Supporting the NHS 10-Year Plan Through Strong Procurement Governance
Governance and the NHS 10-Year Plan
Strong and effective governance plays a critical role in supporting the NHS to deliver the shifts set out in the 10-Year Health Plan for England. It supports productivity, transparency and accountability by ensuring procurement activity is structured, consistent and focused on achieving value for money. When governance is embedded effectively, teams are better equipped to work efficiently and make informed decisions about the use of public money.
Productivity, transparency and a clear audit trail
A significant priority of the 10-Year Plan is improving productivity while increasing transparency in decision-making. Procurement governance supports these objectives by standardising processes, reducing duplication and minimising fragmented purchasing. It ensures that contracts are managed effectively, records are maintained accurately and all expenditure complies with NHS policies and relevant legislation. By doing this, it creates a clear and auditable trail, demonstrating how resources contribute to patient care and wider system priorities.
Making governance practical for day-to-day operations
Good governance should act as an enabler rather than a barrier by providing colleagues with clear guidance on what is required and why. For procurement professionals, it provides structured, consistent routes to market that support confident and timely decision-making. This includes clear procedures, defined approval routes, and proportionate checks and balances to manage risk. When done well, governance moves beyond “tick-box” compliance and becomes a strategic tool, helping teams understand the rationale behind rules and use data to inform better purchasing decisions.
Supplier management and SRM
Ensuring suppliers deliver on their commitments is a key part of governance. This is achieved through structured contract and supplier relationship management (SRM). Regular engagement with suppliers, supported by consistent data tracking and risk assessment, allows teams to build strong and transparent relationships. As well as formal review points, such as bi-annual supplier meetings, create space to address issues early, encourage open communication and maintain performance standards.
KPIs and performance monitoring
Key Performance Indicators (KPIs) are central to understanding how suppliers are performing by showing whether contractual commitments are being met and highlighting changes over time. By analysing KPI trends over time, procurement teams can distinguish between one-off issues and recurring problems, moving from reactive management to proactive performance improvement. This not only strengthens supplier accountability but also protects service delivery.
Systems, SOPs and working consistently
Systems and standard operating procedures (SOPs) further strengthen governance by embedding consistency. Utilising digital platforms, such as Dynamics 365, helps to simplify contract management, automate processes, and improve access to supplier data. Meanwhile, SOPs provide clear, step-by-step guidance that reduces variation, removes ambiguity, and ensures compliance with procurement regulations. Together, these tools improve efficiency, reduce duplication, and support more reliable ways of working.
Next steps
Looking ahead, procurement governance will continue to evolve as the NHS shifts towards more digital, preventative and community-based care. The focus will be on keeping processes consistent while allowing space for innovation, making sure new technologies, including artificial intelligence, are used safely, responsibly and in ways that deliver long-term value.
For more information about our Governance and Performance function, please contact the support desk at enquiries@noecpc.nhs.uk