Project Description

Founded in 1978, Allkin Singapore (formerly known as AMKFSC Community Services) is a community-centric social service agency that believes everyone can create positive change, including those who seek help. Each year, Allkin supports more than 20,000 vulnerable individuals across over thirty touchpoints in Singapore’s Central to North-Northeast region. Its services span children, youth, families, seniors, and persons facing mental health challenges. The agency is committed to digitalising and streamlining its operations to meet evolving organisational needs more sustainably.

The project aimed to evaluate and recommend a suitable procurement model for Allkin Singapore‘s needs, while addressing inefficiencies arising from its decentralised procurement system. It involved reviewing internal audit findings, conducting surveys and focus groups, benchmarking sector practices, and assessing integration of sourcing (TenderBoard) with the ERP system (Business Central). The goal was to enhance governance, transparency, and operational sustainability through digitalisation and the use of emerging technologies. 

Allkin faced several challenges in its decentralised procurement framework. Internal audits revealed risks arising from uneven procurement capabilities among staff, fragmented workflows, and the lack of integration with financial systems. These issues contributed to inefficiencies, potential compliance risks, and limited visibility into spending. The project team conducted research through surveys, focus group discussions, and benchmarking across nine organisations to identify best practices and tailor solutions to Allkin's needs.

Through the SMU-XL Capstone Project, Allkin undertook a structured review of its procurement approach, with a focus on strengthening strategic, ethical, and digitally enabled operations.

Project Outcomes

The adoption of a Hybrid Procurement Model, supported by appropriate technologies and ESG principles, was recommended. The model balances central oversight with decentralised agility, enhancing Allkin's ability to deliver value to its stakeholders while maintaining robust governance and operational agility.   In fact, sector benchmarking indicated that hybrid models are commonly adopted among SSAs and NPOs. A cost-benefit analysis also further suggested that a hybrid model yields the highest net benefit. 

An implementation roadmap was developed to guide phased integration of TenderBoard and Business Central, supported using digital tools such as AI, RPA, and ESG scoring. The project also proposed SMART KPIs and dashboards to help track procurement impact and support ongoing improvement efforts. 

The Hybrid Procurement Model emerged as the more balanced and optimal solution, offering centralised control while maintaining decentralised responsiveness. Under this model, Allkin's central procurement team focuses on strategic sourcing, compliance, and managing supplier relationships, while local units are empowered to manage urgent and operational purchases. The model's flexibility allows Allkin to respond swiftly to community needs without compromising governance standards.

Tools and Resources 

 
A key component of the transformation is the integration of TenderBoard, an e-procurement platform, with Business Central, Allkin's ERP system. This integration enables real-time budget tracking, streamlined approval workflows, and enhanced data analytics. The phased implementation plan was designed to minimise disruption, with an initial focus on interfacing the platforms, before embarking on full integration and automation. This approach aims to mitigate change fatigue, while building user confidence through training and user acceptance testing. 
 
Emerging technologies play an important role in Allkin's phased roadmap. These include the use of: 

• Generative AI to support activities such as drafting RFQs, evaluating supplier submissions, and embedding ESG-related clauses;

•  Robotic Process Automation (RPA) to automate tasks such as invoicing, PO creation, and document routing, which reduce human error and allow staff to focus on more value-added tasks; 

• AI analytics to provide insights into spend patterns, fraud detection, and supplier performance;

• Chatbots to help staff access procurement policies and guidelines more efficiently;

• Blockchain to ensure tamper-proof audit trails and supplier verification, enhancing transparency and trust. 
   

Ongoing Improvements

 
The project also highlighted the importance of integrating ESG considerations into procurement practices. Allkin plans to progressively incorporate environmental, social, and governance criteria into its procurement lifecycle, in alignment with broader frameworks such as the UN Sustainability Development Goals and Singapore Green Plan 2030. The use of platforms like EcoVadis can support more structured and data-informed supplier evaluations, which promote ethical sourcing and sustainability. This has the potential to strengthen Allkin's brand and its eligibility for relevant funding and partnerships.

  
To monitor progress and measure the project’s success, the team developed SMART KPIs and a five-step impact dashboard covering metrics such as staff time savings, procurement cycle time, maverick spend rate, compliance risk exposure, and ESG clause adoption. Pre- and post-transition comparisons show significant improvements, including 80% reduction in staff time per transaction, faster approvals, and 25-30% cost savings. These results validate the effectiveness of the hybrid model and its supporting technologies. 
 
Beyond processes and systems, the project supported greater awareness of procurement as a strategic enabler of organisational goals. Staff engagement throughout the project encouraged clearer understanding of procurement roles and best practices, supported by digital tools and clear policies. 
 

Conclusion 

In conclusion, the transformation undertaken through the SMU-XL Capstone Project provided Allkin with practical insights into applying strategic planning, stakeholder engagement, and digital innovation to procurement. The recommended Hybrid Procurement Model, supported by phased implementation of AI, RPA, and ESG frameworks, addresses existing gaps while laying the foundation for continuous improvement and scalability. The project demonstrates how technology and governance can work hand in hand to enhance operational effectiveness – strengthening Allkin’s position in ethical and sustainable procurement, while supporting its core mission to build thriving and connected communities. 

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