6 ways one procurement company navigates the complexities of South Sudan

Global Mission Support Services is a one-stop-shop for logistical needs in South Sudan and around the world. From accommodation to financial support, to transport and visas, they’re able to “get things” for companies operating in austere environments. Devex spoke with country director Wilhelm Du Toit and owner Roy Shaposhnik about what it takes to bypass the red tape, gain trust, and speak with officials in order to bring items such as armored cars, life vests, and office and communication equipment into one of the most dynamic and complex environments in the world. 1. Build long-term relationships. “We treat people well,” said Shaposhnik of his staff. They train their drivers, most of whom are hired locally, in how to use cell phones and computers so they feel that they are a valued part of the company — it’s less about the actual work and more about empowering staff, he said. Shaposhnik says paying their people well helps make them less “corruptible” and in doing so they build understanding with their staff and the community, which helps establish local connections and fosters an environment of trust. 2. Be upfront from the start. Set the tone from the beginning and “be as honest as possible from the get go,” Du Toit said of speaking to government officials. Once officials discover information you haven’t disclosed, Du Toit says this can cost you your credibility — along with getting you into potential trouble. When speaking to decision-makers, Du Toit says his company is open and honest, often “brutally so, as giving half-truths doesn’t provide for long-term solutions and erodes long-term relationships.” For example, when recently procuring armored SUVs, they had to be upfront about the potential complications and risks within the market and the environment, including prices and permit difficulties. 3. Do the legwork. When bidding on a contract, highlight your strengths, Du Toit said: “We put a lot of detail into the research before we do something,” he added. His company recently secured a contract with the World Bank to bring two armored vehicles into the country, each valued at $150,000. Since thousands of people often bid on these contracts, Du Toit says it’s key to be as comprehensive as possible. “I’ve seen a two-page proposal for an $8 million contract, where ours would be 150 pages,” he said. Some of the documents GMSS is sure to include are their company’s profile, project strategy, past performance, key personnel CVs, and a detailed project timeline. 4. Establish your network. “Some of the people that work in our company are very well connected,” Du Toit said. As a result, those staff members are able to connect the company to people with businesses or consultancy services in the countries in which they operate. He says relationship building and establishing a network is a big part of their business, especially since the world has become so small. “Tomorrow, someone will phone me from Washington and I’ll be talking to someone in the United Arab Emirates and he’ll be talking to someone in Pakistan and then we’ll do something from Pakistan to Juba,” Du Toit said. 5. Rely on local staff. GMSS relies heavily on their local staff, who outnumber their international hires: “They know the ways to navigate certain procedures better than I do,” Du Toit said. He says their local staff has provided them with a head start in many instances because they know who to speak to and which department to approach for specific items. For example, the office of the commercial crime and investigation division in South Sudan has moved so many times that Du Toit has “lost track” of where to find them. However, that office is integral when doing business in the country, as they issue at least four of the licenses needed to procure items. Without his local staff, Du Toit says he wouldn’t have known where their offices had moved to or how to contact them. 6. Delay the ‘no.’ Something that can hinder securing procurements is people’s pride, according to Du Toit. “If someone is wrong it is hard for them to say ‘I’m wrong, let’s move on,’” he said. That’s why, when starting conversations, he tries to “not have them say no too soon” while easing into the conversation. The idea is to get them to say “hmm…” first before jumping to no. Once they say no, Du Toit says it’s very rare that top officials will change their minds.