You achieve great patient outcomes. With our in-depth knowledge of the NHS, we can make sure your Complex Supplier Relationships across many service disciplines, help you to maintain maximum value from them.
We know the Strategic Suppliers in the NHS marketplace, really well:
Their strengths. The key attributes of each Strategic Supplier and what internal client disciplines you will need to have in place so they can achieve your outcomes and objectives, quickly.
Their challenges. Complex service delivery does not always go to plan. We can advise you on what diligence your team can put into place to assure these Strategic Suppliers deliver to your expectations.
Their contractual constraints. We know what most Strategic Suppliers will accept contractually, what they will not, and why. Our ‘Optimise’ process assures you can overcome these constraints and be fully contractually protected for fit for purpose services.
Your key expectation you should have from Strategic and Complex Supplier Relationships:
Optimum value in service and solutions delivery. These specialist suppliers represent themselves as ‘experts’ in their disciplines. Recent case law determines you can often rely on the supplier’s represented expertise to drive maximum value for money in your service delivery, even if your contract terms are ambiguous in terms of their responsibilities.
Benefits of using BPG to facilitate your Strategic Supplier Relationships
We know what practices work really well. Having optimised over 500 complex supplier relationships, we have deep expertise of trust building in relationships. We also have proven template documentation, including procurement structures, service requirements, agile fit for purpose contracts, implementation and operating governance, along with expertise in what actions you need to avoid to make sure your strategic supplier relationships achieve your outcomes, quickly.
Key Considerations when NHS Organisations enter into Complex Supplier Relationships
How the BPG 'Optimise' Process delivers great Strategic Supplier Relationships
The BPG ‘Optimise’ Method is evidenced from over 500 complex supplier relationships. It shows there are 8 characteristics present in every successful complex relationship. We can help you successfully implement these quickly to improve service innovation, supplier relationships and drive down BAU costs.
Click here to see how the ‘Optimise’ process can help you drive maximum value in your strategic supplier relationships.
Examples of the types of Complex Supplier Relationships we help you optimise
Some of the Strategic Suppliers we have detailed knowledge of
4 Ways Healthcare Ltd
Agfa HealthCare UK
Alliance Medical Ltd
Bracco UK Ltd
BridgeHead Software Ltd
Canon Medical Systems
Carestream Health UK Ltd
De Smit Medical Systems Ltd
Diagnostic Imaging Ltd
E Health Innovations
EuroKing Maternity Software Solutions
Fujifilm UK Ltd
GE Medical Systems Ltd
Guerbet Laboratories Ltd
Healthcare Software Systems Ltd
Hitachi Medical Systems UK Ltd
Hyland Software UK
Infinitt UK Ltd
Insignia Medical Systems
Intelerad Medical Systems
Intuitive Systems and Networks
Kanteron Systems UK
Lexmark Enterprise Software UK
Link Medical Ltd
Mallinckrodt UK Commercial Ltd
McKesson Technologies UK Ltd
Med Imaging Ltd
Medecon Healthcare LTS (previously Apple Technologies)
Medical Imaging Systems
Phoenix Dosimetry Ltd
PLH Medical Ltd
Purcell Radio Systems
Sunquest Information Systems
System C Healthcare
Ultralinq Healthcare Solutions Ltd
Varian Medical Systems UK Ltd
Verathon Medival UK Ltd
Wolverson X-Ray Ltd
Xograph Healthcare Ltd
The Behaviours you should expect from a 'Good' Strategic Supplier Relationship
Objectives being met
Critical friend supplier
Inherent commercial trust
Sustained collaboration and innovation
Reduced service cost
High reputation with your peers
Internal team aligned
Services always aligned to outcomes
Flexible/agile contract structure
Evidenced based results
Typical Complex Supplier Relationship hurdles faced in NHS Organisations
We’ve dealt with optimising over 500 complex supplier relationships. More than 50% of complex supplier relationships experience misunderstandings between client and supplier over your requirements and expectations.
If the right foundations are not in place to drive maximum value, you may experience:
Additional charges and costs for ‘misunderstood expectations’
A lack of understanding of contractual roles and responsibilities
Governance and performance escalation not clearly delineated
Senior client executives not being clear on their expectations and dynamics of the relationship
Not enough investment by senior executives in the resourcing or skills of the client supplier management team
Loss of key in-house expertise to the supplier (inadvertent staff poaching)
Employee resistance to new working methods from the supplier
Clashes of culture between client and supplier staff and so forth.
Operational challenges faced by NHS Organisations
The NHS is currently facing the biggest ﬁnancial challenge in its existence. It’s all credit to the commitment of the individuals on the ground that most areas of the NHS service are running well. However, we are constantly seeing signs of the crisis the system is under as a result of government ﬁnancial constraints, in areas such as hospital care, A&E and GP services. There are many reasons for the service being under such a strain, but the key elements are:
Lifestyle factors (alcohol, smoking, poor diet and so forth)
The change in public expectations (from advice on healthcare management through to mental health and social care, contraception, antenatal and maternity services, vaccination programmes and the fast, efficient processing of our medication and appointments)
An ageing population
Accident and Emergency departments
As a result, more speciﬁc technology related beneﬁts can support these key elements:
Precision Medicine. Genomics and precision medicine can target treatment interventions at speciﬁc sub-groups of patients, potentially making them more effective and opening up new therapeutic possibilities.
Remote Care. It improves access to health care services, enabling patient needs to be addressed as early as possible and potentially making systems more efficient.
Technology-supported self-management. It helps to empower patients to better manage and understand their data can provide new ways for the NHS to learn, improve and generate new research – alongside artiﬁcial intelligence (AI), which is providing new analytical capacity for diagnosing patients, effective triage and logistics.
Advances in Medicine and Technology
If there is an upside to the austerity measures being imposed by government, it seems to be the huge advancements in medicine and surgery, alongside IT and technological innovations that are being made. This means that there is a wealth of ideas and efficiencies that are being experimented and piloted to help support even better patient care at lower costs. In turn, the successful elements of this will help to assure good models of excellent working practices continue and improve.
What stage are you at in your Strategic Supplier Relationship?
You’re procuring or contracting and you need it to work really well.