The Procurement Act has now been live for a year, having come into force on 24 February 2025. Before it went live, I spoke to plenty of suppliers who expected a major change in what bidding would look like.
In practice, that has not really been the story.
For most suppliers, the fundamentals are the same. You still need to understand the requirement, evidence your ability to deliver, price sensibly, and write a clear response that answers what the buyer is asking. The bigger operational shift has been on the buyer side, as contracting authorities adapt how they plan, shape and run procurements under the new regime.
From what we’ve seen over the past 12 months, two changes stand out as the most noticeable in day-to-day procurement activity:
-
Much more preliminary market engagement
-
Greater use of open frameworks
I want to focus on those, because they are also the two areas where suppliers can take practical steps that improve bid readiness and, ultimately, win rates.
What hasn’t changed much for suppliers
If you supply goods or services into the public sector, you still need the same core capabilities you needed before: a solid offer, clear delivery planning, credible case studies, and the ability to express value in a way that matches the buyer’s evaluation criteria.
The Procurement Act has not removed the need for bid discipline. If anything, the suppliers who do well are the ones who stay focused on bid fundamentals while also taking advantage of the new opportunities that have opened up around early engagement and frameworks.
Where I have seen the most change is not in how suppliers write bids, but in how buyers are setting things up in advance. That matters, because when buyers do more shaping and engagement up front, suppliers who pay attention early tend to be better prepared when the tender lands.
Change 1: Preliminary market engagement is being used far more
Preliminary market engagement (PME) is not new as a concept, but it is being used more visibly and more consistently since the Act went live. In simple terms, it is engagement that takes place before the publication of a tender or related notice, designed to help both the contracting authority and the market prepare.
In the last year, I’ve seen PME take a few common forms:
-
meet-the-buyer events
-
webinars and supplier briefings
-
structured Q&A sessions
-
early “sense check” discussions around feasibility, delivery models and outcomes
The reason this matters is straightforward. PME gives you a better view of what is coming, earlier in the process. It also gives you an opportunity to help the buyer avoid common pitfalls in the way the requirement is structured.
That is not about “selling” at an early stage. It is about improving clarity. When a buyer has a clearer specification and a more realistic view of the market, suppliers benefit too. You get fewer surprises, a more stable requirement, and a better chance to plan your response properly.
If you have not been involved in PME before, I would treat it as part of your pipeline process, not an optional extra. If you already track opportunities, add PME activity into the same rhythm. When you turn up, turn up prepared. A short capability summary, a couple of relevant proof points, and a clear understanding of where you can add value is usually enough.
If you want to go deeper into this, our work on developing a preliminary market engagement process is covered in our guide on developing a PME process for public sector procurement.
In practical terms, the best PME questions I see suppliers ask are the ones that improve delivery clarity. What outcomes is the buyer really trying to achieve? What constraints are fixed? What does mobilisation need to look like? How will quality be evaluated? Those answers shape how you build your solution and how you write the bid.
Change 2: Open frameworks are becoming a bigger deal
The second noticeable shift is the growing use of open frameworks.
The key point is that an open framework can “open up” again during its term, giving suppliers additional opportunities to join later rather than having a single, closed window at the start. Cabinet Office guidance describes frameworks and open frameworks within the new regime, including how they are structured and operated.
From a supplier perspective, the benefit is obvious. If you missed the first window, you may not be locked out for years. You may get another chance to apply, which changes how you plan and how you invest in framework readiness.
A well-known example many suppliers will recognise is G-Cloud 15, which has been a major framework opportunity for digital and technology providers. The lesson is not “wait and see”, though. The suppliers who get the most from open frameworks are the ones who prepare early, so that when a window opens they can move quickly without rushing quality.
If you want a clear explainer of how open frameworks work, we cover the key differences and opportunities for bidders in our article on open frameworks in UK procurement.
What I’d do now, based on the first year
If you want a practical response to what we’ve seen so far, I’d focus on three things.
First, build a simple PME approach that you can repeat. Keep it lightweight. You want to be able to attend events and briefings and have something useful to say, without it becoming a major internal project every time.
Second, improve bid readiness so you can respond quickly when opportunities land. Many suppliers lose time rebuilding the same core content under pressure. A tidy library of evidence, case studies and standard delivery answers makes a big difference.
Third, treat frameworks as a programme of work, not a one-off scramble. Open frameworks reward suppliers who stay close to the market and keep their compliance and evidence up to date.
Talk to us about bidding support
If you want help adapting your approach under the new regime, Thornton & Lowe can support you with bid strategy, bid writing and tender reviews. If you are unsure how to make the most of preliminary market engagement, or you are preparing for an upcoming framework window, we can help you build a clear plan and strengthen your next submission.
