitful.. Since the World Bank Declaration on Procurement in 1995, both professional and academic syndicates had intensively collaborated with the business one to develop workable frameworks and policies. Today; Procurement Management is wider knowledge zone, with lots of protocols and guidelines that are collectively indispensible for the better performance of business and delivery..

Regretfully, among underdeveloped regimes, political corruption, favoritism and immature administrations are nurturing the incompetence of procurement practices. Both greed and fortune-making are prime causes for procurement misconduction in the developed countries, hidden within many social and cultural patterns.. This is why the political empowerment and enforcement are indispensably critical for proper procurement practices..

Procurement Processing Design and updating are professional necessities rather than optional or temporary practices. Typically, these practices confront many of sociocultural and behavioral obstacles that would only survive by senior management support, corporate culture and CSR framework.

The value of adequate procurement exceeds the PR image of the organizations to their long term productivity, profitability and sustainability. Management of liaising, analysis, associated risks and processing is interpretation of executive competences rather than track records. Eventually; Procurement is not a rocket science, but a rocket launch; therefore, it is a continuous learning curve for both staff and managers.

My own genuine interests in legalities and contracts had enabled me to structure my own versions of professional contract for soft services. The core element was the correlation among scope, delivery and terms of payments, which had particularly corresponded in parallel to the complex development projects.

My professional contributions in procurement were holistic, strategic and tactical. My competences in Procurement Planning, Governance and Delivery were always great assets to turn business perspectives into workable realities. My interests were always about bridging between Scope and Delivery and merging Purpose and Functionality, while securing integrity rather than correct misspells. This had added lots of value for my roles in TECOM & DIFC of Dubai, and Medini of Malaysia.