NHS Procurement Frameworks: Suppliers Guide

Understanding the NHS Procurement Landscape

The National Health Service represents one of the most significant procurement opportunities in the UK market, with annual spending exceeding £27 billion on goods and services. For businesses aiming to secure stable, long-term contracts within the healthcare sector, NHS procurement frameworks offer a structured pathway to becoming a trusted supplier. These frameworks serve as agreement structures that establish terms for contracts to be awarded during a set period, typically ranging from one to four years, creating opportunities for businesses of all sizes to engage with the UK's largest healthcare provider.

The NHS landscape is currently undergoing major changes, with the government's recent announcement to abolish NHS England as part of efforts to reduce bureaucracy. While these administrative changes aim to put the NHS "back into democratic control" and free up money for front-line services, they won't directly impact the procurement frameworks themselves. However, suppliers should stay informed of these developments as they may influence future procurement processes and decision-making structures.

NHS procurement frameworks are designed to streamline the purchasing process while ensuring compliance with public sector procurement regulations. They provide a pre-approved list of suppliers that NHS organisations can procure from without the need to conduct full tender processes for each individual requirement. These frameworks are often divided into 'lots' based on the type of product or service and sometimes by region, enabling suppliers with specialised offerings to bid for the lot that best fits their capabilities. For suppliers, securing a place on these frameworks represents not merely a single contract win, but potentially years of consistent business opportunities across multiple NHS trusts and organisations.

At Thornton & Lowe, we help businesses navigate this complex landscape by providing expert guidance on framework identification and application strategies. Our specialist bid writing team has helped hundreds of companies successfully secure places on NHS procurement frameworks, establishing the foundations for sustainable growth within the healthcare sector.

The Strategic Advantage of NHS Framework Participation

Gaining a position on an NHS procurement framework delivers several strategic advantages that extend far beyond simple transaction opportunities. Perhaps most significantly, framework status confers immediate credibility within the healthcare marketplace. NHS buyers recognise framework suppliers as organisations that have already passed rigorous evaluation processes examining financial stability, technical capability, and compliance credentials. This pre-vetted status effectively positions your company as a trusted partner rather than merely another vendor.

Framework participation also dramatically reduces the sales cycle for subsequent opportunities. Rather than navigating complex full tender procedures for each potential contract, suppliers on frameworks can often compete through streamlined mini-competitions or even direct awards in certain circumstances. This efficiency creates a more predictable business development pipeline and significantly reduces the resource burden associated with public sector bidding. Furthermore, framework suppliers gain valuable market intelligence through regular engagement with NHS buying organisations, creating opportunities to align product development and service innovations with emerging healthcare priorities.

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Common NHS Procurement Frameworks and Their Requirements

The NHS uses numerous frameworks to fulfil its vast and varied procurement needs. NHS Shared Business Services (NHS SBS) frameworks represent one of the most extensive procurement routes, managing approximately £1 billion of NHS spend annually and offering typical savings of up to 15%. These frameworks provide a compliant route to market in line with the Public Contracts Regulations 2015, Provider Selection Regime and the Procurement Act 2023. NHS SBS frameworks cover diverse categories and offer both direct call-off options and further competition opportunities. We have helped many clients prepare, bid and successfully win places on NHS SBS - across construction, digital and health services.

NHS Workforce Alliance provides a range of important frameworks specifically focused on staffing and workforce solutions. These include Clinical and Healthcare Staffing (RM6281), Non-Clinical Staffing (RM6277), International Recruitment (RM6333), Managed Staff Banks (RM6278), and Permanent Recruitment 2 (RM6229). They also offer support frameworks such as Workforce Improvement Services (RM6163) and Learning and Training Services (RM6219). These frameworks connect NHS trusts with experienced suppliers who understand the challenges of NHS staffing.

The workforce frameworks address specific NHS needs, such as:

• Clinical and Healthcare Staffing (RM6281) which runs until May 2027 and is a renewal of the previous framework RM6161
• International Recruitment (RM6333) which offers access to international healthcare professionals via experienced recruitment organisations, running until May 2027
• Managed Staff Banks (RM6278) providing outsourced staff bank services until March 2026
• HR Management Consultancy (RM6187) supporting NHS trusts with human resource management consultancy requirements until August 2025
• Insourced Services (RM6276) helping trusts secure additional clinical capacity to reduce waiting times, available until October 2025

Again across these frameworks our bid writing consultants have supported our clients to successfully bid for these contracts and provide advice and guidance on 'framework maximisation'!

Crown Commercial Service (CCS) frameworks represent another significant procurement pathway, with popular options including RM6161 for Clinical and Healthcare Staffing, RM6277 for Non-Clinical Staffing, and RM1557.13 (G-Cloud 13) for cloud-based services. The London Procurement Partnership (LPP) offers additional frameworks specifically designed for NHS organisations in London, including numerous digital frameworks such as the Clinical Digital Solutions Framework, Information Management & Technology Framework, and Digital Documents Solutions Framework. LPP also manages specialised Dynamic Purchasing Systems (DPS) for health and social care apps, and pharmaceutical services frameworks. Each framework maintains its distinct focus, evaluation criteria, and operational procedures.

Despite these differences, several common requirements appear consistently across NHS procurement frameworks. Suppliers must typically demonstrate robust financial standing proportionate to the contract values within the framework, alongside comprehensive quality management systems that ensure consistent service delivery. Evidence of relevant experience within healthcare settings is increasingly important, as is the ability to articulate clear social value contributions. Environmental sustainability commitments have also become central to evaluation processes, reflecting the NHS's ambitious carbon reduction targets. Most frameworks also require suppliers to demonstrate appropriate insurance coverage, cyber security measures, and data protection compliance appropriate to the services offered.

There are several procurement frameworks already implemented within the NHS that suppliers should be familiar with:

1. Health Systems Support Framework: This enables NHS organisations to buy supportive services from innovative third-party suppliers including advanced analytics, population health management, digital and service transformations.
2. G-Cloud Framework: This enables providers to sell cloud services including hosting, software and support to the public sector including the NHS.
3. Dynamic Market (formerly Dynamic Purchasing System or DPS): Unlike other purchasing frameworks, suppliers can join this electronic system at any time. It is an 'open market' solution designed to give NHS organisations a pool of suppliers who they can buy works, services or goods from. This system is particularly beneficial for small to medium-sized enterprises (SMEs) who want to become NHS suppliers but have little or no experience in tendering for work with the public sector.
4. Medical Technology DPS for Innovative Products (Innovation DPS): Open to innovations which have been submitted to the NHS Innovation Service, reviewed and accepted by NHS Supply Chain, or referred to NHS Supply Chain by the Health Innovation Network. The technology must also meet national policy objectives and have a NICE recommendation.

The Innovation DPS currently includes several specialties such as Orthopaedics, Trauma and Spine, Ophthalmology, Audiology, Cardiology, Interventional Radiology, Endourology, Endoscopy, Neuromodulation, Perfusion, Ablation, Minimally Invasive Surgery, IVDR products/tests, and Radiology.

For digital services, NHS England has developed guidance grouping digital services into 6 pillars covering 32 framework agreements:

• Hardware – clinical
• Hardware – non-clinical
• Software/SaaS/Apps – clinical
• Software/SaaS/Apps – non-clinical
• Services – clinical
• Service/IaaS/PaaS – non-clinical

These pillars represent the recommended route to market for digital technologies and services, with each detailing the regulatory and technical requirements for inclusion within the frameworks.

The Application Process: Key Stages and Documentation

Approaching an NHS procurement framework application requires careful planning and documentation preparation. The process typically begins with the publication of a contract notice in the Find a Tender Service, which outlines the framework scope, lot structure, and evaluation criteria. At this stage, potential suppliers should thoroughly review the framework's specifications to determine alignment with their service offerings and strategic objectives. Following this assessment, organisations must register their interest and complete the Selection Questionnaire (SQ), which evaluates basic eligibility and capabilities.

Successful progression beyond the SQ stage leads to the Invitation to Tender (ITT) phase, where detailed technical, quality, and commercial responses are required. This documentation typically includes comprehensive method statements describing service delivery approaches, evidence of relevant experience through case studies, detailed pricing schedules, and policy documentation covering areas such as quality management, environmental practices, and social value initiatives. The evaluation process assigns weighted scores across these elements, with most frameworks adopting a balance between quality and price considerations. Following evaluation, successful suppliers receive framework agreements for execution, formalising their appointment to the framework for its duration, typically between two and four years.

Maximising Success: Tender Writing Strategies for NHS Frameworks

Creating quality tender responses for NHS procurement frameworks requires a practical and experienced approach that extends beyond simply meeting minimum requirements. Successful applications demonstrate a comprehensive understanding of the NHS's strategic priorities, operational challenges, and the specific objectives of the procuring organisation. This contextual awareness should inform every aspect of your response, ensuring that technical solutions, service methodologies, and commercial models align with the NHS's current direction of travel.

Evidence-based narratives represent another important element of successful framework applications. Rather than making generic claims about service quality or capabilities, effective responses incorporate specific, quantifiable examples of similar work delivered to comparable organisations. This approach might include relevant case studies featuring measurable outcomes, client testimonials that directly address evaluation criteria, and performance data demonstrating consistent service excellence. This evidence should be presented through clear, accessible language that avoids jargon while still demonstrating subject matter expertise. Additionally, successful applications maintain absolute compliance with submission requirements, addressing every question comprehensively while respecting word or page limits and adhering to formatting guidelines.

Post-Award Framework Management: Generating Consistent Revenue

Securing a place on an NHS procurement framework represents a significant achievement, but the real value emerges through effective framework management after appointment. Successful suppliers adopt proactive engagement strategies with framework users, often beginning with thorough analysis of the NHS organisations eligible to use the framework. This intelligence informs targeted relationship-building activities with procurement teams and departmental stakeholders across high-potential trusts and organisations. Many successful suppliers develop framework-specific marketing materials highlighting their approved status and the streamlined procurement routes available through the framework.

For example, suppliers on the NHS Workforce Alliance frameworks like Clinical and Healthcare Staffing (RM6281) or International Recruitment (RM6333) should actively engage with NHS trusts facing staffing challenges. These frameworks have specific end dates (such as RM6281 running until May 2027), so suppliers need to plan their engagement strategies within these timeframes. Understanding which stakeholders make staffing decisions within trusts can help focus relationship-building efforts and identify opportunities for call-offs or mini-competitions.

Beyond marketing, effective suppliers invest in understanding the mini-competition or call-off processes specific to their framework. When the terms of a framework agreement are precise enough, buyers may directly award contracts following any pre-prescribed call-off protocols. However, when terms aren't specific enough for direct award under Regulation 33(7) or 33(8)(a), buyers must run further competitions as per Regulation 33(8)(b) or 33(8)(c). This procedural knowledge enables rapid, high-quality responses to opportunities as they emerge. Additionally, maintaining robust performance on initial framework contracts creates valuable reference points for future bids. Relationship management extends to the framework operators themselves, with successful suppliers actively participating in supplier engagement sessions, providing requested performance data promptly, and ensuring compliance with framework management requirements. This comprehensive approach ensures that initial framework appointment translates into consistent, long-term revenue generation across multiple NHS organisations.

Navigating Framework Renewals and Extensions

NHS procurement frameworks operate within defined timeframes, typically spanning between two and four years, with many incorporating extension options. Understanding the renewal and extension processes is essential for maintaining continuous access to NHS procurement opportunities. Framework managers generally begin considering renewals or replacements approximately 12-18 months before expiration, often consulting existing suppliers about potential improvements or structural changes. Suppliers should proactively engage in these consultations, providing constructive feedback based on operational experience while positioning themselves favourably for future iterations.

For frameworks approaching expiration, organisations should monitor contract notices for replacement frameworks, recognising that these might appear under modified titles or structures reflecting evolving NHS requirements. The London Procurement Partnership procurement calendar, for instance, provides visibility of upcoming frameworks with anticipated start dates across categories including Clinical Digital Solutions, Information Management & Technology, Workforce, and Estates.

Looking at specific examples from the London Procurement Partnership calendar:

• The Clinical Digital Solutions (CDS) Framework is scheduled to start on 01/11/2024
• The Digital Documents Solutions (DDS) Framework has a start date of 01/06/2025
• The Information Management & Technology (IM&T) Framework began on 02/01/2024
• The One London Local Health and Care Record DPS and Health and Social Care Apps DPS both started on 30/11/2023

Similarly, the MOPP category includes frameworks like Provision of Pharmaceutical Wholesaler Services (anticipated July 2022), Outsourced Pharmacy Services (September 2022), and Parenteral Nutrition (August 2022).

Successful transition between framework iterations requires early preparation, with suppliers reviewing their performance on the current framework to identify improvement opportunities and gathering evidence of successful deliveries to strengthen future applications. This period also presents an ideal opportunity to refresh policies, update case studies, and enhance methodologies to align with emerging NHS priorities such as digital transformation, sustainability, and integrated care delivery models. This forward-looking approach ensures continuity of NHS market access through seamless transitions between framework iterations.

Professional Support: The Value of Expert Guidance

The complexity of NHS procurement frameworks and the significant business opportunities they represent have led many successful suppliers to engage specialist bid writing and framework consultancy support. Professional bid consultants bring valuable expertise in interpreting framework requirements, developing compelling narratives, and navigating evaluation methodologies. This external perspective often identifies both strengths and weaknesses in potential applications that internal teams might overlook, creating opportunities for significant response enhancement.

Thornton & Lowe's specialist bid writing and framework consultancy services offer exactly this kind of expert support. Our team works closely with clients to identify the most appropriate frameworks for their services, develop high-quality applications that meet all requirements, and implement effective strategies for post-award business development. With a proven track record of helping businesses win places on NHS frameworks and maximise their return on investment, our tailored approach focuses on both securing framework positions and generating sustainable revenue through effective follow-up support.

Experienced consultants also provide important resource flexibility, supplementing internal capabilities during intensive application periods without requiring permanent headcount increases. Their involvement typically begins with framework opportunity assessment, helping organisations determine which frameworks and lots align most effectively with their capabilities and strategic objectives. Following this evaluation, consultants can deliver varying support levels ranging from review and improvement of client-drafted responses to comprehensive application management including documentation production, submission coordination, and clarification management. For organisations new to NHS procurement, this expertise can dramatically increase framework application success rates while accelerating the learning process for internal teams.

NHS Procurement Frameworks: Building Long-Term NHS Partnerships

NHS procurement frameworks represent far more than simple contracting mechanisms; they offer structured pathways to developing sustainable, multi-year partnerships with the nation's largest healthcare provider. Organisations that approach these frameworks strategically, investing in thorough preparation and high-quality applications, position themselves for significant business growth across multiple NHS organisations. The initial investment in securing framework positions generates returns through streamlined access to opportunities, reduced competitive pressure, and the ability to build momentum through successive contract awards.

The most successful NHS framework suppliers recognise that excellence in both securing and managing framework positions requires specialised expertise, whether developed internally or accessed through expert consultancy support. This recognition drives investment in capability development across bid writing, relationship management, and service delivery functions. For organisations committed to the healthcare marketplace, mastering the NHS procurement framework landscape represents a fundamental strategic priority with potential to deliver substantial, sustainable business growth.

For organisations committed to the healthcare marketplace, mastering the NHS procurement framework landscape represents a fundamental strategic priority with potential to deliver substantial, sustainable business growth. For those seeking upcoming opportunities, it's advisable to regularly monitor the procurement and savings calendar, Find a Tender service, Contracts Finder, and regional procurement platforms such as Public Contracts Scotland, Sell2Wales, and eSourcing NI.

Support is also available through the four NHS procurement hubs: London Procurement Partnership (which manages specific frameworks including Clinical Digital Solutions and Digital IAPT), North of England Commercial Procurement Collaborative, East of England NHS Collaborative Procurement Hub, and NHS Commercial Solutions. These hubs, along with Crown Commercial Service, form the NHS Workforce Alliance, which delivers national workforce services frameworks. These hubs often publish forward plans for upcoming frameworks with anticipated start dates, allowing suppliers to strategically plan their bidding activities.

Frameworks offered by the NHS Workforce Alliance are designed to ensure ease of access and are actively managed. They are free to access and provide a compliant route to market in line with the Public Contracts Regulations 2015, Provider Selection Regime and the Procurement Act 2023. According to NHS Shared Business Services, these frameworks can typically deliver savings of up to 15%. There are over 2,274 approved organisations who have access to the framework agreement portfolio and can utilise any NHS SBS framework agreement as needed.

The procurement landscape continues to evolve, with the recent announcement of plans to abolish NHS England as noted above, which aims to cut bureaucracy and reform how the National Health Service is run. The government believes this will put the NHS "back into democratic control" and free up money for front-line services. While these administrative changes won't impact anyone's access to NHS services or the fundamental structure of framework agreements, they may influence how procurement decisions are made in the future. Suppliers should stay informed about these developments and be prepared to adapt to any procedural changes that may emerge from this restructuring.

The Procurement Act and Wider NHS Changes Impacting Procurement Frameworks

The Procurement Act 2023, which is expected to come into force in October 2024, represents the most significant change to public procurement in the UK since Brexit. This new legislation replaces the previous EU-derived regulations with a more flexible, simplified system designed to better serve the UK public sector. For suppliers looking to win places on NHS procurement frameworks, understanding these changes is essential.

One of the most notable changes is the replacement of Dynamic Purchasing Systems (DPS) with Dynamic Markets. While both allow suppliers to join at any time during their lifespan, Dynamic Markets offer greater flexibility and reduced bureaucracy. The key differences include:

1. Simplified supplier assessment process, making it easier for new suppliers to join
2. Fewer mandatory exclusion grounds and more discretionary exclusion grounds
3. More flexible commercial models and pricing structures
4. Streamlined award procedures that allow for greater innovation
5. Enhanced transparency requirements throughout the procurement process

The Act also introduces a new competitive flexible procedure, replacing the previous competitive dialogue, competitive procedure with negotiation, and innovation partnership procedures. This gives contracting authorities more freedom to design procurement processes that fit their specific needs, potentially opening up new opportunities for innovative suppliers.

For NHS framework suppliers, these changes mean preparing for a more outcome-focused procurement environment, with greater emphasis on social value, carbon reduction, and other strategic objectives. While existing frameworks will remain valid until their expiry dates (even if this falls after October 2024), new frameworks will follow the updated regulations, requiring suppliers to adapt their bidding strategies accordingly.

Evergreen Assessment and Its Impact on NHS Framework Bidding

The Procurement Act introduces the concept of "Evergreen Assessment," a significant change to how suppliers qualify for public contracts. This new approach allows suppliers to maintain a pre-qualification status that remains valid across multiple procurement opportunities, rather than having to re-submit the same information for each tender.

For companies bidding for NHS framework places, the benefits include:

1. Reduced administrative burden, as qualification information only needs to be submitted once and then updated periodically
2. Faster application processes for multiple frameworks
3. Lower costs associated with repeated pre-qualification submissions
4. More time to focus on the quality aspects of bids rather than basic qualification criteria

The government is developing a digital platform to support this Evergreen Assessment approach, allowing suppliers to manage their qualification information in one place. NHS framework providers are expected to integrate with this system, streamlining the initial stages of framework applications and potentially opening up opportunities to a wider range of suppliers, including SMEs who previously found the administrative requirements prohibitive.

Suppliers should begin preparing for this transition by ensuring their company information, policies, and qualification documents are well-organised and regularly updated. This will enable a smoother transition to the Evergreen Assessment model when it becomes operational as part of the broader Procurement Act implementation.

Provider Selection Regime: A Healthcare-Specific Procurement Approach

The Provider Selection Regime (PSR) represents a healthcare-specific procurement approach that will run alongside the general Procurement Act provisions. This specialised regime is designed specifically for healthcare services procured by the NHS and aims to reduce unnecessary competitive tendering while still ensuring value for money and high-quality care.

Key features of the PSR that impact suppliers include:

1. Three routes to contract award:
   • Direct award when there is only one suitable provider
   • Continued arrangement with existing providers where services are working well
   • Competitive process when neither of the above applies
2. Focus on patient outcomes, service quality, and integration rather than price alone
3. Reduced emphasis on formal competitive tendering for clinical healthcare services
4. Greater consideration of factors such as service continuity, population health needs, and integration with existing care pathways

For suppliers seeking to secure places on NHS frameworks for clinical services, the PSR will require a different approach. Success will depend more heavily on demonstrating excellent patient outcomes, service quality, and ability to integrate with other healthcare providers. Building strong relationships with Integrated Care Systems (ICSs) will become even more important, as these bodies will make many of the decisions about which providers to work with.

The PSR will apply to healthcare services procured by NHS England, Integrated Care Boards, NHS trusts, and foundation trusts. It will not apply to non-clinical services such as facilities management or IT, which will continue to follow the main Procurement Act rules. Suppliers therefore need to be clear about which regime applies to their services and adapt their approach accordingly.

Together, the Procurement Act, Dynamic Markets, Evergreen Assessment, and Provider Selection Regime represent a significant evolution in how the NHS procures goods and services. Suppliers who understand and adapt to these changes will be best positioned to secure places on frameworks and win contracts in this new environment.

Working with experienced bid specialists like Thornton & Lowe can provide a significant advantage during this transition period. Our team stays up-to-date with all regulatory changes and procurement trends, ensuring our clients are well-prepared for both current and future framework opportunities. Beyond securing framework places, our post-award support services help businesses develop effective strategies to maximise their return on investment, turning framework appointments into substantial, long-term revenue streams.