Introduction

Successful supplier relations are essential to the performance, efficiency and effectiveness of NHS trusts. Most NHS organisations will have over 100 technology suppliers, often many more. At their largest, a multi-year electronic patient record (EPR) contract can be worth £250-350m. Whether it’s managing the Wi-Fi, developing clinical systems such as an EPR, or introducing cutting edge capability such as ambient voice technology, the nature of relationships between the NHS and industry can vary.  

A trust’s relationship with tech suppliers is no longer a case of simply managing transactions. It's a critical factor for success or failure across billions of pounds of investment. As the NHS navigates enormous change with limited resources, moving beyond outdated buyer-seller dynamics to forge true strategic partnerships is essential. This isn't just about securing better deals, it's about co-creating value, driving innovation, and ensuring that every pound spent ultimately delivers better outcomes for patients. There is no scenario where buying software is a single 'buy, install and forget' process.

At present, there is a national policy shift away from locally led-procurement of technology services towards a more centrally driven agenda. The standardisation and value for money improvements are likely to be welcomed, however the shift of control and influence away from trusts could impair local adoption and miss the nuances that have often been a barrier to realising the full benefits of digital transformation.

The NHS is littered with examples of nationally procured systems being forced upon local organisations leading to low take-up and user-satisfaction. Providers will need to consider how they influence and drive decision making for nationally or regionally procured services.

Irrespective of whether systems are nationally or locally procured, there are things NHS leaders can do to improve their chances of success when it comes to dealing with their suppliers. At the heart of it lies shifting procurement from a transaction to a relationship; partnering on delivery of continuous change.

This long-read explores essential practices for NHS leaders to build the right relationships, manage value and deliver the best outcomes for patients and staff.