The pathway to professional practice was developed through the combination of primary academic research, established organizational management theory and practice, application of Public Procurement Values, Guiding Principles and Practices, and procurement experience in both public and private sectors.
The framework’s foundation is the well-established four principles of management as articulated by Henri Fayol in 1916: Plan, Process, Lead and Control.
Under each principal management function, several procurement-relevant themes were defined. The degree to which procurement manages, or does not manage, the various themes reflects the overall developmental maturity of the procurement function in the agency.
In reality, an agency’s procurement function may practice some themes a manner consistent with one of the six models and other themes in a manner more consistent with another of the six models. For example, Agency A may conduct Procurement Planning in a way that closely aligns with the Strategic model of maturity. However, its Contract Management practices may be more reflective of the Process model. This is understandable as agencies develop in different areas and at different rates based on staff, leadership, legislative environment, and budgets.
Just as staff, leadership, legislative environment and budgets change over time, so too can an agency’s overall approach to procurement. Ongoing development relies on developing additional capacities while ensuring that strong established practices do not falter as personnel and operating environments change.