<![CDATA[Procurement Consultants - Procurement Blog]]>Wed, 27 May 2026 22:11:09 +0000Weebly<![CDATA[​Transforming the NHS Supply Chain: What the Modernisation Programme Means]]>Mon, 08 Dec 2025 07:30:00 GMThttps://www.naomiclewsconsultancy.com/procurement-blog/transforming-the-nhs-supply-chain-what-the-modernisation-programme-means
NHS Supply Chain has officially received government approval to kick off a major multi-year modernisation programme, marking a pivotal moment in how procurement and logistics will work across the NHS.


What's Being Upgraded
​

  1. Modern IT Systems
    • The programme will replace old legacy IT infrastructure (ERP systems) with cloud-based software.
    • This move will boost reliability, give more transparent data access, and improve the experience for both NHS customers and suppliers.
  2. Expanded Logistics Infrastructure
    • NHS Supply Chain plans to grow its logistics capacity, holding more stocked items closer to users and enabling more efficient order consolidation.
    • It will also build its capability to support care outside hospitals, aligning with broader NHS ambitions.
  3. Business Process Re-engineering
    • They’re redesigning end-to-end business processes to bring in greater consistency, transparency, and data-driven decision-making.
    • That data will be used more effectively to support clinical and procurement decisions.


Why This Matters
​

  • Strategic Alignment with NHS Goals
    This isn’t just a tech upgrade — it ties directly into the NHS’s 10-Year Health Plan, especially its priorities around community care, digital innovation, and prevention.
  • Big Efficiency Gains
    NHS Supply Chain is targeting over £1 billion of recurring annual value for the NHS by 2030 through this transformation.
  • Stronger Supplier Relationships
    With better systems and clearer, unified processes, it should become easier to do business with NHS Supply Chain.
  • Procuring with Purpose
    New “buying principles” that go alongside the modernisation mean procurement decisions won’t just be about cost — they’ll include patient outcomes, sustainability, and resilience.
  • Resilience & Reliability
    By moving to more modern IT and improving logistics, the NHS Supply Chain is making the system more robust and responsive, reducing risk of breakdowns or inefficiencies.


What's Next
​

  • The detailed design phase begins in early 2026, after a period of preparation.
  • NHS Supply Chain is currently tendering for a delivery and assurance partner to help manage this transformation, expected to start in Spring 2026.
  • They’ll be engaging stakeholders across all care settings throughout the programme to ensure the changes meet the NHS’s diverse needs.

Bottom line: This is a major overhaul for NHS Supply Chain — one that promises to make the NHS’s procurement system more modern, efficient, and aligned with long-term health system goals. For suppliers and NHS organisations alike, it’s a big opportunity to engage with a more data-driven, patient-focused supply chain.


About The Author 
​

Picture Naomi Clews
Naomi Clews
Naomi Clews of Naomi Clews Consulting Limited has over 20 years NHS procurement experience. Find out more about our NHS procurement consulting services here. 
]]><![CDATA[NHS 10-Year Plan - Procurement Opportunities]]>Wed, 03 Dec 2025 07:00:00 GMThttps://www.naomiclewsconsultancy.com/procurement-blog/nhs-10-year-plan-procurement-opportunities
Picture white arrow on blue wall
NHS 10 Year Plan
The NHS 10-Year Plan has set the stage for a bold transformation of healthcare in England, emphasising hospital to community, analogue to digital, sickness to prevention —  precisely the areas where UK Start-Ups are already active and scaling.


A Shift Towards Value-Based Procurement
​

Historically, NHS procurement has been criticised for being fragmented, price-focused, and challenging for smaller players to navigate.

The NHS 10-Year Plan signals a move toward value-based procurement (VBP), a framework that prioritises long-term impact, clinical outcomes, and system efficiency over upfront cost alone.

For Start-Ups and SMEs, this is potentially transformative. Instead of competing purely on price against established suppliers, innovative companies can now showcase how their solutions improve patient care, streamline workflows, or reduce long-term costs.


The Opportunities for Start-Ups and SMEs
​

  1. Levelling the Playing Field
    Smaller health-tech companies often struggle to compete with larger, established suppliers due to complex procurement processes. VBP and new NHS procurement frameworks could give start-ups a better chance to demonstrate their value and win contracts.
  2. Early Engagement and Collaboration
    The plan encourages closer collaboration between the NHS and innovative suppliers. Start-ups may now have opportunities to work alongside NHS teams from the outset, helping co-design solutions and influence how services are delivered.
  3. Long-Term Partnerships
    Outcome-based contracts and long-term procurement relationships could allow SMEs to move beyond one-off sales, creating sustainable revenue streams while contributing meaningfully to patient care and system efficiency.


The Challenges Still Ahead
​

Despite these promising opportunities, Start-Ups and SMEs approach the changes with cautious optimism.

  • Complexity Remains: Even with reforms, NHS procurement processes are still perceived as complex, resource-intensive, and sometimes inconsistent across regions.
 
  • Evidence Burden: To succeed under value-based procurement, companies must demonstrate clear clinical or cost benefits, which can be challenging without significant upfront investment.
 
  • Cash Flow and Risk: Long-term outcome-based contracts may involve delayed payments or risk-sharing, requiring SMEs to manage cash flow carefully.
​
  • Navigating Regional Differences: Inconsistent interpretations of VBP across Trusts or Integrated Care Systems (ICSs) could pose hurdles for smaller suppliers trying to scale nationally.


How Start-Ups and SMEs Are Responding
​

Start-Ups and SME's are lobbying for reassurance and support: 

  1. Ring-Fence Innovation Budgets
    • Protect and dedicate funding for innovation (e.g., pilot projects, new technologies) at both Trust and Integrated Care System (ICS) levels. 
    • This helps ensure that novel health technologies aren’t squeezed out by short-term financial pressures. 
  2. Foster Better Coordination Across ICSs
    • Encourage ICSs to align on procurement practices, reducing fragmentation. 
    • Share best practices and standardise processes where possible, while allowing local flexibility. ​
  3. Improve Supplier Access & Support
    • Make processes more transparent and navigable for all suppliers, especially SMEs and start-ups. 
    • Provide dedicated support infrastructure (e.g., innovation teams or units) to help smaller firms understand procurement demands and evidence requirements. 
  4. Foster Long-Term, Strategic Partnerships
    • Encourage risk-sharing agreements, outcome-based contracting, and longer-term relationships between NHS organisations and HealthTech suppliers. 
    • Align procurement with system-wide goals (clinical pathways, prevention, value), not just one-off purchases

​Many health-tech Start-Ups see this as a chance to bring cutting-edge digital tools, AI solutions, and patient-centred innovations directly to the NHS.

The sentiment among smaller suppliers is hopeful but pragmatic: the 10-Year Plan presents real opportunities for growth and meaningful impact, provided procurement reforms are not only introduced but executed effectively.


Conclusion
​

For Start-Ups and SMEs, the NHS 10-Year Plan is both a challenge and an opportunity. It signals a shift toward innovation, value, and partnership, moving away from purely transactional procurement.
​
Companies that can navigate the evolving landscape, provide robust evidence of value, and engage collaboratively with the NHS are well-positioned to be part of the next decade of healthcare transformation.
​
In short, Start-Ups and SMEs are ready to rise to the occasion but the NHS must make the pathways accessible, transparent, and consistent to ensure that the potential of innovation is fully realised.

About The Author 

Picture Naomi Clews
Naomi Clews
Naomi Clews has over 20 years NHS Procurement experience and is owner of procurement consulting firm Naomi Clews Consultancy Limited. Find out more about our consulting and business advisory services here. 
]]><![CDATA[Common Mistakes NHS Suppliers Don't Make]]>Mon, 01 Dec 2025 08:00:00 GMThttps://www.naomiclewsconsultancy.com/procurement-blog/common-mistakes-nhs-suppliers-dont-make
Picture Blank lined paper
Why Blank Pages Are Terrifying
​Winning NHS contracts is about more than just offering the lowest price.

Successful NHS suppliers know the secret to winning NHS contracts. 

​In this blog, we let you into the secret too!

How To Win More NHS Contracts

Stop making the top 10 NHS procurement mistakes to increase your chances of NHS contract success.


1. Focusing Only on Cost
​

​Many suppliers assume NHS procurement is solely about the lowest price.

​While the cost is obviously very important, NHS procurement now consider the whole-pathway cost, patient outcomes, and long-term value, not just the initial purchase cost.
​
Top Tip: Present a structured “value added ” cost structure that demonstrates the improvements to care, over time and the return on the initial investment.  


​2. Ignoring Social Value
​

Learning how to succinctly articulate your contribution to social value, in terms of the impact your goods and/or services will have on the NHS workforce, local community, and the planet, is now a critical factor in your ability to win NHS contracts.

Failing to demonstrate social value can significantly reduce your score and/or will disqualify your bid completely. 
​
Top Tip: Don't just make empty gestures and statements. Include measurable initiatives, such as workforce development programmes, diversity efforts, or environmental improvements.

Demonstrate how you will measure how each initiative performs by explaining the methods of measurement used and the metrics. 


​3. Neglecting Clinical Engagement
​

NHS procurement values solutions co-designed with clinical insight.
​
NHS suppliers clearly explain how they have engaged clinicians, healthcare professionals and/or patients in the development of their goods and/or services to evidence the claims they make and that their products/services work.

Top Tip: Engage with clinicians early to ensure your product/service aligns with real-world NHS patient needs.


4. Poorly Structured Submissions
​

​Complex or disorganised submissions can frustrate NHS procurement evaluators and make it harder to score highly.
​
NHS supplier scores are based strictly on what is written — not assumptions. 
​
A clear, well-structured answer demonstrates professionalism, credibility, and preparedness.

This makes the evaluator’s job easier — and when the evaluator finds your response easy to score, your chances of achieving full marks are far higher.

Top Tip: Use clear headings, bullet points, and concise language to make your submission easy to navigate.

⚠️ Top 10 NHS Tender Mistakes Suppliers Make

  • 1. Focusing too much on price – instead of demonstrating whole-pathway value.
  • 2. Weak social value delivery – offering generic or unmeasurable commitments.
  • 3. No clinical engagement – failing to involve clinicians early in the process.
  • 4. Assertions without evidence – making claims that aren’t backed by data or case studies.
  • 5. Complex or disorganised submissions – making evaluators search for the information they need.
  • 6. Missing the whole-pathway perspective – focusing on the product, not system-wide impact.
  • 7. Overlooking risk sharing and outcome metrics – no clear measures for success or accountability.
  • 8. Underestimating submission requirements – missing documents, word limits or mandatory criteria.
  • 9. Overcomplicating the proposal – using jargon or unnecessary detail instead of clarity.
  • 10. Not starting early enough – rushing the submission and losing marks unnecessarily.


5. Overlooking Risk Sharing and Outcome Metrics
​

​Value-Based Procurement may involve risk-sharing arrangements or outcome-based payments. Suppliers who do not address how they will manage these obligations will appear or be viewed as under prepared.

​Many suppliers struggle with this because suppliers:
​
  • don’t fully understand risk-sharing mechanisms,
  • avoid the topic because they see it as risky or complex,
  • provide vague outcome descriptions without metrics, or
  • fail to include robust methods for measuring and reporting results.
​
Unfortunately, this gives evaluators the impression that the supplier is not ready for a VBP environment.
​
Top Tip: Include a clear plan for measuring outcomes, reporting, and sharing in savings or penalties, if targets are not met as part of your price submission.


​6. Failing to Provide Evidence
​

​Many suppliers fall into the trap of making bold claims without providing proof. Assertions without evidence rarely convince NHS procurement. If you can’t prove it, you can’t score for it.

NHS procurement are trained to score responses based on evidence, not promises.
​
When suppliers fail to back up claims with data, case studies, or measurable results, NHS procurement cannot award high marks.

Even strong solutions can score poorly if the evidence is missing.
Evidence gives NHS procurement confidence to award higher marks. 

Top Tip: Include quantitative results, testimonials, and documented case studies wherever possible.


​7. Missing the Whole-Pathway Perspective
​

​One of the most common — and costly — mistakes suppliers make is focusing too narrowly on their product and/or service in isolation, rather than demonstrating how it improves the entire patient pathway.

The NHS evaluates the impact of a product or service across the entire care pathway, not just at a single point. 

Suppliers who fail to take a whole-pathway perspective risk appearing out of touch with NHS priorities, leading to lower scores or even disqualification.​

Top Tip: Map how your solution affects costs, efficiency, and outcomes along the full patient pathway to demonstrate strategic value — and significantly increase your chances of winning the contract.


​8. Under Estimating Submission Requirements
​

​A surprisingly high number of suppliers lose NHS contracts not because their solution is weak, but because they underestimate the submission requirements.

Missing even one mandatory document or misunderstanding a question can instantly weaken your chances of winning — or result in disqualification.

Many suppliers assume that:

​“We’ve worked with the NHS before; they know us.” “Our product is clearly better — they’ll understand what we mean.” “We can reuse our last response.” “They (NHS procurement) won’t actually check everything.”

Unfortunately, NHS procurement teams do check everything — and they must treat all suppliers fairly, including new entrants.

Top Tip: Carefully review the NHS Procurement instructions and ensure all requirements are addressed.


​9. Overcomplicating the Ask
​

Another common reason suppliers lose NHS contracts is by overcomplicating their response.

​Many organisations believe that using technical language, long explanations, and detailed product specifications will impress NHS procurement — but the opposite is often true.

Even high-quality solutions can be marked down simply because NHS procurement cannot easily assess the response.​

A complex answer does not make your solution look better.
A clear answer does.
​
Top Tip: Keep language simple, focus on outcomes, and highlight the benefits for patients and the NHS.


​10. Not Starting Early Enough
​

​One of the biggest and most damaging mistakes suppliers make is not starting early enough.

Many organisations underestimate the time, resources, and coordination required to produce a high-scoring, fully compliant submission.
​
​Starting late almost always results in preventable errors — and it’s one of the most common reasons suppliers lose contracts they could have won.

Tip: Start early, plan your response, and allocate sufficient time for reviews and approvals.

Conclusion

​Avoiding these 10 common mistakes can dramatically improve your chances of winning NHS contracts.

By focusing on value, social impact, clinical engagement, and clear evidence, suppliers position themselves as trusted partners in delivering better outcomes for patients and the NHS.
​
Remember: Success in NHS procurement is about more than price—it’s about demonstrating real value, collaboration, and impact.


About The Author
​

Picture Naomi Clews
Naomi Clews
Naomi Clews is an NHS procurement consultant and owner of Naomi Clews Consultancy Limited. Naomi has over 20 years of NHS Procurement experience. find out more here. 
]]><![CDATA[NHS Buyers - Wanted Partners, Not Suppliers]]>Wed, 26 Nov 2025 08:00:00 GMThttps://www.naomiclewsconsultancy.com/procurement-blog/nhs-buyers-wanted-partners-not-suppliers
Picture blue umberella
Value Based Procurement
NHS procurement is rethinking how it buys goods, services, and medical technology by increasingly prioritising Value‑Based Procurement (VBP). 
This shift means that NHS buyers are looking for partners, not just suppliers — and they expect you to demonstrate how your solutions deliver long-term value across patient outcomes, cost, sustainability, and social impact.


What Is Value‑Based Procurement (VBP)?
​

Value Based Procurement (VBP) is not just about getting a lower price, it’s a strategic approach that evaluates NHS spending based on value — not only in terms of cost savings, but also how well a product or service contributes to better patient care, improved efficiency, and reduced overall pathway costs.


What Does Value Based Procurement Measure?
​

NHS Value-Based Procurement Measures

NHS procurement will use Value-Based Procurement to measure and provide the answer to the following questions:

  • Patient‑centred outcomes: How does the supplier solution improve health results?
  • Whole‑pathway cost: What is the cost over time — beyond the purchase price alone?
  • Social value: Does the supplier contribute positively to the community, workforce, or sustainability goals?
  • Innovation and efficiency: Can the product or service help the NHS cut waste, reduce readmissions, or shorten hospital stays?


What Is Driving The Change To VBP?
​

Several factors are driving the NHS to formally adopt VBP, these include:
​
  1. Policy Momentum
    The Department of Health and Social Care’s VBP Standard Guidance signals a clear intention to make this approach part of mainstream NHS procurement.
  2. Pilot Programmes in ProgressKey NHS trusts are already testing the VBP methodology in areas such as medtech. These pilot initiatives will help refine evaluation criteria and show how VBP works in practice.
  3. Data & Analytics
    Improved data tools are making it easier for the NHS to capture meaningful metrics: patient outcomes, cost savings, and resource utilisation.
  4. Integrated Care Structures
    With the growth of Integrated Care Systems (ICSs), there’s a stronger push to consider the system-wide impact of NHS procurement decisions — not just savings in one hospital or department.


What Does This All Mean For NHS Suppliers?
​

If you supply the NHS, Value‑Based Procurement is not just a nice idea — it’s quickly becoming a commercial reality.
Supplier Checklist: How to Position Your Organisation to Win

Tick off these key steps to succeed in NHS Value-Based Procurement:


What Challenges Will Suppliers Need To Overcome? 
​

Transitioning to VBP isn’t without its challenges for suppliers. The most obvious impacts on NHS suppliers are:
​
  • Longer procurement cycles: Since the tender evaluation is more complex, tendering is expected to take longer.

  • Data burden: NHS suppliers will need to collect and present detailed outcome data — not all NHS suppliers will have this capability yet. 

​
  • Standardisation gaps: Different NHS Trusts finance departments may calculate “value” differently. This will mean that a supplier on an NHS framework may need a flexible approach.


Does Collaboration Matter More Than Ever?
​

Yes, at its core, VBP is about partners, not suppliers.

​NHS procurement is increasingly seeking long-term relationships with NHS suppliers who are willing to collaborate on innovation, pathway improvements, and patient-centred goals.

​Rather than compete solely on price, the winners will be those NHS suppliers who help deliver a shared vision: better outcomes, efficient care, and true value for both patients and taxpayers.


About The Author
​

Picture Naomi Clews
Naomi Clews
​Naomi Clews brings over 20 years of NHS procurement expertise to help you turn value-based procurement from a challenge to an opportunity. If you’d like support building your VBP bid or crafting outcome-focused proposals find out more here.

]]><![CDATA[NHS Suppliers - New Slavery Regulations]]>Mon, 24 Nov 2025 08:00:00 GMThttps://www.naomiclewsconsultancy.com/procurement-blog/nhs-suppliers-new-slavery-regulations
The National Health Service (NHS) supply chain spans huge volumes of goods and services, which creates potential exposure to worker exploitation, forced labour or human trafficking.
​The NHS Procurement, Slavery and Human Trafficking Regulations 2025 (The Regulations) is the NHS' response to the estimated 21% of medical consumables suppliers who are classed as high-risk for modern slavery, and 16% medium-risk. 

What NHS Suppliers Need To Know

The NHS Procurement, Slavery and Human Trafficking Regulations 2025 apply to any public body in England that procures goods and/or services for the NHS.

​This includes NHS organisations, local authorities (in their public-health or Section 75 roles), purchasing bodies and so on. Works contracts fall outside of the scope of the Regulations. 
​
The Regulations will apply to new procurement activities (not existing contracts), and will follow a risk-based approach.  Procurement activities will be categorised as low, medium or high risk and NHS Procurement will take reasonable steps dependent on the level of risk. 

For each relevant procurement contract or framework, a risk assessment must be completed before proceeding (e.g., before inviting bids) using a consistent methodology. 

​The risk assessment looks at factors such as:
  • the industry type
  • workforce characteristics
  • supplier location
  • supply-chain model
  • commodity type
  • operational context.
​
Once the risk level is determined (low/medium/high), NHS Procurment must apply the “reasonable steps” appropriate to that risk level. ​​

What This All Means For NHS Suppliers 

The Introduction of standardised, mandatory risk-assessments across the health system, will shift the NHS procurement culture from a “tick-box” exercise to an ongoing assessment.

Every procurement will be assessed for the risk of modern slavery in its supply chain:
​
  • Low-risk procurements will include modern-slavery clauses in the terms and conditions and allow for variation if the risk changes. 
​
  • Medium/high-risk procurement processes will include pre-market engagement, explicit modern-slavery risk criteria, industry-relevant standards, or a requirement to complete the Modern Slavery Assessment Tool (MSAT) within a set timeframe.

NHS Procurement can also use the Social Value Model, specifically Model Award Criterion 1e (‘Identifying and managing the risks of modern slavery’) when evaluating bids. 

​NHS Contracts can contain Key Performance Indicators (KPIs) that require NHS Suppliers to report on the steps they are taking to ensure their is no modern slavery in their supply chains. 

How NHS Procurement Will Implement This

The NHS Procurement, Slavery and Human Trafficking Regulations 2025 were laid before Parliament on 9 September 2025. Government guidance states the aim is for them to take effect in 2026.

2026 will bring greater expectations of transparency, due diligence and continual improvement to NHS supply chains. ​NHS Procurement will review upcoming/new procurements in 2026 to identify where modern-slavery risk assessments are needed.

Modern slavery clauses, KPIs, MSAT requirements and social-value criteria will be included into new NHS tenders in 2026.

NHS Procurement processes for ongoing contract-management, risk reassessment and incident responses (to spot, assess and act on any modern-slavery risks) will be communicated with NHS Suppliers. 

​For each new framework agreement, dynamic markets and catalogue-based procurement, the NHS Procurement owner will be responsible for risk assessments and ongoing reviews.

For example: an NHS Procurement framework owner should reassess risk at least every 2 years, publish the date of the latest assessment, and ensure the framework buying guides clearly set out the relevant modern-slavery mitigation steps. 
​
A contracting authority calling off from an NHS framework agreement must check that the required assessment has been done and apply the reasonable steps as laid out in the NHS framework buying guides. 

​If the risk level increases (for instance from medium to high), then more intensive mitigation steps must follow — e.g., MSAT, supply-chain mapping, increased meeting frequency with suppliers. 

How Can NHS Suppliers Prepare For The Changes

  • Familiarise yourself with the new Regulations. 
  • Assess your supply chains for modern slavery risk. 
  • Update your risk register with action taken to mitigate risks. 
  • Keep your modern slavery statement up to date. 

About The Author

Picture Naomi Clews
Naomi Clews
Naomi Clews is a NHS Procurement Consultant and owner of Naomi Clews Consultancy Limited. Naomi has over 20 years of NHS procurement experience. Find out more here. 
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