Real-time BEE transformation analysis – turning data into action


TalentManagement.jpgBuilding an organisational scorecard showing B-BBEE achievements against the relevant codes is useful in itself. However, for most organisations this exercise is manual, takes a long time to complete and is retrospective.

What is required is a service that goes beyond a static scorecard to a fully integrated B-BBEE analysis service that tracks strategic BBBEE goals through their tactical requirements to delivery, turning data into action, Alan Low of Benchmarking organisation Purchasing Index (PI) tells SmartProcurement.

Client data at a granular level. For example, purchase transactions for Supplier Performance (SP), individual employee data for employment equity (EE) and individual training course information for supplier development (SD), etc. This allows organisations to see exactly what can be done to improve transformation at business unit level, e.g. which suppliers with the right BEE levels can offer the most suitable skills development training in each SA province (to reduce travel costs), etc.


The ability to do interactive “what-if” analysis to confirm what has to be done at a business unit, company- or group-level to meet the organisation or Code targets.

Integration of other information into the analysis service so that, for instance, a business can build a seamless talent management pipeline to meet the EE targets without compromising on experience, talent, qualifications, etc. This functionality greatly aids an organisation in building a sustainable solution.

Updating all information on a regular (monthly) basis to show how the organisation is progressing against meeting its targets. Most SA companies expect to drop at least 2 BEE Levels with the introduction of new dti Codes of Best Practice; doing a reactive analysis which takes weeks to complete, may delay the organisation in meeting those goals and jeopardise its ability to do business with its customers.

Automation. Taking most of the manual, time-consuming administrative work out of collating and presenting the updated scorecard, thereby saving the organisation money.

Ability to handle multiple codes. PI is working with clients who are analysing their performance against both their current sector charter and the new dti Codes. We are confident that we shall be able to handle any new sector charters as they are finalised,” notes Low.

If you are interested in seeing what an analysis service can do for your organisation, please email Alan Low on

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