The Procurement Process
Applying results to processes
This prioritisation assessment has been adopted in the service level matrix (Figure 1.) to support sustainability incorporation in frameworks, as part of a three-year work plan, to develop the embedding of relevant and proportionate sustainability into procurement.
This has impacted on procurement processes:
- category/Commodity Strategies - relevant environmental and socio-economic risks and opportunities, and suitable approaches, within the following
- the use of Sustainable Procurement Tools – as well as the use of the Prioritisation Methodology, targeted commodity specific sustainability requirements supplement understanding and use of the Sustainability Test and Life Cycle Impact Mapping
- pre-tender engagement with suppliers and markets - and also within commodity and category managers/teams. This includes the use of Prior Information Notices, highlighting the focus on sustainability within relevant frameworks
- collaboration within Commodity Advisory Panels - comprising representatives from relevant NHS boards, clinical and technical experts, and staff with expertise in specific areas, to provide expert advice and guidance on commodities or services being procured
- tenders, evaluation and award - appropriate requirements within tender specifications, evaluation and award criteria, while ensuring objective evaluation of these tenders
- the targeted commodity specific sustainability questions seek to progress performance against targets, mitigate risks and capture opportunities, such as increase circularity and improve resilience
- contract and supplier management - Post award engagement
Frameworks supported
The shortlist of frameworks to target is reviewed jointly with Heads of Commercial, category managers and Head of Governance, with the ultimate decision residing with Heads of Commercial. These will be reviewed 6 months in advance of each calendar year.
The number of planned priority frameworks supported in 2025/6 was 12, based on a pro rata maximum viable capacity for full prioritised support. However, it is understood that there will be a need for differing levels of input during the procurement process. This is reflected in the model below:
Figure 1: Supporting frameworks model
As a result, it is intended that 16 frameworks per year will be supported, subject to ongoing review, with the expectation that this may increase as commonality of approaches adopted across frameworks is identified.
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