Key To An Enterprise Development Beneficiary: An Analysis

Key to an Enterprise Development Beneficiary being financially feasible, is establishing initiatives that service a ‘host organisation’ from a collective value chain from the onset of stage one. Through screening and selection criteria on the initial requirements of the collective value chain, resources can be better deployed to develop beneficiaries who have the greatest potential. Doing this will ensure successful elevation from stage one to stage three.
The Bottle Neck
In reality, a ‘host organisation’ has a multitude of suppliers within their supply chain who are essentially competitors of their ESD Beneficiaries. However, the secret is for a ‘host organisation’ to ultimately build a Supplier Development Beneficiary to have the ability to ‘compete and beat’ each of their competitors. They should have the capability to leverage their place in the market and, create their own market value in an exceptionally competitive economic climate. The following areas have been identified to assist ‘host organisations’ in evaluating whether their ESD Beneficiaries can deliver ‘on time, on budget and on brief’ in either the long or short-term:
2 Would the Beneficiary have the ability to meet stringent specific technical requirements?
3 What would be the financial and/or reputational risks associated with awarding a Beneficiary work?
4 Would the Beneficiary have the capacity to deliver on a long-term Service Level Agreement?
5 Would the Beneficiary have the capacity to work outside of the scope of work procured by the ‘host organisation’?
This selection process can be compared to a selection funnel, whereby the thin neck of the funnel only allows qualifying Supplier