What a year! Twelve months that have seen the new Scottish Parliament established and begin to develop its agenda for the future. A year when the new Scottish ministers took over their departmental portfolios and began to lay out their vision for the future. Collaboration, co-operation and partnership are all key themes in government, along with the modernising and improvement focus. The supplies function, supporting the NHS in Scotland at both national and trust level, has begun to embrace and build upon these themes.

In January of this year, my colleague John Cowie proposed the establishment of a Strategic Alliance Partnership (SAP) between ourselves at a national level and with each of the trust supplies organisations. Initially there was an emphasis on putting in place the framework which resulted in:

Vision Statement

"To be the best provider of procurement services for the NHSiS."

Mission Statement

"Scottish Healthcare Supplies and Trust Supplies in partnership will ensure that joint action, communication and co-operation will provide efficient, cost-effective procurement services for the delivery of healthcare in Scotland."

Relationship Charter

• We have also agreed to work within a relationship charter, setting out common aims:
  • Work together on all aspects of procurement.
  • Develop openness, co-operation, collaboration, communication and trust between partners.
  • Ensure ethical standards of behaviour and share professional expertise to deliver mutual benefit.
  • Agree and develop alliance work.
  • Actively participate in delegated tasks within work programmes.

All trust supplies managers have signed up to the initiative and therefore to the new environment within which we are all going to work. The SAP way ahead was agreed:

• Five project groups
• Five project co-ordinators
• A common remit
• NHSiS-wide contracts review and renegotiation
• Take forward new contract initiatives

From this there were five project groups established. Importantly, each was led by trust staff, working in close concert with my own contracting specialists. The five generic project groups chosen were:

• Medical and surgical
• Hotel services
• Primary care interest
• Training and development
• Works, office and transport services

Their objectives are to:

• Reduce costs for the NHSiS
• Review all existing contracts
• Put in place new contracts
• Establish an alliance contracts portfolio
• Establish closer working relationships with our suppliers and speak with one voice

• Reducing the cost at point of use
• Commitment volumes/values - better prices
• Rationalisation of products
• Rationalisation of suppliers
• Standardisation of products
• Setting up customer focus groups to review products and determine better service levels

It is recognised, though, that this partnership cannot be purely inward-looking and needs to fully embrace the supplier base. Seminars have been held to inform the suppliers of the SAP and to seek their involvement in pursuing improvements and efficiencies.

Of course the cynics can say, and rightly so, that these are all fine words, but where is the proof? I am in no doubt that only performance and delivery will change attitudes. Can the SAP deliver? When can it deliver? What will it deliver? The jury is out on these questions at the moment but all who are involved in the initiative know that the eyes of the NHS in Scotland are on them and there is a determination to succeed. All of the partners involved know that the fine words and rhetoric have to be translated into tangible savings and efficiencies that release scarce resources to be redirected into direct patient care. The next six months will be decisive.

Steve P Atherton
Director
Scottish Healthcare Supplies
Trinity Park House
South Trinity Road
Edinburgh
EH5 3SH

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