International and Partners
Who We Are
Established in 2001, PanAvest International works in partnership with forward-thinking public and private sector businesses and organisations to enhance their supply and value chain know-how, value creation, market share and profitability. Coming together on a needs basis, PanAvest uses supply chain and governance-related thinking to assist organisations to make a real and sustainable difference to their organisations and the communities in which they operate.
As a quasi-virtual business partner we encourage continuous improvement and help organisations to differentiate themselves from the competition. While we are committed to driving our clients’ overall performance and bottom line results, we also focus on assisting businesses and policy makers to build today with the future in mind, take an interest in the communities and environment in which they operate and most importantly care about the wellbeing of the current and next generation.
Under the leadership of Professor Douglas Boateng, PanAvest International uses innovative and value-driven consulting, mentorship, coaching, advising and corporate citizenry-driven partnerships to facilitate business continuity and organisational success.
Professor Extraordinaire in Supply and Value Chain Management
Douglas Boateng is an international chartered director, social entrepreneur, adjunct academic and researcher. He is independently acknowledged for his global contribution to knowledge and skills development in the areas of industrialisation, supply chain management, logistics, procurement and governance.
Recognised as Africa’s first Professor Extraordinaire in Supply and Value Chain Management he is passionate about the role of supply chain strategy development and implementation in the facilitation of emerging-world long-term socio-economic development.
As a practitioner, researcher and academic Boateng has spent over 25 years working and mentoring in various areas of supply chain management.
He has extensive practical and scholastic understanding of the inextricable link between supply chain management and long-term service delivery quality, human capital development, industrialisation and socio-economic development and is currently among a group of highly experienced global professionals with certified chartered directorship recognition by the Institute of Directors. This is a result of his ability to professionally assist public and private sector organisations with thought leading governance and directional reforms.
Boateng has occupied the role of chairperson and mentor on several enterprise and small business development projects. Through these roles he has assisted directly in the skills development and mentoring of various SMMEs (Small, Medium, Micro-sized Enterprises).
As a certified international chartered director with considerable experience in directional leadership and value chain compliance, he has provided various stakeholders, executive directors and CEOs with thought leading insights on governance and directional leadership. As a supply chain mentor and coach he has helped numerous individuals to improve their personal and organisational performance.
In addition to his research and coaching, Boateng serves as a supply chain and governance-related analyst, consultant and advisor in both the public and private sector – regionally and internationally.
Since 2007 Boateng has acted as an external examiner, postgraduate and Doctoral supervisor for governance and supply and value chain management-related skills development at various institutions including UNISA’s Graduate School of Business Leadership (SBL) and the Wits Business School.
Professor Boateng is an elected Fellow member of the Institute of Directors (United Kingdom and Southern Africa); Institution of Plant Engineers; The Society of Operations Engineers; The Chartered Institute of Logistics and Transport (United Kingdom and Southern Africa); The Chartered Institute of Purchasing and Supply; The Chartered Management Institute; and The Institute of Operations Management.
As a consumer, do not just buy; rather strategically procure to support local and regional value-adding supply chains.
There is no such thing as free money or aid.
Mindset change is the greatest challenge facing Africa’s economic emancipation drive.
Made in Ghana or South Africa or Kenya still creates artificial boundaries. We must rather promote Made in Africa.
Do not always blame the government for your woes. Sometimes also critically look at yourself in the mirror and ask what role you have played in creating the woes.
Human beings by nature are risk averse and will not take chances with people they do not know and trust.
De-industrialisation is mainly caused by consuming what you do not produce.
The long-term success of the African Continental Free Trade Agreement (AfCFTA) is dependent on the region embracing supply chain management thinking.
By just sitting back and hoping for change you are denying your own self and the African child a better socio-economic future.
Supply chain management is simply about having a win-win shared vision in a value chain.
Any country in Africa that through the governing party believes they can economically go it alone is leading its people down the wrong path.
Economic empowerment is about trust and value-add and not colour-add.
In addition to exporting raw materials and human capital, Africa is increasingly exporting hard currency to support the continent’s insatiable desire for goods made outside of the continent.
Buying behaviours and industrialisation are inextricably linked.
Economic empowerment is about long-term wealth creation and not about short-term materialistic entitlement.
Without a common understanding of supply chain management and its implications, the entire continent will continue to struggle to economically emancipate itself.
Our ancestors selflessly strived to build a better future for us. Therefore we are duty bound to at least try to better what was started for the next generation.
Long-term socio-economic transformation starts with you.
Do your homework to appreciate what you have before going into negotiations.
As a business leader when you think South African your market is just under 60 million people. However when you think African your market is just under 1 billion people.
Having self-respect, knowledge and purpose helps in navigating the complex journey of life.
Long-term economic growth, company, industry and national competitiveness are achieved through supply chain management thinking.
The journey of life is not necessarily about how you started. Rather it is how you finished.
I can only be happy when I see the youth and children around me also happy.
Supply chain management decisions made today have a direct impact on you, your organisation, local industries and the future of the African child.
We are constantly told to think outside the box. The big question is…who gave you that box that is being used as a reference point?
Cheapest price does not always equate to the best value for money for business and/or society
To build wealth that transcends generations you need to think beyond yourself.
You have to be able to logistically move whatever you produce timeously, otherwise there is no need to produce it.
The Africa Beyond Aid agenda starts with you.
Beware of the ides of aid.
There is a supply chain associated with every product or service. You just need to have a strategy and plan to develop and manage it.
The mere fact that I may not live to see my dream does not mean I should abandon my dreams for the African child.
I am who I am today because of what someone sacrificed for me.
Some people use money to make a difference. Others use knowledge and experience to effect long-term positive change.
Understanding your supply chain gives you the competitive edge.
Negotiating and bargaining are two different concepts.
Africa as individual nations is economically insignificant. Africa as one economic block is already an economic giant.
What I am doing is not for me but for the African child. I was once an African child.
Africans may be surrounded by poverty but the continent is certainly not poor.
Do not bargain with your supply chain resources for short-term price gains. Rather negotiate with these assets for long-term wealth creation benefits.
Throwing money at poverty related issues may yield short-term benefits but may make matters worse.
As a continent we have to have a common supply chain and industralisation plan. Otherwise our so-called developmental partners will determine it for us but to benefit them.
An economically powerful Africa is possible through strategic industrial sourcing and changing consumer buying behaviours.
For Africa to truly industrialise the definition of local must shift from national to regional and continental boundaries.
Accepting hard truths and realities can change individual attitudes and society as a whole.
I may not have money to give you but I certainly have knowledge and experience to help you change your attitude towards long-term wealth creation.
Accepting hard truths and realities can change individual attitudes and society as a whole.
Limited understanding of supply chain management is a reason for the de-industralisation of the continent.
You know and understand your problem. You are the only one that can solve it.
Trusting one another is one of the keys to long-term socio-economic freedom.
What you chose to buy based on price has an impact on a country’s long-term industrial development.
Supply chain management thinking and the continent’s long-term industralisation are inextricably linked.
Our destiny is in our own hands.
Achievements and Awards
- HP Lifetime Supply Chain Management Leadership Achievement Award awarded in 2018 for his role in educating policy makers and public and private sector officials about the powerful link between supply chain management and the United Nations’ Sustainable Development Goals.
- Two distinct Life Time Achievers Awards from the Chartered Institute of Procurement and Supply (CIPS) for industrial and academic contributions to local and international industrial engineering, supply chain governance and productivity (2013 and 2016).
- Among a handful of globally recognised vertical specific experts to concurrently be honoured with elected fellowships in at least six leading international professional institutions.
- First ever Professor Extraordinaire for Supply and Value Chain Management to be appointed in South Africa and the rest of Africa. These unique appointments, by leading institutions of higher learning, are for individuals who have demonstrated major academic and industrial excellence as well as global leadership in a specific field. In all cases the appointee must have attained national prominence and international recognition for outstanding achievement.
- Induction into the Institute of Directors Southern Africa Wall of Fame for contribution to logistics and supply chain management (2008).
- Among a selected group of practicing international senior executives outside the United Kingdom to be elected as a chartered professional fellow (by both invitation and examination) of the Institute of Directors (UK). Chartered Professional Directors are highly experienced C-suite executives who serve on boards to assist with governance, organisational development and growth.
- First independent distinguished extraordinary chair to be appointed by the Institute of Operations Management (UK) to help improve executive operations and industrial management skills development in Africa.
- Published over ninety (90) action-based company and industry case study papers, executive supply chain management skills development manuscripts and independently endorsed supply chain management related thought leadership books.
- First recipient of the MSD (MMD) Doctoral scholarship award for engineering business management in the United Kingdom in 1991.
- One of the youngest sector specific professionals to be admitted for membership into the United Kingdom’s Institute of Directors in 1994 and was one of the first vertical specific postgraduate students in the United Kingdom to graduate with an action research Engineering Management Doctorate in 1998, focusing on selected aspects of international pharmaceutical/pharma-chemical logistics and supply chain management.
- He has been publicly acknowledged by the Commonwealth Business Council for his contribution to international supply chain management and emerging world long-term economic development.
- He was publicly acknowledged by Who-is-Who of Southern Africa for his contribution to selected industrial initiatives, including e-commerce development in the developing world since 2000.