Questions for boards
Here are some key questions NHS trust board members can ask about managing their suppliers of digital and technology:
1. Are we embracing a 'digital transformation' approach, rather than just 'digitising paper'?
Leaders should work with suppliers to champion a vision that fundamentally redesigns care through technology, avoiding mere replication of old processes with new digital tools.
2. Is supplier management truly embedded in our overall trust strategy?
Procurement needs board-level representation and dedicated time to discuss strategy. The trust's procurement objectives and an understanding of the state of major contracts must be explicitly linked to its overall strategic vision rather than a tack-on or afterthought.
3. How are we defining and evaluating the outcomes we expect from our supplier engagements?
Boards must be explicit about the desired results, allowing for clear measurement of success and ensuring procurement serves as a strategic option aligned with overarching goals. The board needs clear metrics to assess if key contracts are delivering the anticipated benefits and to understand how any deviations or risks are being proactively managed.
4. Who owns our strategic supplier relationships and are they equipped for the task?
It's vital to identify who is accountable for your trust’s most critical partnerships and to ensure those individuals possess the necessary skills and support to manage them effectively.
5. Do we have the right forums in place for effective joint problem-solving with our suppliers?
Establishing dedicated platforms or spaces for collaboration can help prevent issues from escalating and foster a proactive approach to addressing challenges together. Customer collaboration is better than contract negotiation.
6. What are our key digital supply chain risks, and who are our truly strategic suppliers?
Understanding potential vulnerabilities in the digital supply chain and identifying the most crucial partners helps focus risk mitigation and relationship management efforts.
7. How are we using our commercial approach to invest in our people?
Does our approach with suppliers recognise the critical need to invest in our digital, data, and technology workforce? Is there provision for knowledge transfer? Have we sufficiently invested in our digital leadership and workforce so that we can be a truly intelligent customer of procured products and services.