How we heard you describe the Cummins ESD programme.

“If the leader will tell me, ‘Yusuf, focus on all mining regions within the two and Middelburg and specifically maybe Tools or PP technician hire. Or vehicle maintenance,’ then I will identify all diverse set of suppliers in that space.”

Or you go to division leaders directly and ask whether they know of any diverse suppliers who have already reached out to them.

SOURCE: 7 APRIL TRANSCRIPT, 08:46 – 09:23

You identify diverse suppliers operating in the space leadership has named. If needed, a short road trip to identify local suppliers available in the market.

You then check whether they are interested in joining the ED programme — walk them through the benefits, the programme length, the commitment required.

“They have to see if they are interested in joining the enterprise development program. Inform them of all the benefits that comes with it, the program, the length of the program, the commitment that is required.”

SOURCE: 7 APRIL TRANSCRIPT, 26:30 – 26:46

“If they sign up for it, then we’ll do the gap analysis. The gap analysis includes a full holistic overview or dashboard of the company. Looking at all the different divisions that they operate. And then identifying what the gaps are from a dashboard perspective. And then what is the gaps from a service perspective in relation to what we need.”

SOURCE: 7 APRIL TRANSCRIPT, 26:47 – 27:00

You put together a proposed intervention and timeline. Typically two to three years. Sometimes six months if the company is already mature and developed. You estimate the budget required from the ED or SD allocation.

“If I have to do a program with them on enterprise development, I’m going to put them through X, Y, and Z involvement. It’s going to take two to three years or it might take even six months because some companies are quite well mature and developed.”

You then take the proposed plan back to the business division leader for feedback — this is not one-way.

SOURCE: 7 APRIL TRANSCRIPT, 27:00 – 28:00

“I’m creating a two-level communication and roping them in, creating an accountability and responsibility back to them. It’s not just they telling me and then the supplier comes back to me at the end of the program and be like, ‘I completed the program. And there’s nothing that was promised to me is actually happening.’”

If business growth timing changes, the division leader tells you to compress a three-year plan into one and a half years — or even one year. Sometimes including three months of shadowing inside Cummins operations.

SOURCE: 7 APRIL TRANSCRIPT, 28:00 – 29:00

For technical needs, you use the internal Cummins training centre — engine and generator familiarisation. For business-side needs, you use external service providers for business fundamentals, market analysis, business case work, business continuity planning, and strategic alignment.

“We have various tools where we can or methods, actually, to close those gaps, be it external service providers like yourselves, or internally where we have the training center that provides engine familiarization or generator familiarization type of training.”

The training level depends on the gap. Someone who left school early gets fundamentals. A mature SME without a business continuity plan gets that. The mix is gap-led, not template-led.

SOURCE: 7 APRIL TRANSCRIPT, 09:24 – 09:49 AND 31:14 – 33:50

“That is my successful approach. That every ED beneficiary becomes a supplier. And I can continuously then develop them through the next budget allocation on the SD.”

This is how the programme builds maturity across years rather than starting fresh each cycle. It is also why approximately 90% of your diverse suppliers are already participating in the SD programme.

SOURCE: 7 APRIL TRANSCRIPT, 40:33 – 41:19

If interventions need extra funding beyond the original plan, you have used budget to extend rather than letting the supplier fall short.

“It’s not even a loan because we’re giving you the funding. But we want to see you put the sweat and effort in first before we actually give you that cash handout.”

And the standard you set for any partner:

“Measurable. And impactful.”

SOURCE: 7 APRIL TRANSCRIPT, 18:05 – 18:52 AND 46:18 – 46:23