Driving innovation and efficiency: How we connect with our suppliers
Building strong relationships with our suppliers is a vital part of what we do, and in Ruth Burns and Leo Shippam, we have a fantastic team of Supplier Relationship Managers to help us forge these relationships.
Here, Ruth digs deeper into her work as an SRM, outlining why supplier relationships are so critical – boosting efficiency and innovation and easing cost pressures.
She also outlines our strengthening relationship with our colleagues at NHS London Procurement Partnership (NHS LPP) and our joint Strategic Supplier Relationship Management programme.
“When I think about my role as a Supplier Relationship Manager at NOE CPC, I’m reminded daily of just how much value there is in building strong, open relationships—not just with our suppliers, but with our customers too. It’s easy to see procurement as a process driven by frameworks, contracts, and compliance, but at its heart, it’s about people and partnerships.
“One of the biggest challenges for category teams, especially those managing frameworks, is the sheer volume of activity happening at any one time. With so many moving parts, it’s not always possible for category managers to speak directly to suppliers. That’s where my role comes in. I act as a conduit, keeping the dialogue going throughout the year. This means we can keep suppliers updated about upcoming opportunities and future contract pipelines. It’s a small thing, but it makes a big difference, especially when frameworks are used by organisations beyond the NHS, in the wider public sector, who have different supplier portals that they may not have access to.
“By maintaining these relationships, we help ensure suppliers are ready and able to bid for opportunities, which in turn means our customers get more, and better, bids. It’s about supporting both sides—helping suppliers navigate the process, and making sure our customers get the best possible outcomes.
“A big part of my job is also about encouraging innovation. We work closely with suppliers in facilities management, for example, to showcase the work they’ve done for the NHS — whether that’s supporting sustainability, reducing energy consumption, or finding new ways of working. Too often, customers focus solely on price, but there’s so much more to value than just the bottom line. By sharing case studies and real-world examples, we can highlight the positive impact suppliers are having, and encourage others to think differently.
“Our cooperation with NHS LPP has taken this to another level. Working with their Supplier Relationship Manager, we’ve identified key strategic suppliers across our categories. Over the summer, we held a series of face-to-face meetings with each of them, which was of huge benefit to us and them. We’ve learned about the real challenges they face, from the risks of taking on large collaborative procurements to the importance of accurate data in the tendering process.
“One thing that’s become clear is that the more robust and reliable the data we provide, the less risk suppliers have to build into their bids. That means better value for our customers and a smoother process for everyone involved.
“The joint SSRM programme is still in its early days, but I’m optimistic about what we can achieve. By working together, we’re reducing the number of meetings suppliers have to attend, sharing best practice, and building a more complete picture of the market. It’s about being a trusted partner—someone suppliers and customers alike can turn to for honest advice and support.
“Ultimately, most suppliers want to do a good job. Many of them use the NHS themselves, and there’s a real sense of pride in working with us. By listening to them, understanding their challenges, and working together, we can deliver better outcomes for everyone—helping the NHS to meet its goals and deliver the transformational change we all know is needed.”