Partner case study

UNDP — Supplier Development Programme

Supplier Development Programme

How the work unfolded

The same evidence pattern for every IED initiative

01 · Challenge
Local suppliers faced capability, compliance, market-readiness and corporate supply-chain barriers.
02 · IED response
IED supported assigned buyers and suppliers, managed their relationships and provided enterprise-development guidance.
03 · Reach
Local supplier businesses and buyer companies participating in Botswana’s Supplier Development Programme.
04 · Results
Suppliers strengthened competitiveness, buyer readiness and their ability to participate in formal supply chains.
Partner voice

The full story

Many local businesses possess the potential to supply larger organisations but face barriers relating to capability, market readiness, compliance with buyer requirements and access to corporate supply chains. The challenge was to strengthen local enterprises so that they could compete more effectively for business opportunities and establish sustainable relationships with larger buyers.

IED provided consultancy services to the United Nations Development Programme (UNDP) through the implementation of the Supplier Development Programme (SDP). IED was one of the implementing partners of the programme, contributing enterprise-development expertise to strengthen local businesses and their ability to participate more effectively in supply chains and access business opportunities. IED was assigned buyer companies and supplier companies and managed the relationship between them. This involved supporting suppliers to better understand buyer requirements, strengthen their capabilities and position themselves to participate more effectively in formal supply chains. The assignment drew on the specialist expertise of Bonang Sealetsa, a certified UNDP Supplier Development Consultant.

The programme reached local supplier businesses and buyer companies participating in the Supplier Development Programme in Botswana. As one of the implementing partners, IED worked directly with assigned buyer and supplier companies, providing enterprise-development support while also managing the relationship between the participating businesses. Participating suppliers received practical support aimed at improving their competitiveness, market readiness and ability to meet the requirements of larger buyers. The intervention strengthened the connection between local suppliers and potential markets, addressing one of the critical barriers facing smaller businesses: the ability to

IED can continue supporting organisations seeking to strengthen local supply chains through supplier diagnostics, enterprise capacity building, buyer-supplier relationship management and market-readiness interventions. The experience positions IED to support programmes that seek to increase local procurement, strengthen domestic suppliers and create more inclusive participation in corporate and institutional supply chains.

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