18/08/2026
The B-BBEE Intention Gap: Is Your Procurement Strategy Undermining Your Transformation Goals?
Many boardrooms set ambitious goals for inclusive supply chains and localisation. The intention at executive level is often sincere.
But what happens when those goals reach the procurement department?
If executives are measured on transformation outcomes while procurement managers are measured primarily on cost, delivery and risk, the incentives can quickly clash. Buyers will naturally favour established suppliers they know can deliver, leaving transformation as little more than a compliance exercise.
Consider Enterprise and Supplier Development.
A business may celebrate onboarding an SME supplier to strengthen its B-BBEE performance, but then place that supplier on 90 or 120 day payment terms.
You cannot meaningfully empower a small business while simultaneously using it as a source of working capital.
Extended payment terms can place significant pressure on SME cash flow, forcing businesses to rely on expensive finance simply to keep operating. If that supplier fails, your supply chain can feel the impact too.
True transformation requires alignment between strategy and implementation.
Your procurement KPIs should measure inclusive procurement outcomes.
Your supplier development initiatives should focus on measurable business growth.
And your payment practices should support the sustainability of the SMEs you are trying to develop.
B-BBEE should not sit in isolation from the way your business actually buys, pays and manages suppliers.
Are your procurement policies actively supporting your B-BBEE strategy, or are they quietly working against it?