Collaborative Procurement Partnership – Contributing to the future of the NHS

Our Business Review April 2022

 

Welcome to our business review

We’re delighted to publish the second business review for Collaborative Procurement Partnership (CPP) and share some of our team’s highlights and achievements in another incredibly busy and challenging year.

As a service provider to NHS Supply Chain the last year has, of course, been marked by the continued national response to the COVID-19 pandemic but has also seen a gradual move towards “business as usual.” However, this business as usual is in a very different world in which we have all had to move very quickly and adeptly to respond to. The way the teams across CPP have risen to these challenges is something I am incredibly proud of.

The pages ahead will set out many successes and achievements but a personal highlight for me was finally coming together as One Team at our staff conference in December, spending time together and celebrating individual achievements through our Beacons of Light awards.

I would like to take this opportunity again to thank everyone within the organisation for their incredible hard work, dedication and perseverance. I would also like to thank all our partners and supporters. The last two years have really shown us all the value of working closely together and what we can achieve together.

Helen Lisle, Managing Director

 

Contents

 

·         CPP at a glance

 

·         Our corporate objectives and our values

 

·         People

 

·         Finance and commercial

 

·         Governance and quality

 

·         Collaboration and partnerships

 

·         Looking ahead

 

 

CPP at a glance

We are responsible for the procurement and contracts that allow the NHS to buy the products it needs for hospitals, ambulance trusts and community health services, including mental health services.

We are here to provide value to the NHS. In the first four contract years to the end of February 2022 we have saved the NHS at least £159 million, with future savings still being validated as we close out the year at the end of April.

Our clinical teams work with their counterparts in trusts to make sure that the medical equipment or products meet the highest patient safety standards and enable healthcare professionals to do their jobs efficiently.

We use business analytics to look at a trust’s existing spending on medical equipment, products and services to identify where we can offer them better deals and savings opportunities from the contracts we have negotiated.

We also work with our partners across the NHS Supply Chain model so that trusts receive a one-stop service from ordering through to delivery.

All our work requires a collaborative approach to secure the best outcomes for patients and savings for trusts.

CPP is a Limited Liability Partnership (LLP) company owned by four NHS trusts:

·         Guys’ and St Thomas’ NHS Foundation Trust

·         Leeds and York Partnership NHS Foundation Trust

·         West Suffolk NHS Foundation Trust

·         Surrey and Borders Partnership NHS Foundation Trust.

This means that instead of paying shareholders we reinvest money back into the NHS.

 

Our corporate objectives and our values

We have four Corporate Objectives – People, Financial and commercial, Governance and quality and Collaboration and partnerships. Everything we do is governed by the CPP Values that were developed by our staff:

·         Committed

·         Respectful

·         Engaging

·         Driven

·         Innovative

·         Trustworthy

We are very proud that our staff played a significant role in the development of the CPP Values, as their input has driven belief in the values that they own and in turn we all live on a daily basis.

 

Our people

Our staff work across the country and, as a result of the COVID-19 pandemic over the last year, largely from home.

The past year has seen a continued focus on the health and wellbeing of all our colleagues. We built further on the solid foundations already achieved, providing extra support for everyone’s physical and mental health.

We looked ahead to the future with all our staff on the Smart Working programme, ensuring we created a model of hybrid working that took on board everyone’s feedback and views.

Our investment in our people continued with increased opportunities for professional and personal development across the organisation.

Listening and responding is key to being an employer of choice. We have strong mechanisms in place to ensure high quality staff engagement and that colleagues clearly understand our organisation’s priorities.

And underpinning all of this are our values, which were developed by our staff.

In February 2021 we launched our Share the Love initiative, which was a way for our staff to show appreciation for all the little things colleagues do which mean so much. It proved so successful that it inspired our CPP Beacons of Light Awards at our staff conference in December.

In March 2022 we received our most recent staff survey results and were delighted with the results and, importantly, the excellent response rate.

New areas came into focus and these will be looked at in greater detail but we were proud to see that the high benchmark of the previous survey results was maintained.

 

Listening and responding to our staff

We were pleased to see the high level of engagement in our most recent staff survey with 85% of colleagues taking part and letting us know how we’re doing.

The survey was once again aligned to our CREDIT values and we saw positive responses in all the areas.  The staff survey is an important mechanism in ensuring we are continually responding to what our colleagues tell us and taking their views into consideration as our business adapts, develops and grows.

A great example of collaboration and co-production in the past year was our Smart Working Forum. This forum was made up of 25 colleagues who volunteered to represent colleagues within our workforce - parents, people with caring responsibilities, people with roles that involve a lot of travelling to trusts or suppliers, and people with specific Display Screen Equipment needs. 

The forum enabled us to get a full range of views about the advantages and disadvantages of our new proposed Smart Working hybrid arrangements and to understand how they would impact on people’s home and working lives. 

The aim was to build on what staff felt have been the best things about working from home, while delivering what they had missed from office working. As well as co-producing the final working arrangements, our staff helped with important decisions about our office layout for the Sheffield site.

Staff told us in a previous survey that our induction programme for new starters with the organisation could be improved. In response we instigated a complete overhaul and update of our corporate and local induction processes. This will be continuing in 2022 to ensure our staff receive an excellent introduction to the business and a great start to their new careers with us.

High quality staff communications are absolutely key to CPP and our communications and marketing team has continued to provide innovative and engaging materials to support teams across the business and major programmes of work. This included our health and wellbeing campaigns and the online “Welcome Back Pack,” as colleagues returned to the office, which was developed in collaboration with our Operations Manager.

A highlight of 2021 was our staff conference in December, a chance for us to finally get together in a safe environment. Speakers included Andrew New, CEO of NHS Supply Chain, and Simon Walsh, Group Procurement Director at Manchester University NHS Foundation Trust, who were warmly received by staff.

An afternoon networking session gave everyone the chance to meet and catch up face-to-face and we celebrated success with the presentation of our CPP Beacons of Light awards.

 

Caring for colleagues’ health and wellbeing

We have continued to find innovative and inclusive ways of supporting the health and wellbeing of all colleagues as they worked tirelessly to supply vital products to the NHS through tough times.

For the vast majority of 2021, all our staff continued to work from home. This was challenging in many different ways and we were keen to ensure we provided a range of new and ground-breaking initiatives to support their physical and mental health and wellbeing.

The plans were developed for our staff, by our staff, either directly or through our Employee Consultation Group. We used regular staff feedback mechanisms and our absence data to measure the benefits and to continue to adapt and extend provision.

Our Entertainments Committee was made up of colleagues dedicated to running social sessions including online bingo and quizzes, baking competitions and competitions for all the family.

 

We extended help 24/7 to ensure staff had access to support, advice and one-to-one counselling when they needed it. We took a new and robust approach to HR support to get the best for individuals with professional and medical advice where needed.

 

We held virtual social sessions for teams to create a sense of togetherness while working apart and regular calls with our Managing Director for staff across the organisation to raise any issues, concerns and ideas.

 

Dedicated health and wellbeing weeks were packed full with online webinars, including managing stress and virtual yoga, and a daily newsletter offering advice and help, from financial support to children’s mental health.

 

No meetings zones were initiated to encourage our staff to have a proper lunchbreak. We asked colleagues to avoid booking any internal meetings between 12 noon and 2pm. We extended this to cover Wednesday afternoons so they could prepare for meetings and focus on projects.

 

A specialist guide on pregnancy at work was created to help colleagues and provide support and aftercare for work-related issues.

 

Our new workplace inspection and reporting tool provided a quick and easy Display Screen Equipment (DSE) guidance checklist and a way to report any issues so we could tackle them immediately.

 

‘Home office to your door’ included laptop and IT equipment deliveries to colleagues’ front doors and a mobile Portable Appliance Testing (PAT) service. We also provided financial support for staff to create a home office which followed DSE guidance.

 

As we were getting ready to go back to the office, we held familiarisation days for staff to help reduce anxieties and so they could ask any questions. Ahead of the days, colleagues were asked to complete a risk assessment so we could put any necessary mitigation in place and address individual concerns. And in advance of going back to the office, staff received online welcome back packs full of advice, information and reassurance.

 

Our new Buddy programme was developed for new starters. New colleagues are now teamed up with an existing member of staff to help make them feel welcome and supported, and provide a friendly ear when they need it.

 

Our most recent Positive Wellbeing programme has included a range of courses - Introduction to Mindfulness, Financial Wellbeing Workshop, Menopause Support Session, About Men's Health - and a series of sessions to help staff understand their pension benefits and make the right decisions when planning for the future.

 

We have seen improvements between 2020 and 2021 in absences relating to:

·         Anxiety, stress and other mental health problems, which have reduced by 34%

·         Musculoskeletal problems, which have reduced by 13%

·         Back problems, which have reduced by 89%

·         Pregnancy-related disorders, which have reduced by 83%

 

Learning and development

Investing in our staff and their professional and personal development is at the heart of our business strategy. We want to support our staff in developing and expanding their skills and expertise across a whole range of areas.

In 2021, 16 people studied for the Chartered Institute of Procurement and Supply (CIPS) level 4 qualification and other professional qualifications and four studied for the CIPS level 5 qualification. More started their CIPS journeys at the beginning of 2022.

We have also provided the Chartered Management Institute (CMI) level 5 qualification in management and leadership for our leaders plus a whole range of bitesize modules to give our people access to management skills.

Dozens more have taken part in a range of other courses with the Skills Development Network, including Leading Through Adversity, Creating Impact, Managing the Tender process and Understanding Contracts, while all our staff have completed a full range of mandatory and statutory training through our Learning Pool.

We also provided a virtual safe driving course for staff. This had the dual benefit of helping ensure we meet our regulatory requirements as an organisation, equipping staff with advice and tips that they can apply as a driver when on work business, and also in their personal lives.

Other highlights from the year included:

·         Legal evaluation training given by leading health and social care lawyers Hempsons, focusing on contracts

·         Valuable insight into the Government Commercial Function from Melinda Johnson, Commercial Director at Department of Health and Social Care

·         A detailed explanation of the Procurement Target Operating Model from Preeya Bailie, Director Of Procurement Transformation and Commercial Delivery at NHS England and NHS Improvement

·         Appraisal training, for both appraisers and appraisees, provided for all staff  

·         Fire Marshall and First Aid training for colleagues ahead of returning to the office

·         Microsoft Word training programmes for staff and specialist video editing training for our communications and marketing team.

 

Finance and commercial

Our role is to deliver the best outcomes for the NHS and its patients.

In the first four contract years, CPP has saved the NHS at least £159 million, with more savings still being validated.

Savings are far from the whole story - we are using all the tools available to us to embed social value, labour standards, modern slavery, sustainability and supply chain resilience into all our procurement activity - from category strategy to contract management.

Clinical evaluation is a vital part of our role to ensure all products awarded onto NHS Supply Chain frameworks reflect the needs of the customer, and the safety of the patient or user.

We have continued to invest in our Business Intelligence programme to use automation to replace manual work, improving accuracy and freeing up resource to focus on trust procurement.

Our Business Intelligence Team works with the Category Tower teams to focus on developments that will drive further savings and support decision making across the NHS.

In 2021 we received confirmation from Supply Chain Coordination Ltd that our three towers would have their contracts extended for the fifth and final year of the current Operating Model round.

At the end of 2021, SCCL published its Prior Information Notice to begin the process for awarding the next round of NHS Supply Chain contracts.

We will once again bid for contracts to continue our support for the NHS in clinical areas.

Our Members Board’s ambition is for CPP to become the provider of choice for the medical categories. 

 

Tower 2 highlights

The Tower 2 team has awarded several complex, high profile national contracts during the year with a strong focus on Value Based Procurement (VBP) as part of the project across NHS Supply Chain.

The wound closure team worked on two VBP projects and the first will reduce patient pathway costs by using a surgical sealant. Trials have shown this can save £805 per patient - a potential saving of over £4 million for the NHS.

The second relates to a change in non-traumatic mesh fixation, switching from tackers to glue. The benefits are expected to include reduced hospital stays and a reduction in the need for primary care services such as pain management clinics and visits to GPs.

In 2021 the tower launched a charter and project methodology for all trust and collaborative projects, which followed similar lines to a successful Tower 4 project charter. The methodology is designed to speed up the delivery of savings. It has been well received by trusts and SCCL Customer Relationship Management colleagues.

In December the tower’s Sterile Intervention Equipment and Associated Consumables team presented at a virtual Value Based Procurement Round Table organised by MedTech Europe on the theme of Improving Patient Care – Supporting Resilient Health systems.

This year the tower has also introduced:

·         Daily data quality clinics to review and manage all changes to the NHS Supply Chain catalogue to ensure they had been completed correctly. It has proved successful and has now been extended to colleagues in Tower 5.

·         A National Pricing Matrices (NPM) management tool after recognising there was no central system to enable the management and forecasting of NPMs. The tracker monitors the forecast versus actual savings and is now being adopted as best practice across CPP.

During 2021 the tower also continued to play a key role in the national Personal Protective Equipment (PPE) Cell providing support for technical and product assurance, supplier management, contract management and continuing to source products. To date the team has sourced, assured and ordered an array of critical PPE products totalling approximately 13.5 billion units with a spend of £5 billion.

The tower has led the repatriation of a number of products from the Department of Health and Social Care PPE Cell back into NHS Supply Chain. To support the NHS and the PPE Cell with a compliant route to market, the team accelerated the tendering of two significant framework agreements.

Both agreements included award criteria for social value. This was the first time this had been included in a CPP tender. The social value responses from suppliers will form a significant part of contract management and the team will be working with the suppliers to ensure continuous improvement. 

Category Tower Director Jane Harrison has been asked to sit on a steering group for the PPE Re-Use, Innovation and Sustainability Programme. The attendees cover the PPE Cell, NHS England and NHS Improvement and NHS Supply Chain.

 

Tower 4 highlights

A major achievement for Tower 4 last year was the launch of Complete Ophthalmology Solutions 2 (COS2) in July. This simplified the ophthalmology offer by replacing three legacy agreements and also provided additional categories which customers said they wanted and needed.

The framework covers all ophthalmology requirements from intraocular lenses, accessories and consumables to Ophthalmic Capital Equipment and Associated Accessories used in various diagnostic and surgical environments. To develop the new framework, the tower engaged with NHS trusts, suppliers and trade bodies to gain their input. The launch was accompanied by a revised online customer engagement guide.

To embed COS2 a successful customer webinar was held in November to alert trusts to the opportunities available and give advice on how to access them, followed up by a successful supplier conference in January 2022. The virtual National Ophthalmology Supplier Conference attracted more than 60 representatives from 33 suppliers who were able to meet the team, hear about the current NHS Supply Chain landscape and learn how technology is being used to improve data and processes.

A focus on customer and supplier engagement has also taken place for Tower 4’s other framework - Total Orthopaedic Solutions 2 (TOS2). Early in 2021 seven online customer events were held, followed up by a successful virtual supplier conference in March attended by more than 90 suppliers. These will be regular events as they were so successful. This year’s seven TOS2 Regional Customer Events are scheduled for June.

As the NHS moves forward on elective recovery and patient pathway transformation over the next few years the tower has committed to a renewed focus on value outside traditional contracting routes. The aim is to understand what additional ‘value based’ activity in orthopaedics could be promoted nationally alongside suppliers and trusts undertaking research or pilot projects.

The team will also continue to listen to supplier ideas and work closely with them to support innovation or new solutions in acute trusts and Integrated Care Systems across the orthopaedic landscape.

Tower 4 has continued to drive the introduction of the DocuSign electronic signature management software into CPP and has been using it on all contract documentation for almost two years. To date more than 1,800 have been signed electronically, speeding up the delivery of projects by removing unnecessary delays in sending or receiving contracts and other documentation. It has since been rolled out to other parts of the business.

The team also worked with NHS England to review the inclusion of orthopaedic external fixation systems from the High-Cost Tariff Excluded Devices (HCTED) programme. As a result it was agreed to remove this from the programme by March 2022.

 

Tower 5 highlights

A new community team was created within the tower in 2021 to open up opportunities in the community sector, an area where NHS Supply Chain currently has limited market share. The team, with the support of our communications and marketing team, has used the health trade press and social media to build up its profile and raise awareness amongst clinicians in community settings, who are often the direct decision makers in buying decisions.

The team supported the national VenUs 6 trial, a randomised controlled trial which aimed to recruit 675 people with venous leg ulcers to investigate the clinical and cost effectiveness of different compression treatments.

Tower 5 also led an NHS England and NHS Improvement initiative to migrate artificial limbs from a direct framework, which had limited oversight and assurance, to a transacted framework, which provides accurate data for all stakeholders and for the first time identifies actual spend for this area of healthcare. It resulted in 100,000 new products being created on the system. The tower identified significant contract management and systems issues as part of this work and led a group including SCCL, DXC and NetEDI to resolve them. This work has significantly improved processes for all stakeholders, from ordering to delivery and invoicing.

The tower also worked with our Business Intelligence team to develop and build a comprehensive Exceptions Reporting Tool which NHS England and NHS Improvement is using to help drive improved working practices across all artificial limbs providers, which improves the value for money delivered via our framework.

The team is continually reviewing potential Value Based Procurement opportunities to offer the NHS savings and improve patient pathways. One example is the Bard trays for catheterising patients which will be available to trusts following a successful trial and great feedback from the University Hospitals of North Midlands NHS Trust, which has seen a 70 per cent reduction in the time taken to catheterise patients. The project also made savings for the trust as the trays are cheaper to buy than the individual consumables within them.

The tower has driven the adoption of various sustainable products, including the reusable double adjustable crutch, and the first fully biodegradable nappy available in the UK. Its infant feeding team is working with UNICEF to align the framework to the Baby Friendly Initiative, which has 100% adoption rate in Scotland.

The tower is also supporting the development of social value assessment tools to be included in tendering activity from April 2022 onwards. Work has been completed across all the tower’s categories to develop clinical hierarchies to highlight direct and indirect alternatives. These have been overlaid with pricing analysis to generate large volumes of clinically assured switching opportunities for customers. It was piloted across a range of categories including physiotherapy and occupational therapy; orthoses and podiatry; and urology, bowel and faecal management. 

The tower’s engagement work with more than 300 clinicians and the National Back Society led to the development of equivalency matrices across pressure area care and patient handling. This informs clinicians’ choice on beds and mattresses and supports work on rationalising slide sheets.

 

Corporate function highlights

Our corporate function is of course vital to the success of the organisation as a whole and the work of our towers. The professional services within the function are Admin and Secretariat; Business Intelligence; Business and Performance; Communications and Marketing; Customer Services; Finance and Information Security; HR; and Operations and Savings.

It has been another busy and challenging year for our corporate teams, all heavily involved in supporting our towers in their day-to-day work, and supporting teams and staff to navigate the issues of working from home and returning to the “new normal” after COVID-19 lockdowns and restrictions.

Last year saw the creation of our business and performance team with a business manager and two support coordinators. This team has had an invaluable role in our governance assurance, which is covered later in this document.

Our operations service has led the way with our new Smart Working model and overseen all the health and safety issues as we returned to the office. At Don Valley House, Sheffield, we introduced different zones for different tasks, sound barriers to reduce noise and a new online room and desk booking system.

Our customer services team has received internal and external recognition for its work. It has played a key role to support SCCL’s introduction of Q-Pulse to help manage customer complaints.

Our communications and marketing team has supported the marketing activities of the three towers with case studies and press releases. It has also been further developing CPP internal communications, including through the launch of new corporate designs for the staff newsletter, as well as other corporate documents. The analytics from the email distribution system give further insights which help us communicate well with our teams.

Our HR team has supported a major programme of health and wellbeing and changed its operational model to ensure a tailored service which helps deliver the best available support when our staff and their managers need it.

The work of our savings team, supported by the business intelligence team, has been instrumental in improving our, and NHS Supply Chain’s, understanding of savings forecasts and delivery. By using technology to automatically manage transactional data we can get insights from the data using Power BI dashboards.

The business intelligence team was invited to take to the global virtual stage to showcase its achievements as part of the Alteryx Inspire three-day conference, where customers, partners, data and analytic gurus share information and learning to help solve the many challenges facing business and society.

Our new supplier web portal has continued its development. This system allows suppliers to load data monthly, rather than receiving repeated requests. This data is important to give us a better understanding of the market and forecast the needs of the NHS. Business Intelligence and Tower 4 have worked closely with suppliers though the on-boarding process with key suppliers, representing around 85% of regularly reported spend. Towers 2 and 5 are adopting this approach to move forward with their suppliers.

 

Governance and quality

Good governance is key and our systems continue to mature and develop as we grow as an organisation.

A highlight of the past year was the achievement of the ISO 9001 accreditation for the quality of our processes and procedures.

ISO 9001 is defined as the international standard that specifies requirements for a quality management system (QMS).

The standards are developed by leading industry experts and updated regularly to keep pace with changes in regulations.

This year we have also undergone a Medicines and Healthcare Regulatory Agency (MHRA) brokerage audit. All three of our towers hold MHRA licences and are implementing all the actions recommended through that process.

In February 2022 we took a new approach to testing Our Business Continuity and Disaster Recovery plans. We introduced the BCDR “Battlebox” sessions to make it as engaging for staff as possible.

We were absolutely delighted with the energy and enthusiasm colleagues put into these very important tests of our plans.

Congratulations go this year to:

Claire Povey, national finalist in the Women in IT Awards for her work with the Business Intelligence Team to lead the automation of data to provide greater business insights.

Rebekah Kelly, who gained the top award at the Healthcare Supply Association’s annual prestigious Procurement Development Programme.

Claire Moses and her fellow students who won the University of Birmingham Vice-Chancellor’s Challenge to develop an innovative product to help the nation recover from the pandemic.

And Team CPP, finalist in the UK National GO Awards, in the COVID-19 Outstanding Response Category.

Our governance structure

CPP has a Members’ Board with representatives from the four NHS trusts which jointly own us. They are responsible for setting the vision, strategy and overall direction of the company.

They are supported by an Executive Team made up of our managing director and the organisation’s four directors, who provide the strategic leadership of our team. Working alongside them is our Senior Management Team which bridges the strategic and operational parts of the business. You can find out more about our team by visiting our website cpp.nhs.uk

 

ISO9001 Quality Management System (QMS) Accreditation: We were audited in May 2021 and subsequently provided with the accreditation. A working group has been set up to ensure we retain the status and build on the successes the accreditors already found. An annual management review of the QMS will be scheduled and a separate group has been set up with representatives from each of the towers and our corporate function to support the embedding of the policy and manual.

Policy and procedures: An executive sponsor and lead is in place for all our policies and procedures and we have review and recommendation groups including our IT Security Working Group, Workforce Group, Health and Safety Working Group and Professional Leadership Group. Since March 2021 reviews and approvals have been carried out on 28 CPP policies, 17 Standard Operational Procedures (SOPs) and four plans.

Audit: Eight audits have been carried out since March 2021 - Insurance Audit (Significant Assurance); Open Book Audit (Significant Assurance); Raising Concerns (Whistleblowing) Policy Audit (Excellent); Delivery and Validation of Saving Target (Significant Assurance); Contract Audit (Significant Assurance); Anti-Bribery and Corruption Audit (Significant Assurance); Modern Day Slavery Audit (Significant Assurance); and Security Audit (Moderate Assurance).

Other areas of improved governance include:

·         Central coordination with an established Business and Performance Team

·         A new CPP Contract Register developed and implemented

·         Improvements to the Conflict of Interest Declaration and Management Process

·         Development of a new Gifts and Hospitality Declaration and Management Process.

 

Collaboration and partnerships

Collaboration is a thread which weaves its way through all our work.

We are working for our customers, NHS organisations, to support the delivery of high quality care. To support this, our three towers work very closely with the NHS Supply Chain Customer Relationship Managers (CRM) and Clinical Nurse Advisor teams.

All three towers have worked with CRM colleagues on framework launch webinars to support contract launches and have also presented to regional CRM events to share knowledge about products and opportunities on frameworks.

Our teams also work closely with clinicians, patient groups and patients in an effort to ensure they are involved in shaping the work we do as they are the ultimate users of what we provide through the NHS Supply Chain. Below are just a few examples of collaboration and the benefits it can bring:

Tower 2: Collaborative working reduces overnight stays

Manchester University NHS Foundation Trust carries out 93 parotid surgery cases per annum. A parotidectomy is the surgical removal of part or all of the parotid gland. The operation is performed under general anaesthetic. At the end of the operation the surgeon places a drain (plastic tube) through the skin in order to prevent any blood clot collecting under the skin. Patients then spend on average 2.5 days in hospital.

The tower worked with the clinical and procurement teams at the trust and Baxter Healthcare, which successfully piloted a new standard of care which removes the need for a surgical drain, thereby reducing a patient’s length of stay in hospital to just a single day.

Tower 4: Dedicated Values Based Solutions team

This dedicated team is focused on Value Based Procurement across the NHS landscape. It is actively engaging with suppliers and healthcare providers to explore, develop and implement solutions. Some of the opportunities being reviewed include:

·         Robotics, navigation and enabling technology for enhance surgical services

·         Custom made and customisable implant ordering services

·         Patient wearables, apps and solutions for early discharge, remote monitoring and virtual appointments.

During the year, Tower 4 also worked with the support of the South West CRMs to bring £6 million of new orthopaedics business into NHS Supply Chain, which was previously going through the direct route.

Tower 5: Working with patients to enhance quality of life

During the process to develop a new supply framework for continence products, users of these products were asked for their views about the types of products they use and the features that are most important to them. This meant features such as form, fit and flexibility were considered as importantly as absorbency and size. There was also engagement with parents and carers of children to understand their needs from paediatric products such as nappies.

The clinical team within the tower collated all the responses to help shape the scope and lot structure on the new framework. An appreciation of the impact that bladder and bowel dysfunction have for individuals has played a vital role in informing and shaping the frameworks and product specifications. The new Disposable and Washable Continence Care features 1,148 new products, including the addition of more than 600 new washable and recycled products, as well as introducing new eco-friendly paediatric nappies to the framework.

 

Looking ahead

Engagement and collaboration – We will continue to embrace the spirit of collaboration to ensure we provide the very best for our customers. We will build strong relationships with suppliers, partners, NHS trusts, patients and patient groups.

Value based procurement and social value – Our focus on driving sustainable increased savings and improving patient outcomes will stay at the heart of our work and making sure our work creates benefits for society as a whole.

Investment in our people – We will continue to invest in our people to ensure they have all the training and skills and all the tools and technology they need to fulfil their roles effectively.

An efficient and effective business – Our Procurement Operating Model Project will continue to progress as we strive as an organisation to be efficient and effective in all our processes and procedures.

Supply chain resilience – We are committed to further supporting the resilience of the supply chain to the NHS through improved visibility of our key suppliers and their dependencies on third parties.