Case Scenario Company Background: WestAgri Ltd.

his assessment addresses the following Unit Learning Outcome:

• ULO1: Review the major activities and techniques involved in IT/IS value management.
• ULO 4: Assess the impacts of IT implementation on diverse stakeholders, including from an ethical or social perspective.

Case study: Download here

Suggested Report Structure

• Executive Summary
• Introduction
• Procurement process – Analysis
• Ethical and Governance Considerations
• Conclusion and Recommendation

Submission Requirements

• Submit your report by the due date via the LMS.
• Word format only is accepted for this assessment.
• The report must be 1000 words (10%), excluding references.
• Use clear headings aligned with the suggested structure.
• A minimum of 10 academic or professional references is required.
• All references must be formatted using APA 7th edition style.
• The submission must be your own work and comply with ECU academic integrity requirements.
• Late submissions will be subject to university penalty policies.

Company Background: WestAgri Ltd.

WestAgri Ltd. is a medium-sized agribusiness based in Geraldton, Western Australia, employing

approximately 320 staff across farming operations, processing facilities, and regional distribution

centres. The company supplies grain, fertiliser, and agricultural inputs to growers across WA and has

annual revenues of approximately $180 million.

WestAgri has traditionally relied on manual and semi-automated systems for procurement, inventory

management, and logistics coordination. While this approach has supported the business to date,

recent disruptions to supply chains, increased regulatory reporting requirements, and expansion plans

into interstate markets have exposed limitations in existing systems.

To support future growth and improve operational resilience, the board has approved WestAgris first

major ICT investment.

Procurement at WestAgri Ltd.

WestAgri Ltd. is planning to invest $2.5 million in a cloud-based procurement and logistics

management system. The system is intended to:

Improve supply chain visibility

Automate ordering and inventory management

Support data-driven decision-making

Strengthen disaster recovery and business continuity

Given the scale of the investment and WestAgris limited experience with large ICT procurements,

the decision is considered strategically significant.

At a senior management meeting held on 12th of January, 2026, differing views emerged.

Procurement Officer (Anna):

We should adopt a formal tendering process similar to the WA Governments approach. This would

allow us to assess multiple suppliers, ensure transparency, and demonstrate value for money.

Although tendering takes time and involves additional costs, it reduces the risk of selecting an

unsuitable supplier for such a critical system.

Operations Officer (Mark):

Tendering is slow and bureaucratic. We already know a local IT firm whose owner has a long-

standing relationship with WestAgri. Theyve offered to deliver the system for $2.2 million, which

is below our estimated budget, and can complete implementation faster. Awarding the contract

directly would save time and keep investment within the local community.

Chief Financial Officer (Linda):

The tender process itself could cost up to $100,000 in external consultancy and evaluation fees.

While tendering may reduce long-term risk, the direct award option appears cheaper in the short

term. However, if the system underperforms, the financial impact could outweigh the initial

savings.

2

Chief Executive Officer (Robert):

Were not legally required to follow WA Government procurement rules, but our board expects

ethical and transparent decision-making. Even the perception of favouritism could damage our

reputation with investors and partners.

IT Manager (Sophia):

The local supplier has experience with small-scale IT systems but has never delivered a cloud

platform of this size or complexity. Im concerned about capability, vendor lock-in, and disaster

recovery readiness.

Community Representative (David):

Supporting a local supplier strengthens regional employment and community trust. A formal tender

may favour large metropolitan firms, which could be viewed negatively by the local community.

As a newly appointed member of WestAgris Strategic and Digital Transformation Team, senior

management has asked you to work with the procurement team, conduct background checks on

potential suppliers, and assess procurement options before a final decision is made. You are required

to analyse the situation and advise senior management on the most appropriate procurement approach.

Your Task

Prepare a 1000-word professional report advising WestAgri Ltd. on the most appropriate procurement

approach for this ICT investment.

Your report must:

1. Assess the advantages and risks of a formal tendering process

2. Assess the advantages and risks of a direct award to the local supplier

3. Provide a clear, justified recommendation, drawing on:

Procurement principles

Significant considerations

Ethical and governance requirements

You should demonstrate critical thinking and professional judgement, and your recommendation

must be well reasoned and supported.

WRITE MY PAPER