Dr. Ruben Shaanika Kanime
Intermediate Hospital Oshakati, Namibia
Abstract Title: Understanding the Causes of Procurement Deficit at the Ministry of Health & Social Services, Namibia
Biography: Dr. Ruben Shaanika Kanime is a Medical Practitioner and healthcare leader serving as Medical Superintendent of Intermediate Hospital Oshakati, Namibia and Managing Director of RC Empire Medical Practices. He holds an MBA in Global Healthcare Management and has extensive experience in hospital leadership, clinical governance, and health systems strengthening. His professional focus is on optimizing healthcare delivery through innovation, capacity building, and policy reform. Dr. Kanime also served as Chairperson of the Namibia Medical Society, advocating for healthcare excellence and the welfare of medical professionals. His research interests include healthcare procurement, leadership, and sustainable health system reforms.
Research Interest: Despite significant investments in Namibia’s healthcare sector, the Ministry of Health and Social Services (MoHSS) continues to face procurement inefficiencies that undermine the timely delivery of essential medical supplies. These deficits directly impact healthcare outcomes in a country grappling with high burdens of HIV, tuberculosis, and non-communicable diseases. This study investigates the underlying causes of procurement challenges within the MoHSS and explores strategies for improving efficiency. Adopting an interpretivist research philosophy, a qualitative case study approach was applied, with data collected through semi-structured interviews from key MoHSS stakeholders, including directors, regional health leaders, and procurement managers. Thematic analysis of the data revealed five recurring challenges: bureaucratic inefficiencies, resource and capacity gaps, collaboration challenges between clinical and non-clinical managers, supplier-related issues, and regulatory rigidities. Findings highlight the centralization of procurement processes as a major barrier to responsiveness, particularly at regional levels, while limited training and technical expertise exacerbate inefficiencies. Poor collaboration between stakeholders often results in misaligned priorities, further weakening service delivery. Supplier-related challenges, such as delayed payments and insufficient vetting, disrupt supply chains, while overly rigid regulatory frameworks hinder adaptability during emergencies. To address these systemic issues, the study recommends decentralizing procurement to regional levels, implementing targeted training programs, fostering structured collaboration between clinical and administrative teams, strengthening supplier partnerships, and revising regulatory frameworks to allow flexibility during crises. This research contributes to the global discourse on healthcare procurement in resource-constrained settings by providing context-specific insights from Namibia. The recommendations align with Namibia’s Vision 2030 and global best practices, offering actionable reforms to build a more resilient and responsive procurement system capable of strengthening healthcare service delivery.