Transforming Procurement in Fiji: A Strategic Vision with Head of Procurement, Saimoni Veramu
Public procurement plays a vital role in driving economic growth, sustainability, and efficiency, especially in a dynamic and evolving landscape like Fiji. At the forefront of this transformation is Saimoni Veramu, Head of Procurement at the Fiji Procurement Office, who is leading efforts to modernise procurement processes, enhance transparency, and integrate technology and sustainability into government procurement.
In this exclusive interview, Veramu shares insights into the evolution of procurement in Fiji, the implementation of new procurement regulations, and the role of innovation and digital transformation in shaping the future of public procurement. He discusses how the Fiji Procurement Office is ensuring value for money, strengthening supplier relationships, and fostering a more strategic and sustainable approach to procurement.
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Professional Background and Role: Can you share your career journey and what led you to your current position as Head of Procurement at the Fiji Procurement Office?
My journey to becoming Head of Procurement at the Fiji Procurement Office has been diverse and rewarding, spanning over 20 years across both the private and public sectors. It’s a path that has consistently revolved around management, finance, and, increasingly, procurement and strategic transformation.
I began my career in accounting and finance after graduating from the University of the South Pacific with a degree in Accounting and Financial Management. My first role was at PricewaterhouseCoopers as an Accountant, where I honed my skills in external auditing and financial accounting. This experience provided me with a strong foundation in financial processes, risk management, and identifying areas for improvement within organisations.
From PwC, I transitioned to Fiji Ports Corporation Limited, where I spent over four years as an Accountant. This role allowed me to lead a team and spearhead the transformation of their financial accounting function. I implemented new accounting software, streamlined operations, and managed the annual budgeting process. This experience reinforced the importance of efficient processes, accurate data, and aligning financial operations with strategic objectives.
My time at British American Tobacco marked a significant shift towards supply chain management and procurement. I started as a Commercial Finance Manager, where I empowered the Marketing & Operations finance team and oversaw the implementation of a new SAP system for the supply chain. This gave me valuable insights into the complexities of supply chains and the role of technology in optimising operations. I then transitioned to Supply Chain Manager, where I managed planning, warehousing, logistics, exports, and, importantly, direct and strategic procurement. This experience solidified my interest in procurement and its strategic importance to an organisation.
In December 2017, I joined the Fiji Procurement Office as Head of Procurement—a pivotal moment in my career that allowed me to bring my diverse experience to the public sector. I lead a team overseeing a significant annual procurement budget for the Fijian Government, with a focus on transforming government procurement from a transactional process into a strategic function.
Like many procurement professionals, I started in another field but have since become fully immersed in procurement.
Implementation of Procurement Regulations 2024: The Fiji Procurement Office has introduced new regulations emphasising technology, value, sustainability, and transparency. How are these being integrated into current procurement processes?
In Fiji, every dollar spent by the government is for the people of Fiji. That’s the driving force behind the recent changes at the Fiji Procurement Office. We’ve introduced new regulations that put people and the planet first, with Value for Money, Sustainability, and Transparency as key principles.
To ensure these investments truly deliver, we have overhauled our procurement processes—not just to tick boxes, but to achieve real value, protect the environment, and operate with complete transparency. We are embracing technology to streamline operations, prioritising long-term value over short-term savings, and embedding sustainability into every decision. From the initial planning stages to the final contract, these principles guide us, ensuring that every purchase benefits the Fijian people and their environment.
Ensuring Value for Money: One of the key procurement principles is achieving value for money. What strategies are employed to ensure this principle is consistently met?
Value for money—it’s a phrase you hear a lot in procurement, but what does it really mean? For us, it’s about getting the absolute best return on every dollar we spend, not just securing the cheapest price. We take a big-picture approach by using total life cycle cost analysis, which means considering all costs associated with a purchase from acquisition to disposal.
So, when we buy anything, we ask: What will it cost to run? What will it cost to maintain? What will it be worth at the end of its use? This approach gives us a much clearer picture of true value. Equally important is assessing the impact of goods, services, or works on sustainable development. Value for money also means ensuring our procurement decisions do not negatively impact future generations, which is why sustainability considerations play a critical role in our evaluations.
To support this, we invest in training—both locally and internationally—so our team is well-equipped with the knowledge and skills to apply these principles effectively. It’s an investment that pays off in the long run.
Promoting Open and Fair Competition: How does the Fiji Procurement Office promote open and fair competition among suppliers and contractors?
Creating a level playing field is a top priority for us. We want to see strong competition among suppliers and contractors because it leads to better outcomes for the people of Fiji. We take several steps to make this happen. First, we advertise all our tenders openly and widely through online platforms and public notices to ensure maximum visibility. Second, we ensure our tender documents are clear and concise by utilising the Evaluation Portal provided by our eTender partner, Tenderlink. Thirdly, we have robust evaluation processes in place that are based on objective criteria, with assessments conducted by a multi-agency evaluation team. Lastly, we publish all tender data on our website, www.fpo.gov.fj, ensuring transparency and creating a competitive environment where the best suppliers and contractors can thrive.
Sustainable Procurement Practices: In what ways is the Fiji Procurement Office incorporating sustainability into its procurement policies and practices?
Because of our susceptibility to climate change and geopolitical impacts, Fiji has to focus on the bigger picture. We understand that every purchase we make has a ripple effect on our environment and communities, so integrating sustainability into our procurement process is a priority. It’s not just about meeting minimum requirements—it’s a fundamental procurement principle.
Sustainability is embedded in our new procurement regulations, ensuring it is considered in every purchasing decision. We focus on reducing waste, promoting eco-friendly products, and supporting local businesses, particularly small and medium-sized enterprises. It’s about making smart choices that will benefit Fiji for generations to come. This approach reflects the wisdom of island living: in a vulnerable world, sustainability isn’t a luxury—it’s a necessity.
Adapting to Technological Advancements: With the modernisation of procurement regulations, how is technology being leveraged to enhance procurement efficiency and transparency?
At the Fiji Procurement Office, we are embracing technology to revolutionise how we operate. Modernising our procurement regulations means leveraging digital tools to enhance both efficiency and transparency. We use digital platforms for everything from tender submissions to contract management, making processes faster, more efficient, and more accessible.
For a nation like Fiji, strategic partnerships are crucial. Instead of investing vast resources into building our own complex systems, we’ve taken a smarter approach by partnering with Software-as-a-Service (SaaS) providers like Tenderlink and Usefolio. This gives us access to world-class technology at a fraction of the cost, allowing us to benefit from advanced solutions without the burden of developing them ourselves.
We also recognise the transformative power of Artificial Intelligence (AI) in procurement. AI helps us analyse vast amounts of data, identify trends, optimise processes, and ensure we achieve the best possible return on investment. We are exploring AI-driven solutions to detect potential red flags in bidding processes, enhance fairness and transparency, and analyse spending patterns to streamline operations and maximise value for money.
This isn’t just about cost savings—it’s about building a stronger, more resilient nation by making procurement smarter, more strategic, and future-ready.
Managing Supplier Relationships: What criteria are used to select and manage suppliers to ensure alignment with government standards and values?
When it comes to choosing and working with suppliers, it’s not just about finding the best price or the fastest delivery. It’s about ensuring they share our commitment to doing things the right way, in line with the Government of Fiji’s standards and core values.
Sustainability is a key priority. We look for suppliers who consider their environmental and societal impact, promote ethical labor practices, and support local communities. The use of local content is particularly important to us. We also expect a strong commitment to quality and safety in products and services.
Beyond meeting legal and regulatory requirements, we seek suppliers who demonstrate integrity, transparency, and accountability. To reinforce these expectations, we have detailed supplier codes of conduct, and government agencies actively monitor supplier performance. Open communication is essential, allowing us to address any issues and maintain strong working relationships.
Ultimately, it’s about building long-term, collaborative partnerships with suppliers who align with our values and are committed to making a positive impact on our economy, society, and environment.
Risk Management in Procurement: What measures are in place to identify and mitigate risks associated with procurement activities, especially in the context of public sector procurement?
As an island nation in the middle of the Pacific, Fiji faces unique challenges. From the increasing impacts of climate change to global political risks, uncertainty is a constant factor. That’s why we’ve had to rethink how we approach risk management. It’s not just about whether a shipment arrives on time or if prices fluctuate—we also have to consider how a cyclone might disrupt local suppliers or how global events could impact the availability of essential goods.
To strengthen risk management in procurement, we have made it a core procurement principle. This includes detailed risk assessments, contingency planning, and close collaboration with suppliers to anticipate and mitigate potential disruptions. We have also diversified our supplier base for commonly used goods and services, reducing dependency on a single source.
Additionally, we have reassessed our tender pricing strategy. While fixed pricing worked well before the pandemic, the post-COVID landscape has required us to adopt more flexible pricing structures in some contracts. These evolving risks are driving more innovative and resilient approaches to procurement, which is ultimately a positive step forward.
Capacity Building within the Procurement Office: How does the Fiji Procurement Office ensure continuous professional development and capacity building among its procurement staff?
The world of procurement is constantly evolving, and we are committed to continuous professional development and capacity building. It’s not just about having the right policies in place; it’s about investing in our people.
We conduct monthly training sessions for interested personnel, ensuring they stay up to date with best practices and regulatory changes. We also strongly believe in the value of external exposure. Our staff are encouraged and supported to participate in conferences, workshops, and seminars, both locally and internationally. Many of our team members have travelled abroad for specialised training, gaining valuable insights and networking opportunities with procurement professionals worldwide.
This international exposure is invaluable, as it brings fresh ideas and innovative approaches back to Fiji. By providing a global perspective on procurement, we ensure that our team is well-equipped to drive continuous improvement. While training requires investment, it is not just an expense—it is an essential investment in the future growth of procurement in Fiji.
Future Outlook for Procurement in Fiji: Looking ahead, what are your key objectives for advancing the procurement function within the Fiji government, particularly concerning innovation and sustainability?
It’s an exciting time to be involved in public procurement in Fiji! We are focused on elevating the procurement function, making it more strategic, efficient, and ultimately delivering better value for Fijians.
One of our key objectives is to professionalise public procurement by ensuring that those working in this space have the right skills and knowledge to navigate its complexities. We are exploring the introduction of a formal certification in public procurement, which will set a standard of excellence and build a highly skilled workforce capable of making informed decisions with public funds.
Technology is another major focus. As mentioned earlier, we are keen to explore how AI and digital tools can streamline procurement processes. AI can help us analyse vast amounts of data, predict potential risks, and automate routine tasks, allowing procurement professionals to focus on strategic initiatives such as negotiating better contracts and driving innovation.
Innovation itself is also a priority. We want to encourage procurement teams to think outside the box, identifying creative solutions that lead to better outcomes for Fiji. This includes supporting local businesses, social enterprises, and embracing sustainable procurement practices that protect our environment and strengthen our economy.
Ultimately, our goal is to create a public procurement system that is transparent, efficient, and delivers real value for money. By professionalising the function, embracing technology, and fostering a culture of innovation and sustainability, we believe Fiji’s public procurement system can become truly world-class.
