ABSTRACT
In this final chapter, a number of conclusions are presented about the capacity of the privatised and public sector organisations analysed to achieve static efficiency, dynamic efficiency and transformational efficiency gains from a focus on effective supply management. This is linked to the three-phase learning process methodology that was outlined in Chapter 1, pp. 2–4. This three-phase learning process was seen to involve an initial operational focus on cost reduction (phase 1), followed by the professionalisation of the purchasing and supply management function (phase 2), culminating in supply alignment and procurement competence (phase 3). While the methodology for the research reported in this book did not assume that there was any inevitability about whether or not privatised companies would adopt all, or any, of these phases, it was directed towards understanding whether or not they did do so, and what difficulties they experienced in trying to move from one phase to another. In essence, the operating assumption behind the research was that privatised companies would find it relatively easier to achieve static and dynamic efficiency (phases 1 and 2) than transformational efficiency gains (phase 3).
