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SME's - Is tendering harmful to SME's?

Written by: Dr. Rob Smorfitt

Article Overview: Does tendering hurt more SME's than it helps?

Free Download - SMEs – SMEs struggling in South Africa. Why? By Dr. Rob Smorfitt
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SME's - Is tendering harmful to SME's?

How important is government business and large business for SME’s?

I believe it is very important, but there are riders here which must be considered. The purpose of government allocating business to SME’s, is to try and grow the SME sector, as growing SME’s are key players in job creation.

But how can these SME’s keep growing unless they receive continuous business. Sustainable SME creation and growth is completely dependent on continuous business from the buying organisation. But government and large businesses are strong believers that tendering is the best means to purchase the products and services they need. They feel the need to remain impartial in the purchasing process. Yet they espouse supply chain management as their credo. Supply chain management expressly guides the buyer to choosing suppliers that enhance the efficiencies of the buyer at every level. So surely tendering is in contradiction of this credo.

Is tendering an anachronism from the past? Is it not time for government and large businesses to treat the purchasing function in the true spirit of supply chain management, and stop resorting to tendering practices that “are objective” when in fact subjectivity is exactly what is needed.
If government policies are to achieve the goal of creating and growing SME’s, and large businesses are to find the efficiencies they desperately seek in their supply chain, through the use of SME’s, then we need to return to subjective purchasing practices.

Rob Smorfitt

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Home > African-Accounts > Dr. Rob Smorfitt > SMEs Is tendering harmful to SMEs
Article Tags: entrepreneur, entrepreneurship, job creation, new venture creation, SME, SME creation, SMME, Smorfitt

About the Author: Dr. Rob Smorfitt
RSS for Dr. Rob's articles - Visit Dr. Rob's website

Have an MBA and a PhD in entrepreneurship. Three key areas of ongoing research are entrepreneurship and innovation in large business strategy, the impact of legislation on SME development and SME finance. 


Run my own SME blog at http://sme-smb-smme.blogspot.com as well as an entrepreneurship and innovation for large businesses blog at http://innoveur.blogspot.com 


I have been self-employed since 1982. I have started or purchased in excess of 50 businesses since then. Most were sold again and a few were shut down because of a lack of profitability. Many were run by staff or family while I worked full time in my bigger businesses. 

Author of 6 books. Written articles for various magazines, newspapers and websites.  


Experienced in research within developing countries.

 



Click here to visit Dr. Rob's website
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SME, SMB, SMME, all the debate and info
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Re: In-House or Outsource? Re: In-House or Outsource? - Unfortunately, in the South African context, very few SMEs see outsourcing as an option. They believe it is too expensive, and they are paranoid that someone will "steal their ideas". I believe that the three main functions that cannot be outsourced are marketing, sales and strategy. These must be done in house I believe. If you do not have the marketing skills then get them. Hire a consultant or attend a course, but get the skills. Even if you use a consultant, you need to understand what marketing is about, as no one knows your market like you do. Marketing is made to seem difficult and complex, but everyone who really understands their markets, can easily learn to do their own marketing. In South Africa, labour legislation is extremely inflexibile, and consequently labour broking is a large industry. This is an ideal starting point for SMEs in South Africa, as it is a legally complex area, whih comes with severe penalties. I say do it! Rob Smorfitt
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