LETTERS

YOUR VIEW

Paddling upstream

In response to your article, (Alert seniors to ethical issues, News, 17 July) I wonder how a company could scrupulously check all its channel members for complex products, such as automobiles, with

Because of these complex relationships unethical behaviour by some companies is able to go undetected for some time. It's like cleansing the Augean Stables. Very difficult, though possible.

FUSEINI ABU, PROCUREMENT MANAGER

GHANA AIDS COMMISSION

NZ needs more innovation

Good article (Small island, big ideas, Features, 31 July) and I think 10 years behind is a fair reflection, although in my opinion New Zealand government procurement is even further behind.

We have research, IT development and consulting teams based in New Zealand and (being a New Zealander myself) that means we have a good focus on that market. I have met with a number of the organisations mentioned in your article and in my experience, contrary to the article, they weren't open to new ideas or innovations in the procurement space.

The majority of heads of procurement that I have spoken with (which were all from the large New Zealand organisations) were very tactically focused and spent a lot of time justifying their existence rather focusing on how they could improve the business and what people processes and technology they needed to perform that function/role better.

Interestingly the do-it-yourself attitude that you mention within the article in my opinion hampers the development of the function as that often translates into "we don't need to learn from others" or worse still "we are perfect so why even look at it".

I'd love to see the function thrive in New Zealand and hopefully CIPS can play a large role in this. There are some very talented individuals and as you mentioned the geographical location means that the supply chain complexity means that it would be a great learning ground.

It would be nice to see a followup article on how organisations are going to become world class and what this journey would entail.

ALAN DAY, MANAGING DIRECTOR

STATE OF FLUX

Own goal

It was recently reported in Wales that "First Division" civil servants working for the Welsh Assembly were paid bonuses totalling ?686,000 last year for "achieving their objectives" compared with ?270,000 paid to them in 2003-4.

It seems, however, that this must be based on some form of performance self-assessment since the Assembly Government denies having anything to do with determining the levels of individual reward. Some Assembly members apparently referred to the payments as "a something-fornothing culture".

Coincidentally, it has also just been revealed in a critical review by the auditor general for Wales that a contract for the supply of oxygen cylinders to people at home, negotiated by NHS Wales with a private company, is costing ?6 million annually compared with its estimate of ?2 million and that there had also been a serious mismatch between patient demand and supply chain response. I wonder which First Division players did not receive their expected share of bonus points for that own goal.

DENNIS SIMPSON

CHAIRMAN, DCS TRAINING SERVICES

The tools for the job

How refreshing at long last to hear the values that should be in every buyer's mindset (Managing to cut costs, Soapbox, 31 July).

Having a strategy that covers outsourcing, total cost of ownership, testing the market, cost management, etc, is not a new concept but one that some purchasing organisations ignore in preference to company politics and career advancement.

Using these tools and techniques is a must for every purchasing organisation's toolbox. Put the politics to one side and grasp the profits and benefits.

ANTHONY AYRE, SENIOR BUYER

CE ELECTRIC UK